For Valentina Maya Sari, building a company was never simply about identifying a market opportunity. It began with a problem she experienced personally: finding reliable, properly prepared, and professionally managed household support for a family.

That experience eventually became the foundation of Val The Consultant, established in Surabaya in 2012.

More than a decade later, what began as a solution for families seeking household workers has evolved into a broader ecosystem focused on domestic human capital, professional childcare, workforce development, family services, and premium living.

Today, Valentina Maya Sari serves as Founder & Group CEO of VTC Group, overseeing the continued evolution of businesses and services including Val The Consultant, Premium Nanny, PNPRO, VALivingBali, and Valove.

Her ambition is no longer simply to help families find workers.

It is to help professionalise an industry.

From a Personal Problem to a Purpose

Before entering the household workforce industry, Valentina spent years building experience in the financial sector. That background shaped the way she approached entrepreneurship: through systems, risk management, long-term relationships, and accountability.

But becoming a mother exposed her to a very different problem.

Finding the right person to enter a family’s private space, care for a child, manage a household, and become part of everyday family life required something far more complex than matching a résumé with a vacancy.

It required trust.

That realization became one of the foundations of Val The Consultant.

Valentina believed that household workers should not simply be “sent” to employers. They needed to be recruited carefully, assessed, prepared, trained, matched appropriately, and supported throughout their professional journey.

At the same time, families needed greater transparency and a structured system behind one of the most personal hiring decisions they would ever make.

That philosophy gradually shaped the company.

Beyond the Traditional Agency Model

Indonesia has millions of people working within households, yet domestic work has historically operated largely through informal networks.

For Valentina, this presented both a social challenge and a business opportunity.

She began developing a model built around recruitment, assessment, training, placement, worker development, and post-placement support.

Over time, the organisation expanded across multiple Indonesian markets and developed increasingly specialised service categories.

The company also began participating in international professional networks, including the International Nanny Association, as part of its effort to continuously benchmark childcare and nanny practices.

By 2026, the ecosystem had evolved far beyond its original form.

Under VTC Group, different brands began addressing different levels and needs within the market—from household assistance and professional nanny services to premium childcare, home management, culinary services, and hospitality-oriented family support.

But Valentina maintains that the underlying principle remains the same:

People. Purpose. Progress.

People must be developed.

Their work must have purpose.

And systems must continuously progress.

Turning Workers Into Professionals

One of Valentina’s strongest convictions is that domestic workers should have the opportunity to build careers rather than remain trapped in an informal labour cycle.

A nanny can develop deeper childcare competencies.

A household assistant can progress into a professional home specialist.

Someone with cooking ability can develop toward professional household culinary roles.

Drivers, caregivers, chefs, and household professionals can similarly develop through experience, training, assessment, and higher service standards.

This thinking led VTC Group to increasingly focus on what Valentina describes as domestic human capital.

The distinction is intentional.

Human capital recognises that skills can be developed, professional behaviour can be trained, performance can be evaluated, and careers can progress.

Through its network and programmes, the organisation says it has worked with tens of thousands of workers and families during its journey.

For Valentina, however, scale carries another responsibility.

The larger the organisation becomes, the stronger its governance must become.

When Growth Is Tested

Building a company that works inside people’s homes carries an unusual level of responsibility.

Mistakes are not merely operational problems. They can affect children, parents, workers, and families.

VTC Group’s journey has therefore not been without difficult periods.

A highly publicised incident involving a worker placed through Val The Consultant in 2024 became one of the most difficult moments in the company’s history.

Rather than allowing the episode to disappear from the company’s institutional memory, Valentina says it reinforced a fundamental lesson:

Trust cannot depend solely on good intentions. Trust needs systems.

The years that followed brought greater emphasis on screening, verification, psychological and behavioural assessment, training, safety awareness, quality assurance, documentation, and post-placement governance.

Quality management subsequently became an increasingly central part of the organisation’s operating philosophy, including the implementation of ISO 9001:2015 quality-management standards.

For Valentina, leadership is not demonstrated only by celebrating growth.

It is also demonstrated by what an organisation changes after something goes wrong.

