Pochara Arayakarnkul, Chief Executive Officer of Bluebik Group Public Company Limited (BBIK), said that when business competition depends on speed, data and adaptability, the organizations that continue to use conventional IT infrastructures are subject to severer constraints concerning costs, the complicated structures of conventional IT infrastructures (legacy infrastructure), security risks and the limitation of data application to create business value. Cloud migration provides organizations with the infrastructures that support their future growth. However, the fastest migration or “lift and shift” alone does not guarantee successful cloud migration. The process must begin with comprehensive assessment, the selection of appropriate migration methods and organized project management. Cloud migration should not be carried out across the board and one method of cloud migration does not fit all systems.

Pochara Arayakarnkul, Chief Executive Officer of Bluebik Group Public Company Limited (BBIK), said that when business competition depends on speed, data and adaptability, the organizations that continue to use conventional IT infrastructures are subject to severer constraints concerning costs, the complicated structures of conventional IT infrastructures (legacy infrastructure), security risks and the limitation of data application to create business value. Cloud migration provides organizations with the infrastructures that support their future growth. However, the fastest migration or “lift and shift” alone does not guarantee successful cloud migration. The process must begin with comprehensive assessment, the selection of appropriate migration methods and organized project management. Cloud migration should not be carried out across the board and one method of cloud migration does not fit all systems.

Phiradol Koopthavonrerk, cloud migration specialist at Orbit Digital Company Limited under Bluebik Group, said that what are frequently overlooked are the analysis of connection and dependency among systems and performance baseline determination before system migration. Unless organizations see how the workloads of systems are connected, how many resources they consume and what are their latency requirements, it is difficult for them to work out a suitable migration strategy.

“Without a clear framework, organizations may succeed in technical cloud migration but the migration may not benefit their business. So, cloud migration must cover system assessment, strategy formulation, execution, follow-ups and the management of parties concerned to make the cloud be not only a new form of IT infrastructure but also the foundations for growth,” Miss Phiradol said.

Bluebik shares its 5-step framework for cloud migration. With the framework, organizations can develop systematic cloud migration plans which cover understanding about old systems, the selection of suitable migration strategies, operations with risk management, follow-ups and post-migration optimization. With the framework, cloud migration will create real and long-term business value. The framework consists of 5 important steps – the comprehensive assessment of old systems before migration, the selection of suitable migration methods, execution with plans and quality control, follow-ups and post-migration optimization and the alignment of project management and parties concerned.

1) Comprehensive assessment of old systems before migration

The first step of cloud migration is to thoroughly assess the existing systems of organizations. The assessment covers infrastructures, applications, databases, system integration and the actual resource utilization. The assessment will show the systems that are vital to business, the systems that have technical limitations, the systems that pose risks and the levels of cloud migration compatibility of systems.

Good system assessment should involve IT infrastructure inventories, application assessment, database assessment, dependency mapping, security and compliance assessment and performance baselines. Data collected from the assessment provide a basis for the design of desired architecture, the determination of resource sizes on the cloud and the formulation of migration plans that suit actual use.

2) Selection of suitable migration methods

After understanding all systems, organizations must select suitable migration methods. They should not choose a single method for the migration of all systems because different systems have different business significance, technical complication and levels of migration readiness. Migration strategies are as follows. 

• Retain – Some systems will remain in their conventional environment if their migration is unnecessary or is not worth investment, their existence in the cloud is planned to be short-lived or there is any security or legal limitation.
• Retire – Unused systems are shut down.
• Rehost – Existing systems are migrated to the cloud immediately without a code change. This can be done quickly and suits mass migration.
• Relocate – This refers to virtual machine (VM) migration from old environments to new ones with few changes.
• Repurchase – Software-as-a-service (SaaS) solutions are adopted.
• Replatform – Systems are migrated to the cloud and some components are adjusted to enhance efficiency.
• Refactor – System refactoring is carried out for the maximum use of cloud-native architecture.

Bluebik takes the view that replatform and refactor highly benefit business value especially for the organizations that need to accelerate system development to support future growth and use cloud-native services effectively.

