The two individuals who share their perspectives with us this time exemplify this perfectly. The first has worked at Bluebik Vulcan (starting from when it was still MFEC before becoming part of Bluebik Group) for a full 20 years. The other has worked here for an equally impressive 19 years—and this is her first and only workplace. 

Rattapol (Pom) is the Deputy Head of Business Solution for the Tech Solution Delivery team at Bluebik Vulcan, directly overseeing the Business Analyst and System Analyst (BA/SA) team. 

Suporanee (Jae) is a Associate Director for the Tech Solution Delivery team, like Pom, but she supports clients in the capacity of Financial PMO. 

Both started their careers as Developers before transitioning into the business track and growing into management roles. Throughout their tenure, they have both gained extensive experience as BA/SA professionals and have worked alongside junior BA/SA team members for many years. 

The reason they have stayed with the organization for two decades is essentially the same: the “enjoyment” and “challenge” within every project they undertake. For them, transitioning from a completed project to a new one is like “trying something new” because every project brings a different flavor. The more successful they are with each project, the more they enjoy this path and the more they want to challenge themselves with new endeavors. 

This time, we invited Pom and Jae to share their perspectives on the three key factors that lead to BA/SA success—elements they continuously strive to cultivate in their work: Trust, Ownership, and Flexibility. They also discuss creating a Legacy that serves as a way of working that can be passed on to future generations of professionals with pride. 

What do these aspects look like in practice? Let’s explore them together. 

Trust: Earning Client Confidence by “Buttoning the First Button Right” and Delivering Quality Work 

Gaining client trust is one of the most critical factors, and to earn that trust, the team must start at the right point. Pom explains that being a BA/SA requires understanding the “true objective of the project” first and foremost. 

“We need to understand first which part of the client’s business the application we’re building is meant to support. For example, is it to increase the customer base, reduce company costs, or increase revenue? We need to thoroughly understand what the real goal is, what the project theme is, and who the primary target audience is. With these principles, we can build the project within the framework the client wants and begin to earn their confidence.” 

Naturally, from the client’s perspective, achieving all objectives simultaneously is the ideal scenario. Therefore, Pom believes BA/SA professionals must communicate with clients to help them see priorities— which goals should take precedence, how to sequence them, what is necessary and connected to the company’s core values, and what is merely “nice to have.” 

Jae agrees with this point, stating: “Understanding the client’s needs deeply as the ‘first button’ is most critical. If we misinterpret the requirements, the entire project team will lose direction.” 

The next priority is quality. Jae defines “quality work” in terms of commitment and Agile methodology, which ensures continuous quality checks. 

“First and foremost, whatever we commit to, we must deliver accordingly. Our work must be of good quality with no bugs.” 

“We must continuously inspect quality to ensure our output meets standards and client requirements. When integrating other components, we must test to ensure that what we’re adding doesn’t damage previous work. This is regression testing—a process that ensures changes or additions of new code don’t cause other elements to regress.” 

This also includes working closely with clients with sincerity. (On the day of our conversation, both Pom and Jae had just returned from an on-site visit at a client’s office, which is a core responsibility for both.) 

Jae explains: “As consultants, we believe in providing straightforward advice. We’re not just focused on selling projects; we offer alternatives or adjust processes that may not necessarily require a digital solution, so clients feel they can consult with us long-term.” 

Pom adds: “Ultimately, to make clients trust us, when they have issues and pick up the phone to call us, there must always be a response. We must provide service without abandonment.” 

Delivering quality work and non-abandoning services naturally comes with many challenges, which Pom believes BA/SA professionals must always find ways to manage. For instance, if client requirements change, we must negotiate and manage expectations to avoid harming the project. 

If there are misalignments within the client’s organization, it is the BA/SA’s responsibility to communicate and coordinate to reach a clear mutual agreement. Even when challenges come in the form of old documentation or legacy technology, the team must use “investigative” skills to analyze those documents or code to fully understand the data and systems first. 

When these challenges are managed effectively, quality and client trust naturally follow. 

Ownership: A Mindset That Drives Teams to Perform at Full Capacity 

What motivates people to devote their energy to work more than feeling ownership of that work? On this point, Jae shares:  

“Working with the mindset that the output is ‘your own’ or is ‘your child’ leads to design and development that is attentive to quality.” 

She encourages the team to view things from the user’s perspective: 

“When designing something, try to see if you were the user yourself—if we built it this way, would you want to use it? Or would we be confident enough to tell others this is what we built? If we’re confident enough to say that, it means we have ownership.” 

Moreover, involving everyone in the work, regardless of their level, helps build shared ownership. 

“At Bluebik Vulcan, we give people at every level the opportunity to take responsibility because everyone’s opinions are valuable. The level of risk they manage may differ, but participation is important.” 

Pom shares a similar sentiment: “I always tell my junior colleagues that one of our key themes is ownership. Whatever we do, we must view ourselves as the user and see that work as our own. This influences our mindset positively because it makes us think ahead for the client and consider innovation.” 

He adds: “If we build a mobile banking app and see someone using it on the train, it’s incredibly fulfilling because we feel this is our work. That’s ownership. Once that feeling happens, it carries forward—into every new project.” 

Just as Jae mentioned, Pom also encourages the team to think from the user’s perspective: 

“It’s about considering how we would use it if we were them. And if the app is internal for a client organization, we must help the team understand how important it is to the client’s employees. When we highlight the impact, ownership will follow naturally.” 

Flexibility: Time and Method Flexibility That Comes With Proper Balance 

Saying that both Pom and Jae are leaders who provide flexibility to their teams almost constantly would not be an exaggeration. Flexibility leads to better working methods, timing, and performance—but it must be balanced with discipline to avoid compromising accountability. 

Regarding working methods, Pom explains that he never limits which tools people can use, but there must be standards and templates to ensure consistency: 

“Everything can be adjusted. If you find a tool that doesn’t serve you well, you can return to what we’ve prepared. But at minimum, understand why the template exists—it’s there so developers can continue working, so clients can sign off requirements, and so testers can write test cases. Once the foundation is clear, the team can build variations. That’s flexibility.” 

Working hours are also flexible due to trust in the team’s ownership. 

“Fixing working hours doesn’t win employees’ hearts. Our work sometimes requires late-night deployments—especially for banking apps with 24/7 users. When deployments must happen at night, we must manage it so that users can use the app smoothly in the morning.” 

“Therefore, it’s impossible to monitor everyone’s entry time. Flexibility is essential—but it must not be chaotic.” 

Jae emphasizes that flexibility must coexist with responsibility: 

“We work as a team. You can manage your time, but when it’s time to integrate, you must deliver according to commitment. During critical times like testing phases, the team should be together so adjustments can be made quickly.” 

She also notes that tool selection must consider both ideal technology and client constraints—budget, familiarity, and long-term maintainability. 