Building an Ecosystem

The next chapter became larger than Val The Consultant itself.

VTC Group began developing an ecosystem of specialised brands serving different segments of family and household needs.

Val The Consultant continues to serve the broader household workforce market.

Premium Nanny focuses on a more highly curated nanny segment.

PNPRO represents the group’s highest-tier professional nanny proposition, with greater emphasis on assessment, development, safety, and structured family support.

Valove expands professional household management into areas such as home specialists, culinary professionals, drivers, and other premium home services.

Meanwhile, VALivingBali represents another evolution of the original idea.

Bali’s combination of international residents, Indonesian families, hospitality, villas, tourism, and premium lifestyle requirements created a different type of market.

Rather than simply replicating the traditional placement model, VALivingBali was designed around premium living, family, home, and hospitality services.

It marked VTC Group’s movement from a workforce company toward a broader service ecosystem.

Indonesia, Singapore and a Bigger Perspective

The company’s expansion beyond its original Surabaya base also changed Valentina’s perspective.

VTC Group expanded its reach across major Indonesian markets, while an overseas presence in Singapore added another layer to the group’s development.

Exposure to different client expectations reinforced her belief that Indonesian workers have significant potential when provided with stronger training, communication capabilities, professional standards, and career pathways.

The opportunity, in her view, is not simply to export labour.

It is to develop professional talent.

That difference will increasingly define the next generation of Indonesia’s domestic workforce industry.

From Founder-Operator to Founder-Architect

After more than a decade of building businesses directly from the operational level, Valentina is entering another phase of leadership.

The early years required a founder who solved problems personally.

The next stage requires something different.

A founder must build leaders who can solve those problems without her.

For Valentina, that means transitioning from Founder-Operator to Founder-Architect—spending less time managing individual operational decisions and more time designing the organisation, its leadership structure, standards, culture, technology, and future businesses.

The objective is institutionalisation.

A company that survives because its founder is present is still dependent on an individual.

A company that maintains its values, quality, and direction without constant founder intervention has become an institution.

That is the organisation Valentina now wants to build.

Technology Without Losing Humanity

Technology is also becoming increasingly important across the group.

Digital recruitment, worker databases, quality-control systems, online learning, family communication, service tracking, and technology-enabled nanny support can make household services more transparent and measurable.

But Valentina does not believe technology should remove the human element.

Household services exist inside people’s most private environments.

Children, parents, caregivers, workers, and homes cannot be reduced entirely to data points.

Technology can strengthen the system.

Human judgement still builds the relationship.

That balance—between systems and empathy—is becoming central to VTC Group’s next phase.

Building What Is Missing

Valentina describes the group’s direction with a simple philosophy:

Build What’s Missing.

When families need greater confidence, build better screening.

When workers need professional development, build training.

When premium households need higher service standards, build specialised services.

When an industry lacks structure, build systems.

And when the organisation itself discovers weaknesses, build something stronger.

More than a decade after Val The Consultant began in Surabaya, Valentina Maya Sari’s story is therefore becoming less about building one company.

It is becoming a story about building infrastructure around an industry that has traditionally operated informally.

Her long-term vision is ambitious: to create an Indonesian ecosystem where domestic professionals receive greater skills, dignity, career mobility, and professional recognition—while families receive stronger standards, accountability, and trust.

Because ultimately, the business VTC Group operates in is not simply recruitment.

It is trust.

And for Valentina, trust is something that must be earned, protected, measured, and continuously rebuilt.

ABOUT VALENTINA MAYA SARI

Valentina Maya Sari is the Founder & Group CEO of VTC Group, an Indonesian business ecosystem focused on domestic human capital, professional childcare, family services, home management, and premium living. She founded Val The Consultant in Surabaya in 2012 and has since developed a portfolio of specialised service brands including Premium Nanny, PNPRO, VALivingBali, and Valove.

Her leadership philosophy centres on People, Purpose, Progress, with a long-term focus on professionalising domestic work through stronger recruitment, training, assessment, technology, quality management, and career development.

VTC Group — Val The Consultant • Premium Nanny • PNPRO Bali • VALivingBali • Valove