In their own words
Honest accounts from businesses who worked with us — what they came in with, what the process was like, and what changed.
We had never formalised our continuity planning — it always felt like something we'd deal with when it came up. The process Jaya Counsel ran with us made us realise how much was undocumented and how exposed we were. We now have a plan we actually believe in.
When the brand finally made sense
These clients came in with strong businesses but brands that no longer reflected where they were heading. Here's what they found through the process.
Our business had grown but our brand still looked and sounded like a startup. The brand workshop was confronting — in a useful way. For the first time, our whole leadership team was aligned on what we actually stand for. The messaging framework has made our marketing far more consistent.
We were entering a new market segment and our old brand positioning simply didn't carry across. The competitive differentiation work was eye-opening — I hadn't fully realised how crowded that space was, or how clearly we could stand apart from it. The deliverables were practical and our designers found the visual direction guidelines genuinely helpful.
I was sceptical at first about investing in brand strategy for a logistics company. The consultant took the time to understand our specific sector before making any recommendations. The positioning statement we landed on changed how we pitch — and we've won two large accounts since that we likely would have struggled to close before.
Technology with a clear purpose
These businesses were spending on technology without a coherent plan. The roadmap process changed how they thought about every investment going forward.
Before this engagement, we had several software systems that didn't speak to each other and staff who had developed workarounds for everything. The assessment phase was thorough — they documented things we'd forgotten we were even doing. The phased roadmap gave us a sequence that made sense for our budget and our team's capacity to absorb change. Twelve weeks later, we have a technology plan we can actually commit to.
We had board pressure to "go digital" but no real clarity on what that meant for our sector. Jaya Counsel didn't try to push any specific vendors or tools — they focused on understanding what we actually needed first. The vendor evaluation criteria they produced saved us considerable time in the procurement process. I appreciated that they were honest about what technology can and cannot solve.
Prepared for what comes next
Many businesses recognise the need for a continuity plan but never make time for it. These clients did — and describe what changed in how they run their organisations.
The tabletop exercise was the most valuable part for us. It surfaced disagreements in how our team would respond to a scenario that we hadn't realised existed. Working through those gaps before an actual disruption — rather than during one — was exactly what we needed from this kind of engagement.
I was the only one in the business who knew how everything worked. The critical function register exercise made that very clear, very quickly. We now have documented procedures for the things that matter most and three people who understand them instead of one. The two weeks were well spent.
The communication protocol alone was worth the engagement. When we had a supplier disruption shortly after completing the plan, everyone knew exactly who communicated what to which stakeholders. It was completely different from how we'd handled similar situations before — calmer, faster, and with far less confusion internally.
A note on these testimonials
All testimonials are from actual clients with their permission. In some cases, we have used initials for company names at the client's request where full public attribution was not preferred. We do not solicit reviews in exchange for any form of benefit, and we do not edit the substance of what clients say.
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