CAREERS · EST. 2011 · APAC
Specific work. Specific people.
This is a firm built for a particular kind of work. If you do that kind of work, this page is for you.
HOW WE WORK
Most advisory firms sell implementation. We are something different.
Others' diagnostics are quietly shaped by what they can sell next. That structural conflict makes honest advisory work impossible at the level of problem senior executives actually face.
It begins with a diagnostic.
We work in 2-6 six weeks of concentrated diagnostic work spanning from the strategic to tactical. Interviews, document review, pattern recognition across structure, portfolio, governance, and decision architecture. The finding determines what happens next.
Every engagement is designed to conclude.
After the diagnostic comes the work: independent assurance, operating model design, portfolio governance, AI strategy advisory, programme recovery. Scoped, timeboxed, with exit criteria defined at commencement.
The artefacts are written and spoken.
We create structured findings and advisory briefs. Direct conversations with senior executives and managers are the norm. You contribute by thinking clearly, writing precisely, and engaging executives peer-to-peer as experts and advisors.
WHAT WE LOOK FOR
Helping executives transform how their organisations deliver value
The entry point varies. The common link: a high-stakes decision, a system that’s harder to interpret than it appears, and a need for impartial advice without a vested interest.
You think in structure, not frameworks.
Your first instinct on a complex problem is to ask what the situation requires — not which methodology applies. You draw the system before you describe it.
You write for senior readers.
Most of what ZXM produces is written, and the register is specific: direct, assertion-first, unperformed. If you write this way already, you’ll recognise it. If you don’t, you won’t close the gap at the speed the work demands.
You prefer deep, quiet work.
No standing meetings. No “team building” offsites. Sustained stretches of analysis, writing, and direct conversation with time-poor executives. Structurally quiet, by design.
WE THINK DIFFERENTLY
On being neurodivergent here.
No masking. No performing the social layer on top of the work. No being the only one in the room seeing the pattern everyone else is politely ignoring. The conversations here are about the work, because the work is the point.
No continuous hiring process.
When a diagnosis identifies work that requires a named specialist, we engage that person on that work. Contract-based, scoped, concluded when the work concludes.
We form close relationships with specialists we’ve worked with and trust. New specialists enter through a diagnostic conversation, not an application funnel.
The group is small.
Principal engagements are filled by direct conversation.
We engage with people whose work we already know, who can solve complex problems, or who’ve been introduced by a trusted source.
What this page is not
Rounds of recruitment interviews, exams, hoops? Nope.
Not a recruitment pipeline.
No standing hiring plan. There is no standard process. People come to us from all sorts of backgrounds and that’s the way we like it.
Not a pitch.
ZXM doesn’t compete on perks, equity, or career-progression narratives.
Not a diversity statement.
We’re structured this way because the work requires it. The people who do it well often feel miscast elsewhere. That’s a structural fact, not a marketing position.
"I built ZXM the way I wanted to work." - Matt Hodgson. Co-founder.
Tell me what you’ve worked on recently that you’re proud of, what problem it was actually answering, and what you’d want to work on next. A CV is useful, but isn’t primary. I read everything sent here. I don’t reply to every message. The conversations that go somewhere are the ones where something specific lines up with work we’re doing now or soon.