Flexibility also requires the right environment. Jae highlights the importance of face-to-face communication: “Meeting in person helps us read body language and ensures everyone truly understands one another.” 

Legacy: What You Can Proudly Pass On to the Next Generation 

For Jae, legacy begins with building responsibility within the team, which becomes the foundation for trust and flexibility. 

It also includes grooming future leaders through on-the-job coaching—supporting and advising rather than directing every step. Seniors help coach juniors so each person can develop their own management style. 

During periods of heavy workload, leadership presence matters: 

“When staying late, leaders must stay late together—maybe buying snacks or stepping in to talk to clients so juniors can focus. This shows care and responsibility, ensuring no one feels isolated.” 

For Pom, legacy is about passing on working methods and principles, covering standards, documentation discipline, and client service. 

“We always look for successors. When new juniors join, we spend time helping them understand our standards and the stories behind past successes. Each project has a story that explains how our methods led to results.” 

“We pass on working methods we agree upon—how we manage documents, how we take care of clients. Everything has a reason behind it. We don’t pass on only the technical aspects; we must also pass on how to earn client trust.” 

Pom also believes that giving opportunities—even after mistakes—and caring for mental well-being is part of leadership legacy. When leaders model empathy, the next generation continues to that mindset. 

Ultimately, for both Pom and Jae, Trust, Ownership, and Flexibility together form the foundation for building a lasting legacy—one that leads to quality work, long-term success, and smoother collaboration across generations. 

If you’re a professional in the Business Analyst or System Analyst track who enjoys challenging, non-routine work and is ready to learn and build upon experience, we’d like to invite you to join the Bluebik team. You can view open positions and apply at https://bluebik.com/th/job/ 

The post Unlocking the Formula for Building a Legacy in Business as a BA/SA – The Bluebik Vulcan Way appeared first on Bluebik.

Rattapol directly oversees both the Business Analyst (BA) and System Analyst (SA) teams, and he has led multiple mobile banking projects for several leading banks in Thailand. These are undoubtedly major projects that many IT professionals would want to tackle at least once in their career, because it means you’re creating something used by millions of people, and what you build becomes an essential part of millions of lives. 

We invited Rattapol to share his experiences and the challenges of managing mobile banking projects, along with how he leads teams to build a real legacy in the financial industry. Let’s dive into all of these perspectives in this article. 

Mobile Banking: A Significant Opportunity for IT Professionals 

Rattapol shared how he started working on one particularly tough mobile banking project. At the time, he and his team had never handled this kind of work before. But everyone committed to learning more and sharpening their coding skills until they successfully delivered the project. It became a portfolio piece that everyone remains proud of to this day. 

“Back then, we were assigned to build a mobile banking app for a bank with a very tight timeline. Our team wasn’t particularly fluent in mobile banking development yet, but we pushed ourselves to learn what we needed and delivered successfully. Ten years later, when more mobile banking projects came in, we were much more ready because it was still the same team, and everyone kept learning and developing themselves.”  

“Actually, not many IT professionals get the chance to work on mobile banking in their lifetime. So, when the opportunity came, we wanted to take it at least once,” he said, describing why he accepted that first project ten years ago. 

“Everything in mobile banking comes with clearly defined timelines. When the Bank of Thailand announces new regulations, every bank needs to respond as quickly as possible. That’s what makes it exciting, the collaboration between our team and the bank’s team, with over a hundred people involved. Everyone gives it their absolute all.” 

And when those opportunities come, the most important thing to build is trust with clients, so you earn the chance to work together again. 

“What I always tell the team is that our core values are professionalism and ownership. Being professional means, we work proactively and keep learning all the time. Ownership means whatever we do; we treat it as our own work. That mindset improves how we approach the job because it makes us think ahead for clients and look for ways to extend innovation.” 

“If we get to build a mobile banking app and then see people using what we created, we feel incredibly fulfilled, because it feels like this is our work. That’s ownership. And once you feel it, it stays with you. When the next project comes, you give it everything again, because you feel like you own the work.” 

Before each project begins, Rattapol also makes sure the team understands the bigger picture. 

“I always show the team the impact of the work before we start, so everyone is aligned on the same goal. Our work is like an orchestra. Everyone may play different instruments or improvise along the way, but we perform under one shared theme and one shared goal.” 

The Many Challenges Behind Mobile Banking 

With millions of users and a highly complex financial ecosystem behind every screen, mobile banking naturally comes with significant challenges. 

“The first challenge in mobile banking is the ‘system.’ It needs to be easy to use because there are millions of users. Next is ‘security.’ The app must provide the highest level of security while still being easy to use. The third is ‘performance,’ meaning when you tap something, it needs to respond immediately. When we can deliver on these three, it means we’ve earned the client’s trust.” 

“And another challenge is ‘time.’ We need to deliver within tight timeframes. Once the app is released to the public, every feature has to work properly. Many times, there are critical constraints, such as the programming language the client used previously.  

There was one time when the vendor no longer supported that language, which meant there would be no security patches to address potential security issues in the future. So, we had to rewrite the code using a different language that the vendor still supported, in order to launch the new app in time to meet the Bank of Thailand’s deadline. If we didn’t make it in time, we wouldn’t comply with the Bank of Thailand’s policy and would have to take the app down, making it unavailable for service. This would definitely impact a large number of people.” 

Super App: The Trend of the Era That’s Sometimes Like an ‘Iceberg’ 

Rattapol shared how the market is shifting from multiple separate apps toward Super Apps, where various services coexist in one place. 

In the past, you might have seen one organization with multiple apps offering different services. But Rattapol explained that the current trend is combining everything so users can access a range of services in a single app. That’s the mission of mobile banking today, and the Bluebik Vulcan team has experienced building Super Apps as well. 

“There was one project where we had to build a Super App by combining two apps into one. One was for mutual funds, and the other was for provident funds. Previously, if users wanted to understand their investment allocation, they had to download two apps, log in to each one, and add things up themselves using a calculator. It was complicated. We redesigned the experience so they could access everything in one app, with the investment portfolio consolidated. It solved a real pain point for users who have multiple financial products.” 

The challenge was integrating the two login security systems and making them as seamless as possible. 

“First, we had to figure out how to combine the security systems for logging in from two places into one and make it as seamless as possible. We had to create that innovation, because we were merging the frontend experience while the backend still relied on the original components. So, it was kind of like spaghetti, but we got through it.” 

And before anything can be built, the team also needs to carefully study the legacy system that was originally built by another team. 

“To consolidate the Super App, we had to study the existing business logic of each app first. Sometimes the software house that built it before didn’t leave documentation, so we had to open the source code and figure it out ourselves. And the fun part is that sometimes the source code we received didn’t match what was running in production. We had to help them investigate everything all over again.” 

Rattapol explained that what users see is often just the tip of the iceberg. 

