About Hummark
A practice built around how people hold organisations together.
Hummark works with mid-sized companies in Bangkok to bring shape and intention to the way talent is structured, conversations are designed, and new staff are brought in.
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Where Hummark came from.
Hummark was founded in Bangkok by a group of advisors who had spent years sitting inside large organisations, watching the same patterns repeat. Roles without clear edges. Performance conversations that happened on paper but not in substance. New staff who spent their first three months quietly trying to work out the unwritten rules.
The name comes from the older sense of the word "mark" — a visible boundary, a point of reference. Hummark's work is about helping companies see where those reference points are, and where they're missing.
The practice opened its doors in 2019 and has since worked with companies across professional services, technology, and manufacturing — organisations ranging from 60 to 450 people, most of them at a point where informal people practices had outgrown the company's actual size.
Every engagement is advisory in character. Hummark reads a company carefully before making any written recommendation, and the output of every engagement is a document that can sit on a desk and be returned to — not a presentation that lives in a shared drive and is never opened again.
Mission
To help mid-sized companies hold their talent picture with greater intention — not through systems, but through clearer thinking about roles, conversations, and the way new people are brought in.
Approach
Advisory before prescription. Hummark reads an organisation — through interviews, observation, and written review — before forming any position. Recommendations are specific, not generic.
Scope
Organisational and operational advisory only. Hummark's engagements are not labour-law advice, and the practice is clear about that boundary from the outset of every engagement.
The Team
The advisors behind the work.
Nattawut Chairat
Principal Advisor
Spent twelve years in HR leadership roles across Bangkok-based financial services and technology companies before founding the practice. Leads the Talent Architecture work.
Supanee Prachaya
Senior Advisor — Performance
Worked for nine years designing and running performance systems in mid-sized manufacturing and services companies. Leads the Performance Conversations practice.
Kasem Ratana
Advisor — People Experience
Brings a background in organisational development and new joiner experience design. Leads the Onboarding Programme Review engagements across the practice.
How We Work
Standards the work is held to.
Written output on every engagement
No engagement closes without a written document. The output is structured, readable by non-HR leadership, and written to be used — not filed.
Confidentiality agreement as standard
Every engagement is covered by a mutual confidentiality agreement. Material shared during the work does not leave the engagement, and interview observations are never individually attributed.
Advisory framing, not labour law
The practice is clear and consistent about its scope. All work is framed as organisational advisory. Where matters touch employment law, companies are directed to qualified legal advisers.
Defined scope and finish point
Every engagement opens with an agreed scope. Changes are discussed before they happen, not invoiced afterwards. The engagement ends when the output is delivered.
Multi-level listening
Hummark interviews across levels — not only leadership. The written reading of a company draws from what people at multiple points in the organisation observe, not only what leadership intends.
Data held responsibly
Personal data collected during engagements is held in line with applicable data protection principles and is not retained beyond the period necessary for the engagement.
HR advisory for the mid-sized company in Bangkok.
Mid-sized companies occupy an interesting position. They are no longer small enough for everything to run on informal understanding, but they are not yet large enough to sustain a full internal HR function at every level. The people questions that arise at this stage — how roles should be shaped, how performance should be discussed, how new staff should be brought into the organisation — tend to fall between chairs.
Hummark sits in that gap. The practice was built to work with companies at precisely this point in their development — organisations where people questions have become genuinely important to leadership but where the internal capacity to address them carefully does not yet exist.
The work is advisory in character. That means reading a company before recommending anything, being clear about the limits of the engagement, and producing outputs that the organisation can act on without requiring continued dependence on the adviser. The aim is a clearer internal picture, not an ongoing relationship built on that picture remaining opaque.
Hummark is based in Ratchathewi, Bangkok, and works with companies across Thailand. Engagements are conducted in English, Thai, or a combination of both, depending on how the organisation communicates.
Work with us
Ready to look at how your company holds its talent?
An initial conversation — no obligation — is usually the right place to begin. We read the situation first.
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