November 2025 – Present · Synergy Architect & Organisational Development Consultant
Organisational development at Amhealth Asia
Connected organisational structure, people and working systems in a multi-brand business, from role clarity to change management.
Amhealth Asia Co., Ltd.
Making a multi-brand organisation work together
The engagement covered a multi-brand consumer-goods business. The work needed to address brand-level accountability, shared resources and team decision-making.
Connected organisational structure, people and working systems in a multi-brand business, from role clarity to change management.
Designed a Multi-Brand House structure clarifying responsibilities across corporate headquarters, brand business units and shared services.
Assessed team skills and capability gaps; developed roles, career pathways and a KPI framework spanning output, process and attitude.
Planned organisational change, redesigned meeting routines and assessed the role of dashboards and automation, starting with clarity about work and decisions before choosing what to build.
Worked with leaders and teams on shared understanding, accountability and cross-functional collaboration.
What this role connects
An organisation chart alone does not change how work happens. Parit’s responsibilities extended to role clarity and career pathways, capability assessment, meeting routines and decision-support information so the structure could be used in daily work.
Ideas connected to this work
Parit’s work at Amhealth Asia connects with her writing on choosing tools for the work and designing roles and decision authority. These articles explore those ideas more broadly; they are not assessments of the organisation or individuals.
Read about clarifying decisions before building a dashboard
Read about distributing responsibility and decision authority (in Thai)