“Besides updating the app based on the client’s new UX/UI, we also had to understand the existing business logic. What the client sees might only be the tip of the iceberg. Underneath, there’s a lot more work. For example, one client’s mobile banking app had been used for nearly ten years and went through multiple versions, from the first users to today. They may not have had specs in the past, so our System Analysts had to read the code and analyze what needed to happen next based on how it was originally built. Then they turned it into a flow for the developers to implement. And when we delivered the work, we also completed full documentation so the client could understand what the entire iceberg actually consisted of.” 

And of course, the Bluebik Vulcan team works using Agile, which allows them to review point by point, step by step. When feedback and suggestions come in, they make immediate adjustments before moving forward. The key principle is to make the work as sustainable and easy to build on as possible. 

“The work we do for clients is to solve problems and make the app expandable. Based on the framework we build, if new modules are added later, they should be easy to add without disrupting the original structure. Adding small features should never mean rebuilding the entire app. We design for scalability. We design for the future. And yes, it’s harder than doing it cheaply and finishing fast, but what we do is painful, but complete.” 

Deployment Day: A Moment of Unity 

Mobile banking is an app that’s used almost around the clock, which means the team needs to stay prepared at all times to deliver a smooth rollout. That’s why deployment day feels like a moment of unity for everyone on the project. 

“One thing I’m proud of is our team’s closeness. Even though deployment could be handled by just the developers, our entire team stays together. We prepare a deployment plan with the client: shutting down the system at a certain hour, backing up data, installing components, and running scripts. We might bring the system back up around midnight, and that’s when the client starts testing. If it passes, we move to the next step. If not, we roll back and fix it.” 

Rattapol also shared the fun and challenges of unexpected errors. Like one time when deployment finished at 3 AM and he was driving home. As he was getting close to home, someone from the data center called to report an urgent case caused by an internal system issue. He had to drive back to fix it fully. In one sense, this is truly hard work. But for Rattapol, flexible working methods and time matter. He and the team can manage their own schedules. So, driving back to resolve it properly was simply what he knew he had to do. 

He emphasized why flexibility is essential. 

“Rigid working hours don’t win people’s hearts. In our line of work, night deployments will always happen. When you’re building banking apps used 24/7, you have to deploy at night, so users have a seamless morning.” 

In the case he mentioned, he had to fix the issue before 8 AM because it affected the corporate payroll system. 

“If I didn’t pick up the phone or make it back in time, many people wouldn’t have gotten paid that morning. I was lucky I was still driving when they called.” 

Moments like this remind him that mobile banking is more than coding. It’s real impact on real lives, full of pressure but also full of unmatched opportunities to grow. 

BA/SA: The Next Generation 

From his experience working on mobile banking and many other fun and challenging projects, Rattapol wants to pass opportunities to the next generation. 

“We are always looking for successors. When we see someone with potential, we coach them fully. We observe not to criticize but to see whether they’re ready for the next step. Promotion is a meaningful opportunity.” 

Coaching for Rattapol, goes beyond work. 

“Also, the coaching I’m talking about involves conversations, not just about work. Sometimes we talk about mental health too, whether they’re okay and whether they can handle it. We need to look after them. I believe that if we can care for them like they’re part of the family, they can give their all to their work because they have nothing to worry about. When they perform well, we’re ready to support their promotion. When the team has warmth and trust, ready to fight together, all of this makes them want to give their all in the years ahead.”  

As shared in his previous article ‘Unlocking the Formula for Building a Legacy in Business as a BA/SA – The Bluebik Vulcan Way’, Rattapol believes in passing down not only skills but also ways of thinking. This includes work standards, data and documentation practices, client care, and leadership mindsets. When leaders create opportunities and support their teams’ mental wellbeing, the next generation can grow into strong leaders who create meaningful impact in banking and across many other industries waiting ahead. 

If you’re looking for work that creates real impact and builds a lasting legacy just like Pom, we invite you to join the Bluebik team. Explore open positions at: https://bluebik.com/th/job/ 

The post Breaking Through Challenges in Mobile Banking Projects That Impact Millions appeared first on Bluebik.

The presence of QA in a project ensures the delivered work is rated 100%, building client trust. In this article, we had the opportunity to sit down with two seasoned QA experts from Bluebik Digital: Boss and Jean, Senior Customer Experience Assurance. Bluebik Digital is the latest business unit under Bluebik Group, dedicated to elevating the quality of digital transformation services, including system development, applications, and solutions. Although Boss and Jean have different roles, both have broad QA experience in many industries. 

What makes a good QA professional? What mindset and attention to detail are needed? How do Manual and Automated testing differ? And what does the future hold for QA in the digital age? Let’s explore the experiences and insights of Boss and Jean. 

QA in Every Project: An Indispensable Role in IT Projects 

“Being a QA isn’t just about finding bugs. We’re responsible for ensuring the system’s quality from start to finish, delivering exactly what the client needs. It must be functioning, stable, and scalable for the long term,” explains Boss, outlining the core responsibilities of a QA. 

“QA doesn’t come into the project once the developers are done coding. From day one, we are involved in understanding the client’s requirements and business flow. Then we plan the testing phases, design Test Cases, Test Scenarios, and Test Data. Once designed, the testing begins, followed by communication with the team to address risks and ensure the system’s quality,” he continues. 

“Simply put, we act as the final checkpoint before the system is released to end users,” Boss adds. 

QA is a crucial role that ensures all potential issues are identified and resolved from the start to finish of a project. The testing process includes four phases: 

1. SIT (System Integration Test): This phase checks how the front end and back end work together, as well as how the system interacts with other internal and external systems. 

2. UAT (User Acceptance Test): This step lets clients or users confirm that the system meets their original requirements. 

3. Performance Test: This phase checks how well the system performs, such as ensuring logins occur within 2 seconds and that the system can handle heavy traffic. 

4. PVT (Production Verification Test): The final test in a live environment to ensure the system works as expected after deployment. 

While every project goes through these four stages, Boss appreciates the variety of industries Bluebik works with. “It’s about learning new things all the time. Bluebik takes on a wide range of projects, so we don’t focus on just one product. Recently, I’ve worked on electric vehicle charging technology. This project is different because we usually test apps or websites, but here, we also have to test the charging stations themselves. It’s exciting work.” 

Manual vs Automated Testing: What’s the Difference, and How Do They Work Together? 

QA uses two main testing methods: Manual Testing and Automated Testing. Boss mostly does Manual Testing, checking each step by hand against the test cases. Still, every project also uses Automated Testing. Jean, who specializes in Automated Testing, explains the differences: 

“In Automated Testing, we start by creating project plans and designing Test Cases, just like Manual Testing. However, the key difference is that we develop a program to test the system, rather than using human eyes. After testing, our program generates reports that are shared with the client. At the same time, Manual Testing also collects results to share with the client. Once testing is complete, we demonstrate the system to the client, walk through different scenarios, and then provide user training,” explains Jean. 

