Work experience

• Regional Service Transition Manager

  Fujifilm Business Innovation AP

  2022.03-Current

  (4 years)

  o Increased saving estimates > $25 million dollars in revenue for continual service upgrade on legacy multi- function models of Fuji Xerox to Fujifilm models totaling 77k devices starting from Apr 2022 – Mar 2023 after separation of mergers. o Lead global programs across APAC regions generating revenue onboarding for Morgan Stanley ($8million), Dow Chemicals ($3.5 million), Otis AP ($1.1 million), Ingersoll Rand ($1.2 million), Hogan Lovells ($0.8 million), Marsh & McLennan Company ($3.14 million), Standard Chartered Bank ($1.5 million) in excess of close to 1200 units to date deployed across APAC. o Using MS power tools to improve reporting structure has earned me a Lean Six Sigma green belt certification; which improved planning, delivery process of data collection, consolidation and maintaining it in consistent form using FB systems and tools. o Implementing next gen managed print services requires leadership; I add value to the business by identifying, tracking, and providing proactive monitoring regionally with constant comms in place following project management principles of review, revise, sign off (3 factor authentication) for all my deals. o I take full responsibility pre, during and post Go Live working closely with Sales, Presales, Bid, Finance, Solution Architects, Service Delivery Managers weekly, I am able to obtain support by presenting key information to relevant parties and fine tune our process from time to time. o I have contributed in knowledge sharing areas amongst workgroups in APAC, this is a self-started program by my team to better train and equip our subsidiaries in a more structured manner. This was completed through and currently we have seen improvements from our supporting countries in terms of following the guiding principles of transition and transformation. o I removed traditional silo work in practice (regimented Japanese culture) and engaged my core team and customers frequently, this showed positive results in team health both customers and team members comfortably engaged in candor. o My role requires extensive time management as my daily objectives on all my accounts varies according to their priorities and key constraints that require immediate problem solving regionally. Occasionally, I also provide backup facilities to my team mates who are on planned leaves.
• Manager

  MYEG Services Ltd

  2019.01-2021.03

  (2 years)

  o I inherited two large scale government projects worth a collective budget MYR 2.5 million, which was deployed GoLive on respective timelines (within 6 months of joining) set by the management successfully. o Subsequently, I have completed and delivered a total of 13 IT and 1 HRMS projects for both MYEG government contracts and commercial subsidiaries across Malaysia. o Personally lead changes in two departments, the software engineering team and cybersecurity team in terms to increase effectiveness in code check, bug fixes and security related testing frequency by upgrading to JIRA tools from REDMINE tools and request the cybersecurity team to begin application and API testing using OWASP Top 10 principles which was the industry standard. o As a SPOC, I have guided, managed, lead and completed multiple projects at a single time as the teams are well equipped with new tools and knowledges shared timely by the project management team, this has created a structure which was nonexistent in previous years. Teams were leaner and the co-efficiency of teams between developers, UIUX designers, QA engineers, and Cybersecurity team improved by at least 50%. o During Covid, I have managed to reduce turnaround in the IT department by adding a flat hierarchy amongst colleagues and functional teams. This removed the coined phrase of IT personnel considered as resources to assets which we build slowly using mentor-mentee approach. A move to a more informal setting during our project sessions also ensured team morale was boosted with lesser time used in unilateral communications.
• Senior Technical Delivery Manager

