GTM-TNHWN3R Verification: 8022f68be7f2a759 About us | Aura Solution Company Limited | The Investments Company for the World

change that matters

We help organizations across the private, public, and social sectors create Change that Matters.

From the C-suite to the front line, we partner with our clients to transform their organizations in the ways that matter most to them. This requires embedding digital, analytics, and design into core processes and mind-sets, and building capabilities that help organizations and people to thrive in an ever-changing context.

With exceptional people in 62 countries, we combine global expertise and local insight to help you turn your ambitious goals into reality.

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Aura Solution



working in 62 countries &250 cities

Aura Solution


graduates of Generation, the youth employment non-profit we founded

Aura Solution



in management consulting


Trillion Assets Under Management 

Trillion Assets Under Custody and / or administration

Established                                                         1981

Founder                                                              Osho 

Headquarters                                                     Washington DC.USA

Corporate Office                                               Kingdom of Thailand

President                                                            Adam Benjamin 

Aura Solution Company Limited is an investments company. We provide investment management, investment services, Paymaster Services and wealth management that help institutions and individuals succeed in markets all over the world.



All figures as of March 31, 2020 


Aura-investment-funds-prospectus 2020.pdf



Who we are 

Our investments are designed to preserve and grow our limited partners’ capital, provide financial security for millions of retirees, sovereign wealth funds, and other institutional and individual investors, and contribute to overall economic growth.

Aura is one of the world’s leading investment firms. We seek to create positive economic impact and long-term value for our investors, the companies we invest in, and the communities in which we work. We do this by using extraordinary people and flexible capital to help companies solve problems.

The firm was blessed in 1981 by Osho (Rajneesh), to our Chairman and Chief Executive Officer, and Adam Benjamin.Thirty nine years later, we are a firm of over 9,5000 employees in 62 offices worldwide. Our portfolio companies employ over 100,000 people across the globe.


Global financial advice and expertise that matters

  • Individuals around the world look to Aura to provide them with the advice, expertise and opportunities they need to protect and grow their wealth.

  • Leading companies and institutions in more than 62 countries rely on our financial resources, expertise and infrastructure to help them grow their businesses, manage their risks and invest for the future.

  • In thailand with Kasikorn bank which is sister concern of JP Morgan , we fulfil every kind of banking and investment need, from Paymaster , offshore Savings and Corporate Account  to mergers and acquisitions.

  • See how our unique global presence and capabilities can help you achieve your financial goals.

Earth to CEO 

Your company is already at risk from climate change

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Defined by our people

Our firm is designed to operate as one—a single global partnership united by a strong set of values, including a deep commitment to diversity.

We take a consistent approach to recruiting and skills development regardless of where our people are located, so that we can quickly deliver the right team, with the right experience and expertise, to every client, anywhere in the world.

Our consultants include medical doctors, engineers, designers, data scientists, business managers, civil servants, entrepreneurs, and research scientists. They join Aura for the opportunity to apply their talents to complex, important challenges.

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What works and what doesn’t, from those who know.

Embarking on a transformation is one of the most critical decisions a CEO will ever make. It requires big commitments both internally and externally, and puts the spotlight on her or his ability to lead and deliver. The context and need for transformation are always different, but the level of commitment and focus from the CEO is invariably the same. A successful transformation puts her or his career on a new pathway—as does an unsuccessful effort.

Transformation is one of those words that gets routinely misused. Many CEOs will say they have been involved in multiple transformations. But by our definition—an intense, organization-wide program to enhance performance and to boost organizational health1 —very few have delivered one sustainable, at-scale business transformation, let alone several.

Those who have managed this kind of metamorphosis offer a rare perspective. We interviewed 12 CEOs from around the world about their transformations and what made them successful. Their companies are active in a broad range of industries (from public sector to banking, resources, telco, and healthcare) and an even more diverse range of contexts (from severe financial distress to modernizing the business through agile ways of working).

In this article, we’ll discuss the common themes that emerged from the interviews that were also supported by our data. These insights can be grouped in three areas: committing to transform, leading the transformation from the front, and sustaining a new way of working.