In short, Automated Testing means writing a program to test different parts of the project. This approach requires coding skills, which are important for anyone working in Automated Testing. Jean adds: 

“The benefit of Manual Testing is that it allows us to easily adjust the Test or Scenario whenever there’s a change in requirements. On the other hand, for Automated Testing, changing requirements means we need to redesign the entire testing program. However, once the program is written, it can be used indefinitely. If there’s a change that affects the system, automation makes testing easier since we can simply rerun the automated tests.” 

For Jean, the fun of being an Automated Tester began with curiosity during her studies. “Back then, professors typically pushed students towards Developer roles, but when I learned about QA, I was intrigued. When I tried it during an internship, I discovered automated testing, which made things much easier and allowed me to use my coding skills. That’s when I decided to pursue this path.” 

The Bluebik Approach to Quality Assurance 

Jean defines quality assurance as “quality that is accurate, satisfying, and appropriate. ‘Accurate’ means meeting the client’s original requirements. ‘Satisfying’ refers to the client’s impression of the final product, and ‘appropriate’ means aligning the product with the price they paid.” 

Boss shares a similar view, stating, “To me, quality is defined by three key elements: accuracy, experience, and trust. Accuracy means the work meets the client’s requirements and business flow. ‘Experience’ refers to how easy, fast, and smooth the system is to use. Finally, ‘trust’ means the system must be secure and reliable, and capable of scaling as needed.” 

At Bluebik, we focus on clear, measurable standards. We use a Definition of Done to set criteria for functional, non-functional, and acceptance requirements. We also use a Traceability Matrix to track quality metrics such as defect severity, test coverage, and test reports. This information helps stakeholders decide if the system is ready for release or if there are issues that could affect the client’s business. 

As Boss further explains, “Our approach involves designing testing methods that are tailored to each project’s unique factors, including technology, risks, people, and client expectations. The challenge is rewarding, as we constantly learn new things and see our work having a significant impact on a national level.” 

QA’s Eyes and Experiences: The Critical Attention of a QA Professional 

When asked what qualities a good QA should possess, Boss emphasizes, “You must have a curious eye and constantly ask questions. We can’t just assume a system works perfectly until it’s been proven. We need to adopt the end-user’s perspective and also understand the client’s business to design precise testing. Additionally, technical insight is essential for communicating with the team when problems arise and for devising solutions together. These three perspectives are crucial.” 

Jean also stresses the importance of meticulousness. “The most important quality is attention to detail and adaptability in testing. Some tasks can be automated, which saves time, but it’s essential to adapt and find creative solutions. For instance, we can automate a process that’s repetitive or convert a Manual test into a script for Automation.” 

Another crucial aspect of QA that Jeanhighlights is the ability to catch small details. “Sometimes the design team may specify that text should be bold, but the system doesn’t display it as such. While Automation may miss this, QA must catch it. It’s about seeing those small details that can make a big difference.” 

Addressing Errors: The QA Mindset 

So, how do QA professionals handle errors? Boss explains, “We need to communicate with the team and align on how a mistake might impact the client’s business. We don’t blame anyone, but we need a plan to fix the issue within a specific time frame. A unified mindset and team ownership are key to effective work.” 

Jean adds, “Soft skills are essential in QA because what we think might be correct may not always be the case. Communication with all teams is vital, and we need to approach situations with flexibility and adaptability.” 

The Future of QA: AI Will Enhance, Not Replace 

In an era where AI is increasingly integrated into the workplace, the role of AI in QA becomes an essential discussion. Jean believes that AI still needs to improve its “understanding.” “Understanding is crucial. Even humans need to comprehend things deeply. Training AI models to meet our needs takes time and expertise. But we can use AI for repetitive tasks, such as validating input fields with predictable patterns. This saves time in some areas.” 

Boss adds, “Currently, AI can’t match human judgment, particularly in terms of ‘feeling’. For example, AI might not recognize that a two-second load time feels slow to users. Also, certain errors might not arise from business logic but from user experience, like text size being too small for seniors. These require a human eye for detection.” 

Both agree that AI will never replace QA. As Boss puts it, “QA relies on human experience and judgment. AI will assist, but it can never replace the role of a skilled QA professional.” 

This article highlights how important QA is for quality and shows the need for adaptability, technical skills, and human judgment in today’s fast-changing tech world. If you’re a tech-savvy professional who values quality, Bluebik Digital is a place to grow your skills and work on projects that make a real impact. 

The post Two Paths, Two Styles: Meet the Expert QA Professionals at Bluebik Digital Who Ensure Quality with Manual and Automated Testing appeared first on Bluebik.

Tide, a Senior Data Scientist on Bluebik’s Advanced Insights team, is known for delivering high-impact, quality work. What makes him stand out is his focus on growth. Over his career, he has developed by seeking feedback, taking full ownership of problems, staying curious beyond technical tasks, and focusing on real business results instead of just technical wins. With his consulting experience, he highlights five key areas that show how much a Data Scientist can grow with the right challenges. 

His journey began with a genuine interest in using information to explain customer behavior and support decision-making. Along the way, he realized he did not want to limit himself to summary reports. He wanted to go deeper, exploring what questions data could answer, where it could drive prediction, and where it could unlock efficiency. That curiosity pushed him to connect the dots between data, technology, and business, creating real value for organizations. At Bluebik, he has worked across a wide range of industries, including banking, automotive, and energy. 

We asked Tide what makes his role unique. 

Data Scientist: From Data Analyst to Business Problem Solver 

“The role of a Data Scientist isn’t just about building models,” Tide explains.  

“It covers everything from understanding the business problem and asking the right questions, to exploring and assessing data quality, designing features, building the right logic, developing and evaluating models, and ultimately communicating insights in a way that the business team can actually act on.” 

“In the context of Bluebik as a leading Digital Enterprise Transformation consulting firm, the scope expands even broader. We’re not here to build models that look impressive on a screen. We’re here to help clients get clarity on the actual problem they’re trying to solve.” 

“A Data Scientist is not just one type of craftsman. We translate the homeowner’s needs into something that can actually be built and lived in. If I had to simplify it, it is like being both an architect and an engineer at the same time.” 

To explain further, an architect needs to know what kind of home the owner wants, how they plan to use it, the budget, and any limits. In data work, this means understanding the business problem, what stakeholders expect, and what success looks like. A structural engineer checks the site, making sure the foundation is solid, there are enough materials, and all systems connect properly. In data, this means checking data quality, designing features, choosing the right model, and setting up effective data governance. 