3) Execution with plans and quality control

Execution is the migration of systems to the cloud. It covers infrastructure configuration, the preparation of new environments, the migration of system workloads, the relocation of databases, the code changes and pipeline adjustments that are necessary, system tests and cutovers in difference environments. This concerns system integration tests (SIT), user acceptance tests (UAT) and production, for example.

For the systems that are complex and considerably connected, wave-based migration allows organizations to migrate systems in stages, reduce risks and handle impacts on business more effectively than all-in migration.

Moreover, organizations should have clear plans to cope with the problems that may occur during migration, especially problems with the systems that are crucial to business operations or must be operational around the clock.

4) Follow-ups and post-migration optimization

Cloud migration is not complete on the day when systems are successfully migrated to the cloud. Organizations must keep following up the functions of systems and finetuning them to guarantee that new systems can operate as planned when it comes to efficiency, stability, security and costs.

After cloud migration, organizations should set their systems to support key areas including security, data backups, system supervision and cost optimization. Organizations should also follow up important indicators and cloud costs in order to find opportunities to have the resources that suit actual use, cut unnecessary use and maintain cloud contributions to business value after systems go live.

5) Alignment of project management and parties concerned

Cloud migration is the kind of transformation that concerns many parties including executives, business units, IT teams and users. Therefore, a cloud migration project and the parties concerned must be managed systematically so that everyone shares a common goal from the start.

For highly complicated migration projects, experts in strategies, technologies and the management of large-scale projects (strategic PMO) can reduce risks and increase the probability of success. If cloud migration is in experts’ capable hands, it will mean not only the migration of systems to the cloud but also the greater degrees of competitiveness, growth and flexibility of the organizations that carry out cloud migration.

“As technology controls the speed of business, organizations should not postpone their cloud migration projects until their existing systems cease to function. This is the strategic decision that should be translated into action right away. As some organizations remain too reluctant to migrate their systems to the cloud, their competitors may be applying the cloud to create new services, reduce the limitations of their existing systems and further develop their AI or data analytics for their competitive edge,” Mr. Pochara concluded.

Therefore, cloud migration means to move not only systems but also organizations to new levels of competitiveness. The organizations that start their cloud migration correctly can reduce risks, control costs and make the cloud a vital tool for sustainable business value.

For more information about Bluebik, please visit www.bluebik.com. Bluebik also provides updates via its “Bluebik Group” account on Facebook and LinkedIn.

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The first quarter performance contracted from operating results in the fourth quarter of last year due to seasonal effect. In the period, clients were shifting to their new fiscal year and initiating new projects. It was also a period of planning to bid for large-scale projects. Bluebik remains confident that its business will expand by 20% this year as expected. The outlook is based on the high revenue backlog of the group at 1,136 million baht as of March 31, 2026 (including the revenue backlog of joint ventures). Of the revenue backlog, 875 million baht will be recognized this year, comprising 542 million baht of the parent company and subsidiaries and 333 million baht of joint ventures. The remainder will be recognized gradually from 2027 to 2030.

Pochara Arayakarnkul, Chief Executive Officer of Bluebik Group Public Company Limited (BBIK), said the performance in the first quarter happened as planned, especially the year-on-year growth rate. For the rest of the year, the vulnerabilities and fluctuations of the world economy prompt business organizations to invest especially in efficiency enhancement for future growth and apply new technologies to cut costs. Therefore, investment in digital transformation is one of essential strategies in the business sector.

“The creation of robust digital ecosystems and digital investment optimization will be the prime goals of modern organizations. To achieve the goals, businesses need the smooth operations of internal and external systems and the seamless, safe and flexible application of technologies and innovations. This strategic complexity is beneficial to Bluebik which is the only Thai company that has comprehensive business models covering business consulting and strategic implementation. Bluebik has enough personnel to handle the large-scale projects which require specific expertise such as AI transformation, application and system modernization, cloud migration, digital architectural design, data infrastructure creation and supper app development,” Mr. Pochara said.

Other main factors behind the growth of Bluebik this year are its more flexible management and the establishment of Bluebik Digital Company Limited which focuses on efficiency enhancement through centralization, greater research and development capabilities and the standardization of innovations. These guarantee the punctual delivery of the services that create business value for client organizations.

