Jan 2023 – Aug 2024 · 1 yr 7 mos · Singapore · Hybrid

• Role: Scale SMB consumer brands in Indonesia by 1) Defining Strategy: Develop go-to-market, sales enablement & Ops strategies; 2) Driving Commercial Success: Own P&L and revenue quotas for marketplaces, social commerce, e-commerce, general trade & retail stores; 3) Leading Operations: Lead Sales & Operations Planning, Sourcing & Procurement, and Warehousing & Transportation
• Impact:
• 1. Leading a team of 100+ people, with 9 direct reports, working as a trusted advisor to Brand CEO’s and Tjufoo leadership, and working closely with cross-functional internal & external stakeholders
• 2. Developed GTM strategy for each brand, defining where to play - product category, channel, region; how to play – Sales enablement, Ops & Marketing Strategy, and Operating model design including Org, Sales quotas & incentives and governance
• 3. Orchestrated Rhythm of Business - a) Develop & cascade annual OKR’s & strategy blueprint, b) Lead content prep. for biz. reviews to track & improve performance; c) Execute priorities as a P&L leader; d) Define & align headcount and capital allocation decisions
• 4. Profitability grew YoY Revenue for 3 brands by 40% to 240% by a) Scaling Acquisition & optimizing conversion funnels, b) Improving operating model, c) Improving processes via lean methodologies, d) Creating a culture of collaboration & accountability
• 5. Transformed Supply Chain processes for 2 brands including Sales & Operations planning, Warehousing & Order fulfilment and Procurement, resulting in improved YoY fill rate by +20pp
• 6. Setup Financial Planning & Analysis process to analyze P&L performance, channel level performance and guide capital allocation
• 7. Led B2B sales for QSR Food & beverages brand, driving pipeline build, monitor and closure with the Horeca, Travel, Banking, Telco and Events industries, improving YoY sales by 60%
• 8. Led operating model design for NewCo - Tjufoo’s merger with Sinbad, designing Org, R&R, OKR and governance

May 2022 – Jan 2023 · 8 mos

• Role: P&L Owner and Head of Strategic Projects for GrabFood, Indonesia, responsible for driving profitable growth for Tier2/Tier 3 expansion cities and identifying & executing strategic projects that support growth, optimization and operating model changes for Pan-Indonesia
• Impact
• 1. Led a team of 130+, with 8 direct reports, working as trusted advisor to Grab's Indonesia leadership and managing key stakeholders across Mobility, Food delivery, Payments & regional team
• 2. Grew GMV by 10 - 100 pp & increased market share by 5 - 30 pp across portfolio of 15 cities while maintaining contribution profit, by incubating & optimizing demand side, supply side and profitability levers across the consumer funnel
• 3. Developed & executed GTM strategy - a) Growth - Demand - Traffic via offline marketing, content quality & growth campaigns; b) Growth - Supply - Increase merchant parity vs. competition and align sales enablement OKR’s; c) Profitability - shift marketing dollars to Tier2/3 cities with low market share, and reduce incentive/ride for drive partners to reinvest savings to increase orders
• 4. Developed a GTM playbook to scale up profitable revenue to country wide T2/T3 cities where Grab was losing market share
• 5. Defined GrabFood Indonesia operating model with an objective to right-size headcount & standardize ways of working

Aug 2021 – May 2022 · 9 mos

• Role: Strategy, Planning & Finance Lead for GrabElectric, responsible for defining corporate and growth & operations strategy, conducting financial planning, analysis & control, managing rhythm of business and working closely with the team as thinking & data partner
• Impact:
• 1. Developed & executed GTM and Profitability strategy - a) Rationalized business portfolio by discontinuing 2 of 3 verticals that didn’t have market fit; b) Developed growth plan to 3x sales for vehicle rental via regional expansion and clear customer value prop; c) Developed & executed cost reduction plan by finding affordable supplier, optimizing marketing, maintenance & headcount costs
• 2. Orchestrated Rhythm of Business - a) Developed & cascaded annual OKR’s & strategy blueprint, b) Led content prep. for biz. review to track & improve performance; c) Orchestrated and owned execution for key projects to drive business results; d) d) Define & align headcount and capital allocation decisions
• 3. Grew sales by 3x and drove EBITDA improvement by 190 pp, resulting in EBITDA of +5% at end of 2022, driven by portfolio optimization, executing GTM and cost reduction strategies and improving Operating Model including OKR setup & governance
• 4. Established Joint Venture with the leading Oil & Gas player, for purchase of EV’s and usage of battery swap systems