3 Levels of Data Utilization: Turning Data into Real Change 

“No matter what the data is, it only makes a difference if you turn it into something the organization can use to make decisions,” Tide says. He sees three main ways data can drive real change: 

1. Descriptive & Diagnostic: This means using data to help a company see what happened and why. For example, it could show where customer behavior changed, which groups are most at risk, or if a past campaign met its goals. 

2. Predictive: Using data to forecast what might happen next. This includes things like churn prediction, demand forecasting, and customer value scoring. These help organizations look back at what happened and plan for what’s ahead. 

3. Action Driven: This is the most important level. Data should lead to action. For example, it can help identify target groups, design custom campaigns, and determine how to retain customers and boost profits. 

“In consulting, our role is not just to highlight interesting insights. We must help clients answer what to do next and how to measure success. That is where data truly drives change.” Tide Added. 

4 Principles of High Performance: What It Takes to Be a Great Data Scientist 

To succeed as a Data Scientist at Bluebik, Tide highlights four key skills: 

1. Technical Foundation: Solid fundamentals across statistics, data preparation, machine learning, feature engineering, and model evaluation. Equally important is knowing the limitations of each approach: when to use a method, when not to, and why. 

2. Business Understanding: The ability to identify the real business problem, understand key success metrics, and deliver outputs that are usable in real-world contexts. 

3. Communication and Stakeholder Management: The ability to create alignment across different audiences, so everyone is working from the same picture. 

4. Execution Mindset: Getting ideas all the way to implementation. That means thinking through deployment, driving adoption, maintaining monitoring, and ensuring the solution is sustainable over time. 

5 Areas of Growth: From Data Scientist to Trusted Advisor 

When asked about the growth environment at Bluebik, Tide shared: 

“The organization supports not only resources and learning, but also the level of work and expectations. We work on diverse and highly challenging problems, which forces us to continuously rethink our approach. You cannot rely on the same method for every problem.” 

“More importantly, we are not limited to a small part of the process. We get to work end-to-end. This allows us to fully demonstrate our capabilities across technical, business, and consulting dimensions. What I appreciate most is the culture of giving people opportunities to take on bigger responsibilities as they grow.” 

In this environment, Tide highlights five main areas for growth: 

1. Business Understanding 

“This is probably where I have grown the most. My understanding of business has become significantly deeper. Earlier in my career, I was focused on finding answers in the data or on improving model performance to strong numbers. Coming to Bluebik, I learned what actually matters first: the business problem, the decision the organization is trying to make, and the outcome that would matter to the stakeholders. The shift that’s most obvious to me is that I no longer start by asking ‘what model should I use?’ I start by asking, ‘If we solve this problem, what is the impact?’ That reframe has made my entire way of thinking more professional.” 

2. Technical Depth and Problem Solving 

“Working across diverse problems, each with its own data limitations, has pushed me beyond just model building. I’ve had to develop the ability to design the right approach for the problem at hand, choosing methods that balance accuracy, interpretability, and real-world readiness. I don’t think about technical skills as isolated competencies anymore. I see them as a system: how do data, execution, evaluation, and business constraints connect to produce the best possible solution?” 

3. Communication and Stakeholder Management 

“Since joining Bluebik, I’ve had consistent practice explaining complex things clearly to very different audiences: senior executives, business teams, and technical teams. That also means managing expectations, building shared understanding among multiple stakeholders, and driving alignment and clear direction. The biggest shift I notice in myself is that I used to focus on getting the answer right. Now I focus equally on making sure the right people hear it in the right way.” 

4. Ownership and End-to-End Delivery 

“At Bluebik, I’ve come to understand that a Data Scientist who creates real impact has to see the full picture. That means owning the work from problem framing through to recommendations and real-world implementation. I’ve shifted from someone who focused on doing their part well, to someone who thinks about how the whole thing succeeds: what are the risks, what drives it forward, and how do we make sure it actually lands?” 

5. Consulting Mindset 

“One of the biggest shifts for me has been thinking in terms of client value. I’ve learned that the best answer isn’t always the most complex or technically advanced. It’s the one that fits the client’s context and actually produces results. That change in perspective is what has made me feel like I’m growing from being a Data Scientist into being a Trusted Advisor.” 

The 6 Checklists of Excellence: The Personal Standards That Define Great Work 

When asked what excellence means, Tide shared his personal checklist. 

1. The problem is clear: The problem must be well defined. I always ask what the goal is and how to measure success. Without clarity, even the best model might not be useful. 

2. Data is trustworthy: The data must be reliable. I check data quality every time, looking at completeness, consistency, and assumptions. For me, the work can’t be excellent if we’re not sure about the data quality. 

3. Method is appropriate: Picking the right method isn’t just about complexity or accuracy. It’s about what fits the purpose. Sometimes, a model that’s too complex and hard to explain isn’t the best choice. I focus on tools that truly solve the business need, not just the technical one. 

4. Output must be accurate and complete: Deliverables need to be both correct and thorough. It’s not just about showing numbers or insights alone. It means checking everything carefully, being open with clients about data limits, and making sure quality checks are done before sharing results. 

5. Insights lead to action: My work should always lead to action. I ask myself, after seeing these results, what can stakeholders actually do next? If the answer is just ‘read the report,’ there’s still room to improve. That question keeps my work honest. 

6. Reusability and Sustainability: Solutions must be sustainable. That means writing clean, standards-compliant code, avoiding brittle logic that is hard to adapt, and making sure the solution is reproducible and monitorable. The goal is always for the client’s team to be able to pick it up, maintain it, and build on it effectively, long after the engagement ends. 

If you want to grow as a Data Scientist like Tide, take a look at our job openings: 
https://bluebik.com/th/job/senior-data-scientist/ 

The post 6 Checklists for Excellence: Inside the Mind of a High-Impact Data Scientist at Bluebik appeared first on Bluebik.

Many organizations have huge amounts of data, often called Big Data, but it is usually scattered and unorganized. This is where a Data Engineer steps in. Their job is to turn raw, messy data into high-quality, usable information so other teams can use it to create real business value.

So what does a Data Engineer do day to day? How do you develop yourself to reach a level of excellence, and what does growth in this field look like? We sat down with Frank, one of Bluebik’s most accomplished Data Engineers, to hear it straight from him.

Data Engineer: The Person Who Makes Data Work at Its Best

“Our main responsibility is to design and build systems that collect data from various sources, process it, and store it in a format that other teams can easily work with,” Frank explains. He adds that the core goal of a Data Engineer is to deliver the highest-quality data possible, so that every team that receives it can put it to use efficiently and generate maximum business impact.

“If you compare it to building a house, a Data Engineer is like the person who designs the plumbing system,” Frank says. “We think of data as water that comes from many different sources. Our job is to figure out how to lay the pipes so we can draw water from all those sources in the most practical and cost-effective way. We also have to calculate how much water we actually need. And once it flows in, we run it through a filtration process to make sure it is clean and high-quality before delivering it to the people inside the house. If the water is clean enough, people can use it to cook or shower without any worry. The quality of what we deliver is everything, and that is the heart of what I do.”

