10X Advisory
The few decisions that decide the rest.
Most of what happens to a business turns on a small number of choices — when to launch, who to put in the critical seat, which site to commit to. Get those right and everything downstream gets easier. Get them wrong and no amount of effort afterwards fully repairs it.
10X isn’t a promise of ten times your revenue — it’s the weight we give to the handful of choices that compound.
Before you enquire
This isn’t the right fit for everyone
Being straight about this saves us both time.
Probably not for you
- You want a guarantee, or a lucky charm.
- You’ve already decided and want it blessed.
- You can’t share what the work needs — birth details, floor plans, real numbers.
- You’re curious rather than facing an actual decision.
- You need an answer this week.
Likely a good fit
- You’re facing a decision that’s expensive to reverse.
- You already use advisors and want a dimension they don’t cover.
- You’ll hear that your preferred option is the weaker one.
- You want the reasoning, not just a verdict.
- You’re planning far enough ahead to act on it.
Where this sits
Not a replacement for anyone you already pay
You have accountants, lawyers, perhaps a consultant. This doesn’t compete with them — it answers a different question.
| Your existing advisors | This advisory | |
|---|---|---|
| Where the read comes from | Market data, precedent, financial models | Your birth chart, the physical site, the calendar |
| Assessing a person | CV, interview, references | Life chart — how they operate under pressure |
| On timing | Whether the market is ready | Which windows favour you, and which don’t |
| Question answered | Is this a good decision? | Is this the moment, and the right person to carry it? |
Where the line sits: if your accountant says the numbers don’t work, no date fixes that. This layer is about timing and people, not arithmetic.
The work
Three questions, underneath everything
Every engagement comes back to one of these — usually more than one.
People
Who to trust with it. Choosing between two strong candidates, deciding who leads a division, working out why a capable team isn’t clicking.
Timing
When to move. Launch dates, expansion, signings, and which quarters of the year ahead are worth spending into.
Place
Where it happens. Choosing between sites before you commit, layout while it’s still on paper, and audits of premises you already occupy.
Underneath all three: Qi Men Dun Jia for timing, BaZi life-chart analysis for people, Flying Star Feng Shui for place. You’re buying the decision, not the method.
Strategic Business Consulting
We work directly with founders, executives and project teams — applying Qi Men Dun Jia and Flying Star to the decisions that are hard to reverse: when to launch, where to position against a competitor, who to put in a critical seat.
Founders usually come to us with the launch date already pencilled in. That’s the first thing we want to look at. If your chart runs strongly to Fire and you’ve picked a window that works against it, moving by a few weeks costs you nothing and changes the conditions you’re launching into. We’ll also look at the room where decisions actually get made, and at who you’re about to hire — the useful hire is often the one whose instincts push against yours rather than echo them.
Talent Profiling & Assessment
A life chart gives you an unbiased read on how someone actually operates — temperament, motivation, where their strengths sit. We use it with business owners and HR managers who are choosing between strong candidates, or working out why a capable team isn’t clicking.
The hardest hiring decisions are between two strong candidates, where the CVs won’t separate them. That’s where a life chart earns its place. A Metal-dominant candidate is structured and comfortable holding a line — right for a role where the schedule is the job, wrong for one that needs improvisation. We’re not telling you who to hire. We’re telling you how each of them is built, so you stop guessing.
Property Development Consulting
We advise on commercial, residential and industrial projects across the Malaysian market — land selection, architectural layout, and the timing of ground-breaking. The earlier you bring us in, the more we can actually change.
The best time to bring us in is before you’ve committed to a site — earlier than most people think to call. Once the land is bought, we’re working around your constraints instead of helping you choose them. Given several parcels, we can tell you which sits better with the surrounding water and terrain. After that it’s layout, and then timing the ground-breaking properly rather than letting the contractor’s calendar decide it.
Business Growth Advisory
Ongoing advisory for SMEs and larger firms, on retainer or annually: Feng Shui audits of your premises, dates for launches and events, and strategy for the periods when the cycle is with you and the ones when it isn’t.
When someone comes to us about opening a fourth outlet, we ask to see the three they already have first. More often than not, one of them has a wealth sector doing nothing — storage, no daylight, a door nobody uses. We’d rather fix that before we talk about expanding at all. You don’t expand past a weak room. You fix the room, then we choose the window for the new site.
Annual Business Forecast
Luck cycles move much like economic ones. Each year we map yours against the year ahead to show where the opportunities and the exposure sit — for retail, hospitality, tech, or whatever you’re in. Most clients use it to decide when to spend and when to hold.
