Case Study: MAS Audit | Clyde & Kensington

Fractional Sales Consulting for a Leading Bangkok Accounting Firm

Skyline photo of buildings in central Bangkok, Thailand at sunset

Fractional Sales Consulting for a Leading Bangkok Accounting Firm

Client: MAS Audit

Industry: Accounting, auditing, bookkeeping, payroll, and HR

Location: Phra Khanong, Bangkok, Thailand

Audience: B2B SME and mid-size sector

Format: Fractional Director of Sales Services

Focus areas: Business growth, positioning, inbound marketing, outbound sales planning, CRM implementation, sales process, lead follow-up, website development, and business development structure

Clientelle Nationality: International

Testimonial

“MAS Audit was built on relationships and referrals. The systems and sales culture we developed ensure ongoing monthly business, more international clients, and smoother operations. Thank you John and team for your vital partnership to improve our marketing, sales, and leadership functions.

We are on-track to doubling our revenue in the next 12 months.

Sangkhae Chutikomol, Managing Director, MAS Audit | Thailand

01. Overview

MAS Audit is a well-established accounting and auditing firm serving international clients across Thailand. Historically reliant on referral-driven growth, the firm faced a strategic inflection point: diversifying their client acquisition model without compromising the quality of relationships that built their reputation.

Clyde & Kensington was engaged to design and execute a full-stack commercial transformation, from service packaging to CRM infrastructure, digital channels to team capability. The mandate was clear: to build predictable client acquisition capacity that scales sustainably.

02. Key Considerations

MAS Audit was not starting from scratch. The company had strong technical expertise, a solid client base, and a trusted reputation in its market.

The main challenge was that growth relied heavily on relationships and referrals rather than on a repeatable sales and marketing system.

Several practical considerations shaped the consultancy project.

1. Referral-Dependant Growth Model

Most of MAS Audit’s business had come from recommendations and personal relationships. This helped the company grow, but it also created limitations. Without a clear marketing system, outbound sales process, CRM structure, or formal follow-up method, the process of winning new clients relied heavily on informal guesswork.

2. Absence of Sales and Marketing Infrastructure

Before the project, MAS Audit did not have a developed sales or marketing function. There was no inbound marketing or outbound system, and no sales process for handling inquiries, follow-ups, proposals, or opportunity tracking. For an accounting firm that wanted to grow, this created a gap between the company’s technical strength and its ability to find and convert new business.

3. Client Concentration and Diversification Risk

The leadership team saw the need to diversify the client base and reduce reliance on a small number of major clients. This was important for long-term stability, revenue growth, pricing confidence, and future expansion. The business also needed a clearer way to create demand, manage inquiries, and build capacity for growth beyond its existing referral network.

4. Translating Strategy to Execution

Like many professional services firms, MAS Audit had strong technical skills but limited in-house sales and marketing experience. The consultancy, therefore, had to be practical, commercially focused, and realistic for a busy owner-led business. The goal was to prioritze what the business should focus on first, and how sales and marketing should link to client acquisition and retention.

03. Our Solution

Clyde & Kensington worked with MAS Audit in a broad sales and marketing consultancy role, supporting the business across strategy, planning, process development, positioning, marketing activity, sales infrastructure, and commercial execution.

The work focused on building the foundations of a new sales and marketing function from the ground up.

Key areas included:

Positioning and target client direction

Website and digital presence

Inbound marketing and inquiry generation

Sales process and follow-up structure

CRM and sales infrastructure

Outbound sales and business development planning

Communication, proposals, and lead handling

In under six months, we moved MAS Audit from zero structured inbound leads to a steady stream of qualified inquiries. 40% of those leads became clients. They now have a system that generates new business reliably.

04. Consultancy Outcomes

1. Monthly Qualified Inquiries

The most striking outcome was the conversion discipline. A 40% lead-to-client rate reflects the quality of inbound interest generated and the internal capability built to respond effectively. This transformed a firm that previously had no structured inbound pipeline into one with predictable, qualified commercial flow.

2. Permanent foundations for new client acquisition

MAS Audit beganimproving their digital presence, inquiry handling, getting clearer communication processes, CRM implementation, and a more intentional approach to lead generation. The system built proved capable of generating qualified leads from Fortune 500-level marketing and media companies.

3. Improved sales culture and increased activity rates

The time spent with MAS Audit helped them to bring more structure to their sales activity, response times, communication, follow-up, and business development priorities. This was particularly important because the firm had previously relied heavily on the founder, existing relationships, and informal growth activity.

4. Increased confidence in sales and marketing investments

At the start, MAS Audit was understandably cautious about investing in sales and marketing. As the work progressed and inquiries came in more consistently, the firm grew more confident in the value of building a proper commercial function. The project helped turn sales and marketing from an unfamiliar area into a clear business priority.