Bluebik has more than 1,000 tech talents, most of whom are at Bluebik Digital. Bluebik plans to expand its workforce by 10% this year to end its personnel constraint which happened last year. Also, Bluebik is increasing the efficiency of its personnel through upskill and reskill programs, aiming to raise its staff utilization rate from 60% to 70% within this year to handle large-scale and highly complex projects and meet local and international demand.

“The company has appointed its Chief Partner Officer. Consequently, collaboration with business partners will intensify this year. Bluebik will be a strategic tech enabler, capable of continuously developing new products and solutions. Its recurring income will rise, its client base will expand and the group will be able to grow further through mergers, acquisitions and joint ventures which will strengthen its revenue sources and raise its business value in a sustainable manner,” Mr. Pochara concluded.

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Bluebik Group Public Company Limited (BBIK), a leading consultancy in digital enterprise transformation, led by its Chief Marketing Officer Pimwisa Thiensri proves to be an AI-driven organization as it is a finalist for the second consecutive year in LinkedIn Talent Awards 2025 in the AI Pioneer: Best Talent Acquisition Team category for companies with a workforce of no more than 1,000 employees. This proves Bluebik’s excellence in integrating AI with personnel strategies for sustainable competitive advantage.

The presentation of LinkedIn Talent Awards is based on in-depth information about the use of the LinkedIn platform. Criteria are the efficiency and effectiveness of organizations in managing top talents. This covers access to applicants, proactive communications of policies and cultures of organizations, the increase in responses from applicants in markets with fierce competition and the quality of engagement with applicants. The AI Pioneer category focuses on the organizations that apply AI to increase the speed, precision and effectiveness of their recruitment processes.

Being chosen as a finalist for LinkedIn Talent Awards 2025 reflects the business philosophy of Bluebik which applies AI systematically within and outside its organization to ensure growth in the Future of Work era and be an organization that is driven sustainably by data and innovation.

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Pochara Arayakarnkul, Chief Executive Officer of Bluebik Group Public Company Limited (BBIK), said the 2026 annual general meeting of shareholders on April 21, 2016, acknowledged the performance of the group over the past year. The group generated 1,545 million baht in total revenue and 347 million baht in net profit. The AGM also approved all agenda items including the separate financial statements and consolidated financial statements of the parent company and subsidiaries as well as the dividend payment for 2025 and the reappointment of directors whose terms were fulfilled.

Bluebik will pay the cash dividend of 0.48 baht per share. Based on all 200,015,474 shares, the payment will be no more than 96,007,427 baht which accounts for 50.90% of net profit in separate financial statements after legal reserves in accordance with the dividend payment policy of Bluebik. The ex-dividend (XD) date was set for April 29, 2026, a day before the record date. The dividend will be paid on May 20, 2026.

Regarding the appointment of directors, the meeting endorsed the reappointment to the board of directors of Vasit Kanjanahuttakit and Pongsuk Hiranprueck whose terms were fulfilled. Also, the meeting elected Phiphat Prapapanpong as a new director to succeed Dr. Santitarn Sathirathai who resigned on March 30 for other missions.

As for its growth this year, Bluebik expects its business to grow by 20%. It is increasing its workforce to handle large-scale projects and expand services to meet all demand for digital transformation from both existing and new clients. This is to follow the changing roles of technology, from being tools into becoming the core of business operations. Bluebik is also enhancing its organization to develop digital ecosystems. To achieve the goal, Bluebik must seamlessly integrate its data, technologies, personnel and cross-departmental collaboration.

Bluebik always prioritizes sustainable growth simultaneously with the application of technologies and innovations to successfully expand its business, deal with new circumstances and deliver value to all groups of stakeholders.

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The criteria that the FTSE applies to select securities for FTSE SET calculation are strict and cover both liquidity and free float requirements. For the liquidity, a selected company must show the turnover of at least 0.05% of its shares in issue based on median daily trade per month in 10 of the 12 months prior to each round of review. For the free float, it must make more than 15% of total outstanding shares available for public trading. Completely meeting the criteria, Bluebik definitely proves its potential and stability in the capital market.