Most owners plan their year around the festive period out of habit. Sometimes that’s right. Often the cycle points somewhere else entirely — a strong run in the third quarter that nobody was buying stock for. We map the year ahead so you know when to spend and when to hold, and while we’re in your premises we’ll usually find something in the flow worth changing, like customers bunching at an entrance instead of moving through.
Selected engagements
Three clients, and what actually changed
Shared with their agreement. Companies are not named.
Eight openings in two years, each one assessed before the lease was signed.
A restaurant group on a steady expansion cycle. Before they commit to a location, they bring us in to assess the shortlist — how each site sits against the surrounding roads, water and terrain, and which one supports the kind of trade they’re actually after.
Once a site is chosen, we work alongside their interior designer while the layout is still on paper: entrance position, seating flow, kitchen placement, where the till sits.
Why it runs this way — changing a layout on a drawing costs nothing. Changing it after the fit-out costs a renovation. Eight openings in two years, and the assessment has come before the signature every time.
A design firm whose own studio was working against it.
They came to us under cashflow pressure — revenue had stalled and money was leaving faster than it arrived. The audit started where it usually does: their own premises. A firm that shapes other people’s spaces for a living, operating out of one that was quietly costing them.
What we changed
- Took down several pieces of artwork
- Changed the ceiling colour
- Moved the principal designer’s position
- Repositioned the project managers’ seating
- Added lighting into corners that had none
Alongside the audit, a Qi Men strategy set the timing — when to push on new business, and when to hold.
What followed
- First quarter
- Enquiries picked up — and the quality changed with the volume. Bungalow and villa projects, rather than the smaller work they had been chasing.
- Through the middle of the year
- Internal communication improved and deadlines started being met. The team held together in a way it hadn’t before.
- Across twelve months
- Turnover roughly tripled.
Nothing on that list is mysterious. Artwork, a ceiling colour, where two people sit, light in a dark corner. The work is knowing which of them matters in that particular room — and in what order.
Losing staff faster than they could replace them.
Persistent turnover, and operations that never quite ran smoothly. Problems like these get treated as management failures and answered with management solutions. Sometimes the building is simply working against the people inside it.
What we changed
- Relocated the office
- Recalibrated the Feng Shui of the factory floor
Within the first year
- Operations
- Day-to-day friction dropped and the floor ran smoothly. Production doubled.
- The sales side
- Customers responded differently to the space, and sales rose significantly.
- Suppliers
- Improved payment terms and better trade perks — which, with the sales increase, freed up real working capital.
The turnover problem was the reason they called. The supplier terms and the sales results weren’t on the brief at all — they came out of the same set of changes.
How it works
What happens after you enquire
- You get in touchBy email, the form on this page, or WhatsApp. Enquiries are read personally, and what you share stays between us.
- A scoping callWe talk through the decision you’re facing and whether this is the right tool for it. If it isn’t, you’ll be told so. Fees depend on scope and are quoted after this call.
- Preparation — three to six weeksCharts analysed, sites studied and dates worked through before we sit down. The session is short because the preparation isn’t.
- Advisory, usually ongoingYou leave with specific dates, specific placements and the reasoning behind both. Most advisory relationships run on a monthly retainer for twelve months or longer — the decisions they cover unfold over that kind of period, not in an afternoon.
What you tell us doesn’t leave the room
This work means hearing about unannounced launches, partnership trouble and people by name. Nothing discussed is shared, published or used as an example without your agreement — including the fact that you’re a client at all. A mutual non-disclosure agreement can be put in place before we discuss anything substantive, if you’d prefer it in writing.
Straight answers
Questions people are too polite to ask
I’m not superstitious. Why would I use this?
You don’t have to believe anything. What you get is a structured second opinion on timing and on people, from a framework your other advisors don’t use.
How is this different from a management consultant?
A consultant works from data about the market. This works from your chart, your site and the calendar. A consultant tells you whether to open a fourth outlet. This tells you when — and which of your existing three is quietly costing you.
What do you need from me?
Birth date, time and place for anyone central to the decision. Floor plans and the site address for property work. Honest context about where things actually stand. Better to say what you can’t share than to approximate it.
What if the timing says wait? I lose the opportunity.
Sometimes the answer is to move anyway, with the weak points named so you can cover them. But if a few weeks changes the conditions materially and costs you nothing, that’s worth knowing before you commit.
Make a consultation appointment today
Tell us a little about what you’re looking for and we’ll be in touch to arrange a time.
Visit us
Aeros Chin Consulting Sdn Bhd
Level 22-06, Oval Damansara, 685 Jalan Damansara
60000 Taman Tun Dr Ismail, Kuala Lumpur, Malaysia
Contact us
+6010-2876189 (WhatsApp)