Zenurius is a small firm in Hong Kong. We plan personnel structures, advise on the calls founders would rather not make alone, and run the day-to-day HR work that nobody has time for.
We usually arrive when the org chart on paper has stopped matching the company in practice.
Three things we do. Most engagements are a mix of all three.
Org charts, role descriptions and hiring plans that match where the business is going.
A second opinion on how the people side is running — what to change first, what to leave alone.
The day-to-day HR work, kept quietly in the background so the team can get on with theirs.
Zenurius is based in Tsim Sha Tsui. We work with companies between roughly 15 and 150 people — usually founder-led, often without a dedicated HR person yet — planning structures, advising on decisions and handling the day-to-day work.
Most engagements start with one of them and pick up the others over time. Nothing is bought separately if it doesn't have to be.
We help companies draw the org chart they actually need — roles, reporting lines and hiring plan, written down so the team can refer to it.
A second opinion on how the people side is running — what is working, what is costing you time, and what to change first.
The day-to-day work — onboarding, contracts, leave, internal communication. Kept quietly in the background so the team can get on with theirs.
When founders or directors need someone to keep the moving parts together — vendors, schedules, decisions, follow-ups.
Every engagement has roughly the same shape. What sits inside each step depends on the company.
We spend an hour understanding the business, the team and what's prompting the call. No deck, no questionnaire.
Two or three weeks reading how the company actually runs today — a few one-to-ones, a look at whatever already exists in writing.
A short written note with what we'd change, what we'd leave alone, and what it would take. You decide what to act on.
We write the documents, set up the processes and stay close while the team picks them up. Weekly check-ins by default.
Once it's running, we either hand it back fully or stay on for ongoing coordination. Either is fine.
Most of what we get called in for isn't really an HR problem. It's a decision nobody wrote down, or a role that grew faster than the person in it.That's most of the work.
On paper the companies don't have much in common. In practice they tend to call at the same moment — the team has grown past the way it was originally set up.
The first few weeks are mostly listening — we'd rather understand what's already working than rewrite it. After that the cadence is weekly and the documents pile up.
Three things. We plan personnel structures — org charts, roles, hiring plans. We give a second opinion on HR decisions when you want one. And we run the day-to-day work for companies that aren't ready to hire a full HR team.
Forty-five minutes on video, no preparation needed. By the end we'll say whether we think we can help.