  British Telecoms

  2017.12-2018.10

  (a year)

  o Promoted from previous role to lead a bi-fold assignment - i) the successful implementation of supply chain dashboard for wholesale & ventures business continuity plan added with an internal risk management portfolio that contributed to 10% increases in yearly client satisfaction index. - ii) Act as a liaison between vendors and management to examine existing data and simulate situation based on derived impact assessment, diagnostics of pandemic severity and determine how to automate and modernize existing capabilities all within the 3 months of program initiation. o Both programs have successfully yielded positive results from both vendors and internal teams existing geo-politically across in UK, India and Malaysia. o After successful implementation, a supplier-watch element was introduced to ensure training was conducted periodically to newly merged and acquired vendors. o I personally oversaw the training module development, conducting a discovery journey with vendors to assess their risk management appetite and how best can it be integrated into our processes in place without any impediments to existing operational capabilities. o Acting as key central engineering team member, I provide regular cadence sessions to management and vendor teams alike on latest trends in a dashboard, this baselines the risk requiring immediate attention for mitigation before impacts on productivity. o I championed the awareness of having solid business continuity plan for the wholesale and ventures business unit globally by being analytical whilst allowing partners to visualize and act upon certainties unknown to our business prior.
• Release Manager

  British Telecoms

  2015.02-2017.12

  (3 years)

  o I was responsible for real time-release operational support for web application of 200+ integrated with multiple vendors such as Infosys, Wipro, Softline, TechM. o I was part of the CAB and CCAB reviews and validates the compliance and change requests packaged for the deployments in weekly basis. o As a gatekeeper, I conduct random audit on quality checks ensuring 100% compliance. o I have also implemented a centralized dashboard which tracks release schedules by vendors, downtime ranges, required person-in-charge during change and fallback plan if the change impacts ongoing operational capabilities. This dashboard also automates alerts to necessary escalation paths if there was a breach of SLA incurred. o Resources sharing and over allocation to specific release based on priority matrix has reduced after the centralized dashboard provided a full suite of coverage to all release managers by at least 25% saving close to GBP 250k monthly.
• Project Manager

  IBM GDC

  2014.04-2015.02

  (a year)

  o Lead a team of 8 project managers in AP functionally reporting to Head of Projects in America. o I was responsible in resource management, team health and overall onboarding activity of IBM cloud managed services programs introduced globally. o I have successfully Univar, White Wave Foods, Israeli Chemicals into the IBM global cloud environment providing offerings that are cost effective and also robust in access across our global “pod” data centers. This has enabled the customer businesses to be operation internationally with zero cost in maintaining own data farms. Our solutions were data encrypted and scalable depending on the nature of the customer needs. o Participated in IBM cultural huddles weekly to capture personal views from my project managers to improve grey areas on onboarding clients. This improvement saved 4 days of transition timeline for each onboarding subsequently upped our score rating to A+ in year 2014. o Been an active member in IBM mentor-mentee, CSR programs conducted physically or remotely namely such as schools’ welfare and raising awareness for zero hunger programs in Africa. o Personally involved in training, developing aspiring senior executives (<6 FTE) into project management path by proactively training them in PMI and IBM project management guiding principles. o I was inducted into the IBM Eminence & Excellence Awards in 2014 for showing leaderships beyond expected and enriching client experience as part of IBM Global Cloud Managed Service.
• Manager

  T-Systems Malaysia

  2013.11-2014.04

  (6 months)

  o I acted as a subject matter expert in ITIL processes (incident, problem and change management) for Shell, Kone Elevators and ZueligPharma Group. o Reduced 300k of incident breaching SLA backlogs using pareto format and safeguarded business units from incurring penalty charges of close to $2 million monthly. o Participate in external audit to showcase business savings and increase customer satisfaction.
• RCA Lead Specialist

  Mahindra Satyam

  2011.06-2013.05

  (2 years)

  o Team lead across APAC and EMEA of 6 members rotating support globally for Shell in problem management for network issues incurring in upstream & downstream business units. o I acted as key component in deriving key actions, ownership, lesson learned and documentation update to combat recurrences in future. o I was included in weekly war room situation and also onsite visits when incidents related to network have breach the time to respond and resolve SLAs. We are highly specialized in creating reference models to senior management in oil and gas sector with our situation review report and root cause analysis models.
• Web Technical Writer

  Lenovo Technology

  2010.04-2011.05

  (a year)

  References to be furnished upon request.