As Frank describes, Data Engineers work with many types of data. Structured Data has a clear, organized format and can be pulled directly from large-scale Big Data systems. There are also Manual Files, such as CSV, Excel, or plain-text files. Then there is Semi-Structured Data, such as JSON or key-value formats. Frank is straightforward about what is most challenging to handle.

“The hardest data type for me to work with is Free Text, any open-input field where users can type whatever they want,” he says. “That data takes significant time to clean. You have to write complex programs to catch all the different patterns people use. Compared to Structured Data pulled directly from a system, which comes in a clean table format and is easier to handle. So when a new use case comes in, and I have to choose a data source, my first choice is always to connect directly to the source system. Using manual files, like someone filling out an Excel sheet and dropping it into a shared folder or Google Drive for the system to pick up, is always my last resort. I want data sources that are reliable and clearly structured whenever possible.”

To give a clearer picture of the day-to-day workflow, Frank breaks down the Data Engineer process into six key stages:

1. Requirement Gathering — Start by working closely with the Business team to define the goal: what data is needed, what format it should be in, how often it needs to be updated, and what it will ultimately be used for.
2. System Design — Design the overall system architecture, covering the Data Pipeline, ETL (Extract, Transform, Load) processes, and Data Model structure to meet those requirements.
3. Development and SIT — Build the actual system and run a System Integration Test to evaluate performance and optimize it until everything runs at its best.
4. UAT (User Acceptance Test) — Hand the system over to the end-user team for real-world testing, to confirm that the data output meets business requirements before going live.
5. Production Deployment — Once everything is validated and approved, deploy the system into the production environment, where it will operate in the real world.
6. Data Delivery — Deliver high-quality data to the next group of stakeholders, which typically falls into three main categories: Data Analysts, Data Scientists, and Business Teams who may have the skills to query the data themselves, so they can use it to support business decisions right away.

Data Engineer and Growth Environment at Bluebik

Frank’s journey into data engineering began during an internship on a Data and Report team at a company that did not clearly separate the roles of Data Engineer, Analyst, and Scientist. As a result, he tried a bit of everything, from building backend automation systems to creating dashboards and generating reports for executives. Through that experience, he discovered he enjoyed and excelled at backend systems work and realized this was what a Data Engineer does. From then on, he committed fully to this career path. After working in the field for a while, a senior colleague invited him to join Bluebik as a Data Engineer, opening up growth he had not expected.

“In my view, the most distinct thing about Bluebik is the project-based nature of the work and how varied it is,” Frank says. “That variety gives you a real chance to dive deep into how different organizations work and manage their data. For example, I have worked on projects for two different Retail clients. Even though they were in the same industry, inside their actual systems, the way each managed data and structured workflows was completely different. I think that makes this place unique and genuinely interesting. You are always learning something new.”

Frank also shares what he values most about working across multiple industries on a project basis.

“Switching between projects is the most exciting part of this job for me,” he says. “Every time you move to a new project, you face problems that are almost never the same, even if they seem similar on the surface. Because the tools and constraints at each client differ, you are always forced to come up with a different solution. That challenge of designing something new every time keeps this work fun and engaging.”

When asked about his most challenging project to date, Frank points to his work with a banking client. “That project had an incredibly steep learning curve, on top of extremely strict security requirements at every single stage, from development all the way through to deployment approval. The sensitivity of customer data and personally identifiable information (PII) meant there was zero room for error. But that pressure is also what pushed me to become a better engineer.”

“That project made me feel like I grew a lot,” Frank adds. “I was given the opportunity to manage the client relationship directly. I sat across from the client team, planned the work, managed timelines, and oversaw everything end-to-end on my own. The feedback I received was positive and made me realize I had grown to take full ownership of a project from start to finish.”

Frank also highlights another quality that sets Bluebik apart: the work environment. The culture is open, with no rigid seniority hierarchy. The team genuinely supports each other, and people have real space to perform at their best.

“Beyond having a great work atmosphere, what really helps you show up at your best at Bluebik is the culture of openness,” Frank says. “When you get a new assignment, your manager does not tell you to do steps one, two, three, and four. Instead, they ask you to think it through and come back with your own approach to get the best result. It is not about executing instructions. It is about pitching your idea, then working through the pros and cons with your senior, who helps you sharpen it. Combined with the autonomy to plan your own timeline and manage your work independently, I feel that environment pushes you to bring out the best in yourself.”

4 Checklists for Achieving Excellence as a Data Engineer

“As a Data Engineer, I see excellence as the ability to build a system that fulfills business requirements efficiently, using an approach that is simple and not overly complicated, while still delivering outstanding performance,” Frank says.

“What matters just as much is that the system should not be something only its creator understands. Even if I am no longer on that project, the person who takes over should understand the system I built without much difficulty and pick up where I left off. That, to me, is what excellence means.”

He adds that this perspective came from real experience. “I have seen systems so complex that only the person who built them could make sense of them. That is a pain point for everyone involved.”

Beyond that, Frank has four specific checklists he uses to measure whether a Data Engineer’s work has truly reached the level of excellence.

1. Scalability

“Besides being easy to understand and hand off, excellence means building a system that can scale up without friction. For example, if a new business use case comes in and we need to connect to a new data source, the framework we built should support a new pipeline immediately, without major rework or extra effort.”

2. Data Quality

“Another key factor is strong data quality. You can prove it by running quality checks and seeing high accuracy scores. The data needs to be correct, precise, and most importantly, trustworthy, so that whoever uses it downstream can do so with full confidence.”

3. Service Level Agreement

“Excellence also means managing delivery consistently within the Service Level Agreement (SLA) committed to with stakeholders. Maintaining timing and system stability standards is fundamental to building trust with teams that depend on your data.”

4. Business Impact

“Another core element of excellence is the business impact created through the data you deliver. The data must be something other teams can genuinely use to add value in a concrete, measurable way. I measure this by maintaining a feedback loop with end users to verify whether the data meets their needs and creates real results.”

5 Areas of Growth as a Data Engineer at Bluebik

When the topic shifts to growth, Frank is clear that since joining Bluebik, his development has been visible and real, driven by the challenges of the work, the range of industries he has experienced, and the growth environment Bluebik provides. Here are the five areas where he has grown most.

1. Technical Skill

“The first is definitely technical skill. Working across many projects means I constantly run into new problems and experiment with new tools. That has broadened my thinking about how to approach and solve problems. I take lessons from each project, both what worked and what did not, and apply them to make better decisions on the next one.”

2. People Management

“Working at Bluebik has expanded my ability to navigate people-related challenges. Dealing with diverse client teams has taught me to adapt my working style to fit different personalities and communication styles. My ability to manage people-related situations has improved dramatically compared to before.”