Aug 2021 – Aug 2021 · 0 mo

Aug 2019 – Jul 2021 · 1 yr 11 mos

• 1) Run Strategy & Transformation office for a leading Mining Contractor in Indonesia
• Role: Strategy & Transformation Lead, supporting CEO & client leadership in defining the strategy for key initiatives, and setting up the transformation management office to drive execution
• Impact: EBITDA budget delivery >90%, On-time ramp-up of new projects, Transformation office Operating model design, CAPEX tender award strategy, COVID-19 case reduction strategy
• 2) 2030 strategy & implementation plan for Indonesia’s Upstream Oil & Gas government regulator
• Role: Strategy Lead, responsible for developing strategy, prioritizing initiatives & creating implementation plan to meet 2030 target for upstream Oil & Gas in Indonesia
• Impact: Developed 10 strategic pillars and identified 40 initiatives to deliver 2030 production ambition; Conducted international conference attended by 12,000 + participants and elite speakers to improve Oil & Gas investment & collaboration climate in Indonesia
• 3) Digital Procurement Transformation for Indonesia’s largest Oil & Gas player
• Role: Digital Transformation Lead, responsible for identifying & deploying digital SaaS and custom product applications across Procurement strategy, Source to contract, Procure to Pay & Materials Management processes
• Impact: First of its kind digital procurement transformation for any State-owned enterprise in Indonesia to drive standardization, transparency, speed of execution & cost reduction
• 4) Procurement cost reduction for Indonesia’s largest Oil & Gas player
• Role: Refinery operations category lead, responsible for to drive procurement cost reduction
• Impact: Procurement cost reduction for 3 categories - Chemicals, Catalyst, Valves, driving 25% savings on baseline via commercial levers

Aug 2018 – Jul 2019 · 11 mos

• 1) Procurement Cost reduction for Malaysia’s leading Palm-Oil producer
• Role: Category Head for Chemicals category and sub-categories, responsible for identifying & sourcing categories across Palm Oil operations to deliver cost reduction targets
• Impact: Cost reduction of $1M (9% of baseline) and ensuring lowest prices for chemicals for any Palm Oil player in Malaysia
• 2) Organization Design for Inventory function for a Global leader in Mining
• Role: Organization design lead for Global Inventory function, responsible for defining a world-class global org. structure to improve collaboration & reduce headcount
• Impact: Headcount reduction and improved response effectiveness to internal teams

Jun 2009 – Jul 2018 · 9 yrs 1 mo · Gurgaon, India

• 1) Supply Chain Design & Transformation for India’s leading Life-Science firm
• Role: Supply Planning Design & Implementation lead, responsible for Sales & Operations Planning Design & implementation across 3 markets & 7 plants to reduce cost & improve service level
• Impact: First of its kind optimization driven prod. planning & scheduling for a generics firm in India; Improvement in capacity allocation with improvement in Demand vs. Commit by 15%, Improvement in Production execution by improving Commit vs. Supply by 25%
• 2) Logistics Network design for commercial vehicles warehouses for India’s largest automotive firm
• Role: Logistics Network Design lead, responsible for Network design to determine the vehicle yards to keep vs. discontinue, and to reduce cost & improve dealer service level
• Impact: Reduced no. of yards from 24 to 15 and Logistics cost (warehouse, transportation) by ~ 25%
• 3) Demand Planning process design and forecasting for a Global leader in Consumer Electronics
• Role: Forecasting lead, responsible for Forecast accuracy improvement to determine stock levels and improve customer service level
• Impact: Increased forecast accuracy by 10%
• 4) Warranty analytics & process transformation for a Global leader in Agricultural & Construction equipment
• Role: Warranty lead for Agricultural equipment, responsible for managing the outsourced warranty analytics function to standardize process and cost reduction on strategic initiatives
• Impact: Reduced warranty issue resolution time by 10%, reduced warranty cost by $10M/year
• 5) Thought leadership to drive practice area development (internal)
• Role: Offering co-lead from India, responsible to set up Predictive Asset Maintenance as a new global offering
• Impact: Won 2 proof-of-concept deals from Australia’s leading Mining and Oil & Gas players

Oct 2007 – Nov 2009 · 2 yrs 1 mo · Mysore, Bangalore, Mumbai