Pochara Arayakarnkul, Chief Executive Officer of Bluebik Group Public Company Limited, said that the selection of Bluebik in accordance with the FTSE criteria reflects that its shares have high liquidity and widely attract investors. After transferring its listing from the Market for Alternative Investment (mai) to the Stock Exchange of Thailand (SET), Bluebik was able to meet international standards quickly, within only seven months. This enhances competitiveness and creates opportunities to expand its institutional investor base domestically and internationally.

Regarding its operations in 2026, Bluebik adheres to its goal of sustainable growth. It expects to increase its operating results by 20% with strategies for efficient operations and comprehensive service expansion. In the latest development, Bluebik has opened a new subsidiary, Bluebik Digital, to handle large-scale projects worth 100 million baht to 1,000 million baht or more each. Today Bluebik Group operates in four countries – Thailand, the United Kingdom, India and Vietnam. It has over 1,000 tech talents, including more than 500 ones at Bluebik Digital. Bluebik plans to increase its workforce by 10% this year to boost growth potential and become a leading strategic tech enabler at the regional level. Bluebik also intends to raise its recurring income to offer stable returns to all groups of stakeholders and shareholders.

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Bluebik Group Public Company Limited (BBIK), a leading consultancy on digital enterprise transformation, represented by its Chief Marketing Officer Pimwisa Thiensri received The Most Transformational Award from the Future Trends Awards 2026 presentation. The award belongs to the organizations that excel in driving strategic transformation, applying technologies to significantly support the transformation of businesses and industries and producing positive effects on the long-term growth, efficiency and competitiveness of organizations.

The award reflects the capabilities of Bluebik to integrate technologies into business strategies comprehensively. The integration covers the formulation of strategies, the design of solutions and implementation. Thus, it delivers measurable business outcomes and establishes a new standard for organizational transformation which is based on sustainability and corporate governance. Bluebik is one of the 10 organizations that won The Most Transformational Award which is a part of the Future Trends Awards 2026 presented to more than 200 organizations.

For more information, please contact Bluebik Group PLC. via:

Pimwisa at tel. 083 565 6364 or pimwisa@bluebik.com

Chayarom at tel. 086 348 4656 or chayarom@bluebik.com

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Also, Bluebik opened a new subsidiary, Bluebik Digital Company Limited, which resulted from the merger of Bluebik Vulcan Company Limited and the Digital Excellence & Delivery (DX) unit of Bluebik. The formation of the new company is aimed at elevating DX services (the development of digital systems, applications and solutions) to carry out large-scale and highly complex projects. This is to meet increasing demand for digital transformation and technology adoption from organizations in Thailand and other countries.

In the fourth quarter of 2025, the business of Bluebik grew strongly. The parent company made 127 million baht in net profit, soaring by as much as 80% from the net profit of 68 million baht in the previous quarter. The group’s total revenue rose by 19% QoQ to 451 million baht. This reflects the adaptability and resilient business models of Bluebik. These factors enabled the group to efficiently cope with economic uncertainties throughout 2025. Consequently, the gross profit margin of Bluebik increased from 48% in 2024 to 50% in 2025. Its revenue backlog (including the backlogs of its subsidiaries and joint ventures) amounted to 952 million baht at the end of December 2025. Of the backlog, 777 million baht will be recognized within this year and the rest will be done gradually from 2027 to 2030.

Pochara Arayakarnkul, Chief Executive Officer of Bluebik Group Public Company Limited (BBIK), said the strong business growth reflects that clients entrust Bluebik to continuously implement their important strategic projects. In the modern business era, however, technology becomes the most important competitiveness indicator and business organizations have more complex requirements and demand faster and more accurate project implementation. Therefore, the formation of Bluebik Digital Company Limited is an important step in the process of structure transformation to enhance the capabilities of the “Digital Excellence & Delivery” unit so that Bluebik is ready for all technology trends, especially technology application at organizations and AI transformation which require particularly expertise in the innovations that really benefit businesses.

“The company foresees business expansion on the trend of technology adoption in many industries. Organizations have different requirements according to their own contexts. Regarding our direction, the company will thus focus on expanding services horizontally and vertically to strengthen the digital ecosystems of clients. Innovations and precise strategies can well maintain the strong digital ecosystems of clients, unlock their potential and create their sustainable growth,” Mr. Pochara said.

