Help your specialists become confident people leaders.
Your engineers and quality specialists know their work. When they step into leadership, they take on a different challenge: giving feedback, delegating, handling disagreements and helping others grow.
We work with medical device teams to develop these skills, strengthen working relationships and pass on hard-won expertise. Sessions are available in English and Mandarin.
in Malaysian medical device exports in 2025. The government aims to pass RM 50 billion by 2030.
Deputy Prime Minister, reported by Malay Mail, Aug 2026 · whole industryof jobs from new MedTech investments should be managerial, technical or supervisory by 2030, up from 33.1% in 2025.
Government target, Malay Mail, Aug 2026 · a target, not a current figurejobs expected from 46 MedTech projects approved in 2025, worth RM 4 billion in investment.
Malay Mail, Aug 2026 · approved projects, not yet filled rolesWhere good people leadership makes a practical difference.
Five situations we often hear about in growing medical device and MedTech operations.
Quality, regulatory and process specialists take years to develop, and they are in demand across the region. Pay matters. So do scope, development and a manager who listens. We help managers strengthen the part they can influence.
A strong engineer or quality lead may be managing people for the first time. Give them practical ways to delegate, offer feedback and handle difficult conversations.
In a regulated environment, a concern nobody mentions costs far more than an awkward conversation. Help managers build teams where people speak up early.
Many sites report to the US, Europe or Japan. Different habits around feedback, decisions and escalation can create misunderstandings. We help teams discuss these differences openly.
Expertise takes time to pass on. Support the expert and successor in agreeing what to learn, how to practise and how to review progress. As the Deputy Prime Minister put it: “capability must remain in Malaysia.”
A note on Employment Pass changes. From June 2026, companies applying for Category II and III Employment Passes are expected to show a plan to transfer the role to a local employee (summary by Rödl & Partner). Please confirm the current requirements with the Expatriate Services Division or your advisers. Our handover support helps with the people side of that plan. It is not immigration or compliance advice.
Where does your team need support?
Start with the challenge that matters most. We’ll agree the scope, practical goals and how to review progress together.
Specialist-to-Leader Programme
For engineers and quality or regulatory specialists taking on their first team-lead or manager role. Practise the everyday conversations leadership requires: setting expectations, delegating, giving feedback and working through disagreements.
- Duration
- 2-day programme, in English or Mandarin
- Participants
- A cohort of new team leads or managers
- You receive
- Each participant’s X-Map and a map of their own team, plus practice on real situations
- Follow-up
- A 90-day follow-up session
Expert–Successor Handover Support
Help an experienced quality, regulatory or process expert and their successor work through a structured handover. Agree learning priorities, responsibilities and checkpoints, with support for the conversations along the way.
- Duration
- Kick-off session, then checkpoints across the handover period (often around 6 months)
- Participants
- The expert, the successor and their manager
- You receive
- A written handover plan with learning priorities, responsibilities and checkpoints
- Follow-up
- A facilitated conversation at each checkpoint
New Team and Line Support
Help a newly formed team establish clear expectations and working habits. Explore leadership relationships, prepare useful interview questions and review how new hires are settling in.
- Duration
- Scoped around your ramp-up plan
- Participants
- The site leadership team and new hires
- You receive
- A leadership team map and suggested interview questions for key roles
- Follow-up
- 30, 60 and 90-day check-ins on how new hires are settling in
Manager–Specialist Working Relationships
For managers and specialists who want to work together more effectively. Explore where expectations differ and agree practical changes to communication, feedback and development conversations.
- Duration
- Agreed with you, usually over 90 days
- Participants
- Managers and specialists who choose to take part
- You receive
- A map of each working pair and agreed changes to try
- Follow-up
- One-to-one sessions for managers who want them, and a review session
Funding: eligible programmes can be claimed through HRD Corp by registered employers, subject to HRD Corp approval. We’ll confirm what applies to your company before you commit.
A starting point for better working conversations.
X-Map uses an Enneagram-based assessment to explore possible patterns in how people approach decisions, feedback and pressure. We discuss those insights alongside your team’s actual experience, then identify practical changes to try.
In English or Mandarin, on any phone. No preparation needed.
It looks at how people tend to decide, communicate, handle pressure and give feedback, across 18 business dimensions. We check these against what your team actually experiences.
Each person sees their own results first. Individual reports go to a manager or HR only with that person’s agreement. Team sessions look at how people work together, not at personal scores.
The assessment supports reflection and conversation. Hiring and performance decisions also need evidence of skills, experience and work.
Start with one team.
A focused pilot gives you a manageable way to explore the approach.
- 1
Together, we choose the team: new managers, a handover pair or a new line.
- 2
We agree what progress would look like. Depending on your priorities, that may be feedback from team members, onboarding progress or handover milestones.
- 3
We review it together after 90 days. Longer-term outcomes, such as retention, may need a longer review period.
MedTech experience, with a practical approach to leadership.
Daniel Yeo spent more than 25 years in medical device technology and business development, including leadership roles at ZEISS. Simyee Lim is a former Group CEO and Mercedes-Benz China executive. Together they help leaders work through the everyday challenges of managing people, in English and Mandarin.
Former Group CEO of EP Manufacturing Berhad. 17 years at Mercedes-Benz China, including joint-venture partnerships with Chinese partners.
25+ years in medical device technology and business development across Southeast Asia, including leadership roles at ZEISS, building sales capability across Asia Pacific.
Sources: Malay Mail (Aug 2026), reporting the Deputy Prime Minister at IMDEC 2026 · Employment Pass changes, June 2026. Figures describe the whole industry, not any one employer.
What is your team working through?
Perhaps you have specialists stepping into management, a new line coming together or an important handover ahead.
Tell us a little about the situation. Daniel or Simyee will help you explore whether this approach suits your team, and reply personally within 1–2 working days.