3. Communication and Presentation

“The third area is communication and presentation. Since moving into consulting, I have had to communicate more frequently and clearly than before. That means getting straight to the point and structuring my message so the audience can follow without getting lost. The real skill is translating complex technical concepts into language non-technical people can understand, without making them feel like you are speaking a foreign language.”

4. Teamwork

“I have become a much stronger team player. We support each other constantly, whether it’s about work or personal conversations, and we share perspectives. I have noticed that building genuine, close relationships with teammates noticeably improves collaboration quality.”

5. Self-Awareness

“One of the most meaningful areas of growth for me is self-awareness. Being honest about not knowing everything and being comfortable asking a senior colleague or manager to explain or teach you helps you learn from experts faster. I have also become more willing to ask for help when genuinely stuck. Before, I thought I needed to figure everything out on my own. Now I understand that asking for help when needed is smarter because someone else may have a perspective or approach that helps you move past the problem faster and keeps the project running smoothly.”

Frank adds one more reflection worth noting.

“Since moving into consulting, I have become more patient. When unexpected problems arise mid-project and the atmosphere gets tense, you have to think fast while staying composed and professional, so the work can keep moving forward. After the meeting, you regroup with your team and figure out how to handle similar issues if they arise again. That ability to stay calm under pressure has improved my overall work output.”

So You Want to Be a Data Engineer: Here Is How to Prepare

For anyone considering a career as a Data Engineer, Frank has some practical advice.

“If you studied computer science or a related field, you have a head start,” he says. “You come in with foundational knowledge that matters most, like database management, basic programming, and system design, all part of a standard CS curriculum. That said, you will still learn plenty on the job, regardless of your background. For people switching careers without that foundation, it is doable, but it will take more time to get up to speed. If you have that technical base, you can build on it quickly.”

When asked about the most important skills for a Data Engineer, Frank keeps it direct.

“Technical skill comes first. That means Python for programming, SQL for database work, and Spark for processing large-scale data. Those are non-negotiables. Alongside that, soft skills matter just as much, especially the ability to communicate and collaborate effectively to work smoothly with other teams.”

And on the topic of English, Frank closes with this:

“English opens doors that would otherwise stay closed, whether that is working on international projects or simply being able to access learning resources. In the tech space, the vast majority of courses, documentation, and communities operate in English. So if you invest in your language skills alongside your technical ones, you will go a lot further than you might expect.”

If you are interested in exploring Data Engineer opportunities at Bluebik, you can view the full job details and apply at https://bluebik.com/th/job/data-engineer/. We are looking for people who are serious about their craft, and we would love to have you on the team.

The post What Is a Data Engineer? 4 Excellence Checklists for Becoming a Top-Tier Data Engineer at Bluebik appeared first on Bluebik.

Stang graduated from the Faculty of Communication Arts at Chulalongkorn University’s international program. Around her third year, she was drawn to business problem-solving and joined her university’s Consulting Club. That was the turning point. Through the club, she got her first real exposure to consulting, and when a senior Bluebik consultant shared their experience, an internship opportunity followed. She joined Bluebik as an intern, converted to a full-time role after graduation, and, within 3.5 years, became a manager. 

Today, Stang is a Manager on Bluebik’s Management Consulting (MC) team. Her work covers a wide spectrum: helping organizations define long-term strategy over 5 to 10 years, improving operational efficiency, and solving technology challenges that enable sustainable digital transformation. That’s the broad picture. But the real depth of what the MC team does and what it takes to be excellent is a much richer story. Stang shares it all here, including the skills that drive excellence in consulting and the 5 areas where she’s seen the most growth in Bluebik’s unique environment. 

How MC Works: A Deep Dive into Bluebik’s Management Consulting Process 

“Every project has its own approach, but there’s a baseline that applies across all of them. The first thing we always do is identify the real problem, the actual Problem Statement. We need to understand what the client is truly trying to fix or build before we do anything else,” Stang explains. 

“From there, we form hypotheses to define what the solution needs to cover and what we need to validate. Once that structure is in place, the next step is an organizational Assessment, where we evaluate the client based on the areas we’ve mapped out. Depending on the project, that might mean assessing workforce readiness, reviewing existing strategies, or analyzing financial health. The goal is to clearly see the gaps, to understand what’s standing between the organization and where it wants to be, and figure out exactly where we need to step in.” 

Designing a strategy with the strategy team alone isn’t enough. You have to work alongside the operational teams who will put the strategy into practice. That’s why Bluebik’s MC team takes it further, stress-testing the strategy against real operational constraints and identifying missing pieces so the final Roadmap is one that the team can execute. 

Stang uses a building analogy to describe how the work comes together: 

“On day one, we collect the client’s requirements. We need to understand the concept they’re aiming for, whether modern or traditional, and their specific constraints like land shape, sun direction, or if there’s an existing structure to renovate or if they want to start from scratch.” 

“From all that, we figure out what the Blueprint should look like. How many floors? How many rooms? What is each space designed to do? The goal is to create something that answers the client’s vision while working within real-world constraints. That part is a lot like what an architect does.” 

“The other half is closer to engineering. In each project, we’re not just designing how things look. We must ensure the structure works, is safe, and functional. The electrical systems, plumbing, and load-bearing elements. In many projects, we go that deep.” 

“At the end of the day, our job is to clearly assess each client’s strengths and weaknesses, understand the readiness of their systems and people, and design a strategic plan that genuinely addresses their needs by considering their full context.” 

What Makes an Excellent Consultant at Bluebik: The Skills That Get You There 

In Stang’s view, there are three foundational skills every good business consultant needs to have: 

1. Structured Thinking 

“When clients come to us, they usually bring messy, complex problems. Some don’t yet have a clearly defined scope. It’s our job to break down that complexity and uncover the core of what they need. From there, we identify the Key Drivers, the factors with the most impact, and prioritize what matters most for solving that problem. This structured thinking is the baseline for anyone who wants to do this work well.” 

2. Critical Thinking 

“Critical thinking is something senior colleagues have always emphasized. It’s about framing the right questions, challenging your assumptions, and digging until you find the real answer. If you set the wrong problem statement on day one, everything that follows is built on a flawed foundation. If you never question your thinking, the output ends up surface-level, not specific or deep enough for the client or challenge.” 

3. Story Lining 

“As you grow in this field, your ability to structure and communicate a narrative becomes more important. It’s not just about presenting findings. It’s about choosing how to sequence the story, deciding which angle to tell it from, and building a line of reasoning that leads to real understanding and action. The heart is connecting all the work across the project into something coherent that the client can follow and act on.” 

“You also need to communicate differently depending on who’s in the room. Some clients want full details. Others need it pre-digested and ready to apply immediately. Knowing how to present in a way that’s convincing and on-point is a skill you keep sharpening.” 