Panya Pornkajornkitkul, President of Bluebik Digital Company Limited, said that workforce management is more flexible and agile at Bluebik Digital because centralization and standardization help increase research and development capabilities. Innovations are not isolated anymore. They are now efficient and outcomes are better. The concept of work is ‘We don’t deliver systems. We deliver outcomes.’ This emphasizes the quality of work and delivery timeframes. With this concept, the company can choose the best technology and deliver true business value to clients.

“Bluebik Group has more than 1,000 tech talents. Bluebik Digital has over 500 ones and plans to expand the workforce by 10% within this year to support growth and handle large-scale projects. Also, the company plans to become a strategic tech enabler by collaborating with business partners to develop new products and solutions. This will raise its recurring income and opportunities to reach new groups of potential clients, attract world-class partners and lead to its initial public offering in the future,” Mr. Panya concluded.

The post Bluebik sets a new record in 2025 with its profit soaring to B347m and revenue exceeding B1.54bn while launching a new subsidiary ‘Bluebik Digital’ to enhance DX services suitable for large-scale projects worth at least B100m each. Its business is likely to grow by 20% in 2026 as expected. appeared first on Bluebik.

Bluebik Chief Executive Officer Pochara Arayakarnkul said intense competition and quick technology development happen simultaneously in various dimensions. Under this circumstance, Thai organizations must know clearly which parts of their business will be first affected by technology and AI and where they should invest to ensure the most concrete results. Bluebik has analyzed the technology megatrends that will play important roles in the transformation of Thai organizations in 2026 and sees 3 megathemes.

Theme 1 — Hyper-efficient operation and value chain

In 2026, Thai organizations will quickly apply the technologies that will make their operations smarter, reduce costs and duplication of work, increase precision and speed up strategic decisions. Technology application will happen particularly to back offices, customer relation departments, IT/DevOps sections and supply chains. These sectors will seriously apply technology and lay “intelligent architecture foundation” and both will be fundamental to subsequent AI application throughout their organizations.

1.1) Autonomous back-office

This refers to the AI systems which receive, check and process data at all stages (straight-through processing – STP). Such systems will replace the labor of documentation.

Use cases:

• Banking, financial services and insurance (BFSI) – AI checks loan application documents and insurance claims. Such documents can be approved in a few minutes instead of several days.
• Government sector – AI processes large amounts of official forms to speed up public services.

1.2) Multiple AI models for planning and forecasting

Many AI applications are coordinated (composite AI strategy) and used in accordance with their respective strengths and merits. For example, time-series forecasting is applied with optimization algorithms to unlock the potential of AI and meet business requirements perfectly in all dimensions.

Use cases:

• Production/supply chain systems – Many AI models are operated on ERP to boost efficiency at all stages:
  • AI for inventory calculation and raw material management.
  • AI for production planning based on demand and machine capacities.
  • AI for transport route design to cut logistic costs.

1.3) AI workflow orchestration

This means the technology gathers stages of work and places them in the same workflow. AI handles the process. It receives assignments, analyzes and forwards them and has them completed. This technology is capable of solving basic problems that may arise. The capability of autonomous decision making reduces bottlenecks.

Use cases:

• Insurance sector – AI orchestration handles claims, document verification, checks for possible fraud and claim approval queues.
• Government sector – AI automatically coordinates public services such as the reception and analysis of complaints and the referral of complaints to organizations concerned.

Theme 2 — Intelligent and adaptive customer experience

Business organizations are shifting from implementing pilot projects to expanding their AI application. This is to increase efficiency, use AI to truly generate business value, develop the products or services that meet demand and create new business models. The technologies that will play key roles for these purposes are as follows.

2.1) AI recommendation engine

Organizations will have ready-to-use AI solutions and can use them right away in cost-effective and precise manners without having to depend on any AI expert or large-scale back-office system. Such AI solutions are suitable for personnel management, in-depth data analysis and general administration.