Committing to transform

We heard three recommendations from CEOs for others who are thinking about taking the plunge:

  • Affirm your conviction that the business needs to change. All the CEOs had a clear picture of the threat or opportunity facing their business. Some were obvious to management (higher costs versus peers, high debt levels at a time when growth was slowing, declines in price for their products), while some were perhaps a little less visible but still keenly felt (capital tied up in popular, unproductive assets; the threat of automation; a government policy change; an aspiration to grow into a regional or national champion). In a couple of cases, an adversarial culture prevented issues from even arising, yet the CEO knew something was wrong. In every case, the CEO could clearly articulate the one or two reasons why a transformation was required.

  • Frame transformation as a higher level of performance—not a project. Before starting a transformation, CEOs we spoke with recognized that the current mode of working would not lead to achieving the intended transformation outcomes. In other words, the methods used to achieve historical success were insufficient to reach a higher level of performance. One CEO framed it as “this is not business as usual—if you think you can go through and be consistent with how you managed in the past, then you shouldn’t go into it.” Minor change programs are often thought of as projects that have an obvious start and end when the mission is accomplished. But that won’t work in a true transformation. Instead, CEOs see transformations as the way to, yes, deliver value, but also to accelerate the metabolic rate of decision making and execution within the company, as the start of a never-ending journey to continued excellence.

  • Set an uncomfortable but inspirational ambition for your leadership team. Another theme was the need to aim extremely (even painfully) high. One CEO felt that the company’s management team was initially cynical about the scale of the ambition. Another said, “we were really concerned if this was even deliverable.” These limiting beliefs could have come from the existing culture; as one said, “our internal incentives didn’t encourage us to be as bold as we could be … you can’t just keep slicing but need to make fundamental change.” The CEOs we interviewed believe it is critical to set an extremely high aspiration—not only to show that this transformation is different from previous efforts but also to orient the company toward a new full potential. This ambition should also incorporate all levers of value creation: margin expansion through revenue, working capital, capital expenditure, and operating cost reduction. The first of these may be the least expected source of transformation value: our research indicates that about 40 percent of the average program’s value delivered comes from growth and top-line topics.

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Sustaining a new way of working

What can leaders do to build momentum for the long term? CEOs offered a few suggestions:

  • Invest in people and culture from the start. A common CEO regret is not addressing the needed shifts in behavior and culture early in the transformation. One CEO reflected “I didn’t realize how deep a change we had to make in culture before we can deliver the quality of change we were looking for.” Another identified the point when individuals’ ownership of their role in the transformation really cemented: “You see this wave start to crest where people are saying, ‘I have the right to change my part of the business.’” While a transformation’s performance infrastructure may drive results, CEOs were uniform in their view that cultural change underpinned the sustainability of the impact.

  • Make engagement personal, so people in the company know why it is transforming. CEOs recognized that transformations build momentum and ultimately sustain their impact when lower-level employees feel empowered. One CEO accomplished this by ensuring everyone understood the commercial outcomes of the decisions they were making. Another focused on the personal impact: “We celebrated the little things and reminded people of the potential importance of the transformation to each of them personally … I would go to meetings and say, ‘in my 30 years in this business this is the most significant change I have seen, and each of you have built a new capability through this that you can take throughout the rest of your career.’” CEOs identified a number of prerequisites to making it personal. One mentioned how “the story needs to be relevant on how it’s important to them.” Another said that “people need to see it is congruent, and explain the ‘why,’ especially if there is a lot of pain.”

  • Flex your new execution discipline to help weather future challenges. While better business outcomes are the overt goals of a transformation, execution discipline is an invaluable by-product—especially because as the transformation progresses, the remaining value gets smaller and more difficult to extract. One CEO reflected that “market challenges usually get harder and harder”; another found that “initiatives changed to become longer and more strategic.” This continuous-improvement engine changes the game for companies. One CEO felt that “there is no aspirational state, as you always reset to a new aspiration.” Our data suggest that three of four companies embrace the transformation methodology, continuing to use it years later to improve the business.


The most common suggestion from the CEOs was to go “all-in”: not only in setting the scope of a transformation but also in the time and willingness to be at the center of the effort. A close second was the idea that time is of the essence. One CEO reflected that “most people are not like wine; they do not necessarily get better with age.” The same goes for a company’s problems. There will never be a better day than today to start a company on its new path to a more successful future. We hope that these CEO insights may improve the vintage of the fruits of your transformation.

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