Beyond the three core skills, moving into a Manager role brings another layer: people and project management. 

“As a Manager, you’re responsible for internal and external project management. Internally, that means assessing the team’s capacity and timeline, deciding who owns which workstream and how much time each should take, and actively developing junior team members’ skills so the project moves toward its goals.” 

“On the client side, you manage diverse stakeholders, and each organization has its own dynamic. Some clients want frequent touchpoints and close collaboration. Others prefer fewer, more comprehensive updates. As a Manager, you must allocate your team’s time and attention to meet client needs without creating friction for the team.” 

On what Excellence actually means in this field, Stang is clear: 

“Excellence in consulting isn’t about producing a polished deliverable. The real measure is whether the plan we put forward can actually be implemented, whether it creates real value for the client, and whether the outcomes are something you can tangibly measure.” 

“One important technique we use is consistently checking the Depth and Specificity of everything we put forward. Before anything goes out, I always ask the team: “Is this recommendation specific enough for this client?” 

“A simple test I use: if I could take this statement and apply it to a different client, it probably isn’t specific enough. If the advice works for everyone, it’s not actionable for anyone. So we always pressure-test the depth and clarity of our work against the client’s context.” 

Growth Environment at Bluebik: How the Culture Here Accelerates Your Development 

When asked how she made it to Manager in just 3.5 years, Stang’s answer is direct: “Bluebik already creates the conditions for people to grow fast.” 

“One reason it worked for me is that throughout those 3.5 years, I worked on a wide variety of projects. That exposure gave me the chance to challenge myself in different ways and prove to myself and others that gaps from not having a business background could be closed through the work itself.” 

“Some projects, I started from zero, but had to push through to a hundred. There was a Tech Transformation project with a company in Vietnam. I was embedded with a client as a PMO for about 6 months. Right now, I’m working on a project that delves deep into financial skills. These experiences push you to grow in real time, and the people who see that growth are your clients and leadership. I think that’s part of why the promotion came when it did.” 

Because Bluebik runs projects across so many industries, Stang has been in a constant learning mode, getting up close with the real constraints that different sectors operate within. 

“If you only imagine how things work without doing them, you’ll never see the full picture. Real experience gives you a foundation to build on. The Directors and Associate Directors here are open to letting you step into projects you want to grow through. There’s space to have conversations about where you want to go and what work you want to take on. That’s why I’ve never stopped developing.” 

When asked about the most challenging project she’s tackled, Stang walks through the scope of a current engagement: 

“Sometimes the scope is enormous. The project I’m working on right now is a full Organization Transformation across every dimension. It starts with Business Transformation, mapping the future direction of the business, which customer segments to focus on, and what product model to drive forward. That alone is already a complex challenge.” 

“Then there’s Process Transformation, looking at how both front-end and back-end operations need to evolve to support the new business direction efficiently.” 

“Alongside that is Tech Transformation, building out a technology roadmap that identifies which systems to adopt and where AI can reduce manual workload and improve overall performance.” 

“And finally, there’s the People dimension. Reorganizing the structure of the organization so it can actually deliver on everything that’s been planned, with the right Governance in place for the new direction.” 

“When the scope is this wide, you must ensure the entire team understands all four dimensions: Business, Process, Tech, and People from the start. That way, you can design the full set of recommendations within the timeline. It’s challenging because you’re assessing the organization across every layer and communicating with stakeholders at every level, from operations teams to the C-suite. But it’s one of the most rewarding projects to work on. Everyone on the team grows a lot through it.” 

5 Areas of Growth: From a Non-Business Background to MC Manager 

After years of challenges and diverse projects, here are the 5 areas where Stang sees the clearest, most meaningful growth in herself: 

1. Business Understanding 

“Consulting is a front-row seat to how businesses actually work. You get to work with people from every level, from executives setting strategy to the teams executing it day to day. Each person sees the business differently, and getting close enough to assess an organization from the inside out gives you a depth of understanding that’s hard to get any other way. You start to see how everything connects, end to end, from the front of the house to the back.” 

2. Systematic Thinking 

“Building a structured way of thinking has been core to developing in this field. Early on, every time I faced a new problem, the first step was to build the thinking framework: what structure makes sense, what to research, and how to synthesize findings clearly. As you grow, you shift from managing your own workstream to overseeing the entire project. That muscle sharpens with every project.” 

3. Problem Solving 

“Consulting is about solving problems, but it’s not just the business challenge. It’s all the real-time problems during execution. Time is limited. Resources are constrained. Different stakeholders have different conditions. Dependencies across workstreams can’t always be predicted. Things rarely go perfectly, so you must get good at improvising intelligently, keeping teams moving, and delivering the project on time.” 

4. Collaboration 

“You work with many people in this job. You’re managing relationships within Bluebik and across multiple client teams simultaneously. You must learn to work effectively with each person and communicate in a way that fits their context. That skill builds through experience and trial and error. Early in your career, you may have little exposure to senior executives and miss what they don’t say directly. Over time, you develop the ability to read between the lines and understand what someone needs, even when it’s not spelled out. That’s what makes you genuinely useful to a client.” 

5. Critical Thinking 

“This is where I’ve seen the most personal growth and am most aware of it. Some of us grew up without being taught to challenge our thinking. Consulting is essentially that, constantly questioning what you believe. My senior colleagues pushed me to ask harder questions about my ideas because accepting the first answer without digging deeper leads to shallow work. This job trained me to keep asking: ‘Is this really the right answer?’ and ‘If not, what else is possible?’ Comparing now to day one, that shift is the clearest thing I can point to.” 

Consulting Career Guide: A Few Words for Anyone Considering This Path (Especially If Your Degree Doesn’t Match) 

“A lot of people hesitate to step into business consulting because they think you need a business degree or a background in competitive case work. But honestly, that’s not the whole picture,” Stang says. And her own career is the proof. 

“I studied Communications. When I started my internship, I had to put in extra effort on hard skills, quantitative thinking, business logic, data analysis, and drawing insights. But I believe those are learnable skills. They develop through doing. You just have to push yourself harder in the beginning to get up to speed quickly.” 

“What I want to tell anyone considering this path is: you don’t need a business degree to be a great consultant. Everyone can learn and grow. Just make sure those three foundational skills are somewhere in your toolkit, and you’ll be ready to take the first step with confidence.” 

Stang’s story proves that not having the “right” degree is not a barrier to building a meaningful consulting career. It takes commitment to keep developing, openness to challenge yourself through real work, and an environment designed to help you grow. 

If you’re a consultant looking for work that genuinely challenges you and makes you better every day, we’d love for you to be part of our Management Consulting team. Apply now at bluebik.com/th/job or send your CV directly to jobs@bluebik.com. 

The post Management Consulting Career Path: How Stang Grew into a Manager at Bluebik in 3.5 Years Without a Business Degree  appeared first on Bluebik.