Use cases:

• Banking/financial sector – Financial institutions including banks apply digital lending AI which evaluates the financial capabilities of clients accurately and transparently. Consequently, loans can be approved faster and risks are reduced.
• Retail and e-commerce – Product recommendation AI can be installed and used right away to present the products that meet customers’ need in real time. This boosts sales efficiency.

2.2) AI-enhanced customer service

Instead of being a tool, AI will be a part of core business processes. Organizations will have end-to-end automatic systems for their services and operations and can always create value.

Use cases:

• Banking/financial sector – AI contact centers and automated debt collection systems can handle debt collection and also recommend ways for debt restructuring before debtors’ default. This is prediction-based action.
• Retail and e-commerce – AI order support systems answer customers’ questions, follow up deliveries and provide end-to-end solutions automatically.

2.3) Hyper-personalization

This refers to “empathy engine”, the AI that has empathy with people. The capabilities of multimodal AI are integrated with in-depth information from back-office systems (CDP/CRM). The result is the creation of the experiences that meet demand, are natural and are the most human-like at every touchpoint.

Use cases:

• Customer service – Chatbots develop into AI empathy agents which analyze tones and contexts. AI empathy agents then choose the most suitable ways to respond or forward cases to experts. This makes services faster, smarter and more human-like.
• Retail and e-commerce – AI elevates CX personalization through automatic connection with back-office data. Consequently, front offices can deliver the best services to customers and also increase sales opportunities.
• Insurance – AI analyzes data, provides clients with proactive risk management and increase cross-selling opportunities for insurance firms. For example, customized travel insurance is proposed together with preventive care services. Simultaneously other services are recommended to reduce emerging travel risks.

Theme 3 — Digital trust and resilience

When AI is applied to important decision-making processes, organizations must prioritize cybersecurity and supervision to prevent data-related risks, maintain the transparency of models and avoid legal impacts. Key trends in 2026 are as follows.

3.1) Zero-trust AI access

AI models’ access to data must be restricted carefully at all layers of data to prevent unnecessary access to information and reduce risks in data breaches.

Use cases:

• Banking/financial sector – There are restrictions on access to the data of customers and financial transactions to support the learning of AI models. This concerns, for example, accounting systems and customer relationship management (CRM) systems.

3.2) AI-powered cyber defense

For cybersecurity systems, AI is used to in real time detect, analyze and respond to the cyberthreats that will be fast and considerable in the future. AI can also be applied to cope with new kinds of attacks such as deepfake phishing and AI-powered cyberattacks.

Use cases:

• Financial institutions and insurance – Irregular transactions or risky behaviors are detected in real time. This is real-time anomaly and fraud detection.
• Large-scale organizations – The traffic of networks is analyzed to prevent attacks. (AI-driven IDS/IPS)
• Retail and e-commerce – Bot attacks, credential stuffing and fake orders are prevented.

3.3) AI governance framework

Regulations on AI application guarantee transparency, accountability and compliance with laws and standards. Governance frameworks are crucial when AI is used for policy-related decisions or has impacts on consumers.

Use cases:

• Banking/financial sector – Lending models are regulated so that approvals and rejections can be clearly explained.

“To be intelligent enterprises, organizations must not only apply technology but also prioritize the ability to create the systems that can think, consider and grow along with their business. The organizations that can integrate AI, people, processes and data seamlessly will be gamechangers in the future. Bluebik, as a leading consultancy on digital enterprise transformation, is aware of the trends and makes preparations, especially those concerning its workforce, to serve clients’ demand in all dimensions,” Mr. Pochara concluded.

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Bluebik Chief Executive Officer Pochara Arayakarnkul said that from 2026 onward technology will play new roles. Instead of being a factor behind quick changes at organizations, it will become the core infrastructure of business and overall economy. Therefore, the government and private sectors attach more importance to investment in digital infrastructures and long-term plans. This happens obviously to AI-related projects. Organizations are aware that they will have competitive edge if they effectively apply technology and AI. Less adaptive organizations are likely to have limitations which obstruct their business and long-term growth.

