Work experience

• VP, Executive Director & Board Member

  Barnes Moulding Solutions

  2023.01-2025.07

  (3 years)

  P&L & Leadership: Oversaw full P&L accountability for the APAC region ($100M), leading all functions and a 600-employee cross-functional team. · Strategic Turnaround: Orchestrated a successful two-year APAC turnaround by implementing region-differentiated go-to-market strategies, integrating tailored solutions (Mold, Hot runner, Controller & sensors) for diverse market channels including OEMs, Tier 1, Molder, Converters, and Toolmakers. · Cultural Transformation: Revitalized APAC organizational culture, rebuilding morale and instilling a high-performance, 'must-win' mindset across the workforce. Drove growth: Delivering high-performance products, innovative technologies, and tailored turnkey solutions serving specific demands of the automotive, medical/pharma, packaging, and electronics industries. (0 to 1, New application: auto Lighting high tech market, 3Mil order 1st year, APAC) Brand Integration: Successfully integrated four subsidiary brands into the APAC organization. Performance: Directed CRM tool initiatives, transforming APAC into the highest-performing region worldwide. Secured 30% revenue growth and a 3% rise in profit margins after three years of decline. M&A / Apollo Acquisition Closure: Supported the successful closure of the acquisition, in April 2025.
• South Asia Group Managing Director

  TECO Electric & Machinery,

  2020.09-2021.09

  (a year)

  Strategic Vison & Portfolio management: Directed ($60M) P&L for 5 manufacturing/assembly centers with a 300-employee cross-functional team. Defined and executed compelling regional strategy, integrating commercial/digital marketing, divested non-core units to enhance profitability. Crisis & Market Growth: Navigated COVID-19, ensuring business continuity. Expanded regional footprint into new markets (renewables, ASEAN/India) via strategic M&A, JVs, greenfield; elevated TECO's brand. Commercial & Operational Excellence: Redesigned sales mix (new equipment, replacements, upgrades, service, aftermarket), boosting sales productivity & revenue. Optimized operations via CIP, EHS, QMS, SCM, PLM, CRM. Overseeing production, maximized sustainable sales/manufacturing. 0 to 1, New product, channel : MV drives, price&service competitive mkt, 1Mil order 1st year, South Asia, India. External & Technical Relations: Cultivated robust government & C-suite relationships. Acted as primary technical executive, leading complex negotiations with owners, consultants, and EPC firms. Sustainability & Digital Transformation: Managed SGD200M liquid assets. Spearheaded "TECO Go Green" initiatives for green operations.
• Greater China Chairman, President & CEO

  GE Power Conversion, Shanghai

  2018.09-2019.09

  (a year)

  Leadership: Managed the Greater China division ($100M revenue) with a 100-member team, overseeing all financial, commercial, operational, and manufacturing functions. Mission with Strategic Planning: Navigated challenging market conditions by resetting and streamlining operations, strategically positioning the company to meet future P&L targets and sustainability goals. Operations Restructuring: Spearheaded an Asset-Lite transformation through the restructuring of three sites and the comprehensive migration of production operations. This encompassed divestitures, manufacturing outsourcing, and transferring work out of China. Project & Negotiation Leadership: Formulated and executed global project acquisition strategies in collaboration with global teams and a Chinese joint venture. Directed technical and commercial teams to achieve key project acquisitions, optimized resource planning, and ensured on-time delivery. 0 to 1, New market, channel: commercial vessel maket, 6Mil order 1st year, China, Europe. Financial Optimization: Developed and managed detailed budgets, accurate forecasts, and diligent cost tracking. Implemented proactive risk mitigation and data-driven decision-making across all project life cycles. This robust financial framework led to cost-effective supplier contracts, enhanced cash flow, reduced bad debt, and fostered long-term stability, profitability, and growth.
• Greater China Chairman & President cum Global Head of Water Transfer BU

  WILO SE

  2015.09-2017.09

  (2 years)

  Global Business Unit Leadership: Spearheaded the Global Water Transfer Business Unit (BU), unifying a matrix organization of 1,000+ employees, 4 R&D centers, and 11 production sites to deliver $150M in annual revenue. Drove strategic adoption and development of water transfer products, solutions, and systems, with a primary focus on emerging markets. China Operations Leadership: Oversaw full P&L and all functions for China Operations (800 employees, 2 plants), generating $150M annual revenue. Strategic Transformation & Cultural Development: Spearheaded the AMBITION2020 strategic transformation, encompassing critical change management and a comprehensive 5-year roadmap. This initiative reorganized commercial and operational strategies to optimize productivity and cost structures, while fostering a high-performance, sustainable growth culture. Emerging Market Expansion: Successfully garnered Global HQ and government support to pioneer and establish an Asia-focused business unit headquarters in China. 0 to 1, New geography / territory: Go west, 1Mil order 1st year, China Growth & M&A Strategy: Identified key growth drivers to accelerate sales revenue and profitability, and spearheaded process improvements to shape the organization's M&A strategy. Enhanced Agility: Implemented localized market intelligence and decision-making frameworks to shorten time-to-market and enhance regional agility.
• Greater China Chairman

  WILO China Ltd

  2015.09-2017.06

  (2 years)

  Spearheaded a comprehensive transformation agenda for WILO China to revitalize the company’s corporate vision, governance framework, and core operating processes, ensuring alignment with global strategic priorities. Led cross-functional transformation initiatives to modernize decision-making structures, enhance operational efficiency, and strengthen organizational accountability. Designed and implemented a new organizational blueprint, including optimized reporting lines, role clarity, and capability upgrades across key business functions. Established the structural and management foundation required to support long-term strategic execution, scalable growth, and improved market competitiveness in the China region.
• APAC VP cum Singapore VP

  Siemens

  2011.12-2015.12

  (4 years)

  Organizational Transformation & Growth: Transformed the ASEAN Cluster Business Unit into a high-performance organization post-corporate reorganization, fostering a culture of accountability and success. Achieved over 200% organic revenue growth in ASEAN and Singapore within 3 years. Go-to-Market & Key Account Management: Developed and executed comprehensive Go-to-Market (GTM) strategies, strengthening partner management, optimizing channel partnerships, and integrating Key Account Management (KAM) frameworks. Drove project acquisition and execution excellence with key accounts such as Microsoft, Google, Huawei, DRT, Global Switch, and Meta. Product Portfolio Development: Expanded product portfolios and leveraged strategic sourcing to develop multi-line strategies, effectively addressing market gaps and targeting specific segments. Guided product positioning and established competitive pricing policies. 0 to 1, New product, new channel : Emerging country, 3Mil order 1st year, ASEAN. Strategic Market Expansion: Significantly expanded Siemens' APAC footprint and market share, particularly within the Mission-Critical Data Center, Electrification, and Building Management sectors.

Educational experience

• Bradford University

  Master of Science in Power Electronic Engineering

  1994.09-1995.06

  (10 months)
• Bradford University

  Science in Power Electronic Engineering

  1991.09-

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