“After technology becomes the core infrastructure of business, the next step of development for organizations is to create the digital ecosystems which systematically integrate data, technology, personnel and cross-departmental collaboration. This upcoming complexity of technology and the growing digital networks show that digital development remains crucial for all sectors, especially financial, insurance, retail, communication, health and government sectors. Therefore, Bluebik is seriously preparing its organization to deal with the fast dynamics of business directions and technology so that it can help clients achieve their transformation goals smoothly and effectively,” Mr. Pochara said.

The 2026 business plan of Bluebik comprises three core strategies which go along with market trends, support long-term growth and prove its status as a world-class consultancy with global leadership. The three core strategies are as follows.

1) Client Value & Marketing Innovation

This refers to “upsell” and “cross-sell”. Services are expanded for existing clients. Simultaneously, customer bases are broadened both inside and outside Thailand. Targets are potential clients such as those in the government sector and business sectors in the fields of education, health and energy. In addition, new business opportunities are created through cooperation with business partners. Services and solutions are developed to follow technology megatrends namely AI, cloud computing and sustainability.

2) Operational Excellence & Scalable Growth

Operations must meet standards and become more flexible. Bluebik plans to double its workforce within this year, continuously develop personnel’s skills and apply AI in its operations to raise productivity, enhance efficiency and reduce operating costs.

3) Strategic Expansion & Long-Term Growth

For long-term growth, Bluebik must strengthen collaboration with business partners, grow through mergers and acquisitions and restructure itself to increase recurring income and support investment and large-scale projects in the future.

“Bluebik has been growing for over a decade. It wins trust from clients as more than 80% of new clients return to repeat orders. So, Bluebik is confident that its 2026 business plan will provide for business expansion and sustainable growth as expected,” Mr. Pochara concluded.

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Bluebik Group Public Company Limited (BBIK), a leading consultancy on digital enterprise transformation, by its Chief Experience Officer Soranun Choochut has signed an academic cooperation agreement with Thammasat Business School. Under the agreement, both parties will develop special curricula to ready students and business executives for competition in the consulting industry and the digital business era. This crucial collaboration will provide Thai human resources with skills essential in the future in three following areas.

1) Curriculum Partnership in Strategic Management Consulting – Bluebik is determined to integrate its strategic, digital and technological expertise with its first-hand experience gained from collaboration with leading organizations and academic knowledge to develop the Management Consulting curriculum which focuses on both theories and practices. The curriculum is also designed to develop important skills such as strategic direction in business, the management of resources and business risks, the formulation of strategies for sustainability and data monetization and AI application. In the curriculum, students from all levels at Thammasat Business School are encouraged to participate in relevant active learning and apprenticeship with Bluebik and business partners. This is aimed at producing the new generation of personnel who are ready for international competition and able to create sustainable growth for Thailand.

2) Future Leadership Program – Executives and key opinion leaders in various industries will share their strategic perspectives to enhance the potential, visions and leadership of Thai executives so that they can cope with the new world of business driven by digitalization and sustainability. The program will trigger learning through private leadership forums where subjects will be discussed in great depth, perspectives will be exchanged and thoughts will be crystalized.

3) Strategy & Research Collaboration – Bluebik will exchange expertise with Thammasat University Research & Consultancy Institute (TU-RAC) which plays important roles in research and consulting for organizations. In-depth information, high-quality researches and strategic concepts will be integrated with the digital experience and technology of Bluebik to develop the guidelines and frameworks that will increase the potential of organizations and support the sustainable development of the country.

Assistant Professor Dr. Nopporn Ruangwanit, Director of Bachelor’s Degree in Business Administration (International Program) at Thammasat Business School of Thammasat University, said the collaboration with Bluebik will further improve the quality of curricula at Thammasat Business School and they will keep pace with the dynamic world of business. This will happen through first-hand experience, modern case studies and the application of new technologies. This is a great opportunity for students interested in the consulting field of work. The two above-mentioned curricula will be piloted in 2026. In addition, they can be further developed into other curricula to meet personnel demand in the digital and AI era.

“Bluebik will collaborate with not only educational institutions in Thailand but also international ones as well as world-class technology and AI partners to provide Thais with access to knowledge breakthroughs and to produce the new-generation personnel who will thrive in the business world that is spinning faster amid greater challenges,” Mr. Soranun concluded.

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