Spearhead regional P&L ownership and strategic market expansion across Southeast Asia and Taiwan. Architect and execute go-to-market strategies while building and scaling a high-performance team from the ground up to drive sustainable, profitable growth. Highlights Built and led the founda onal regional sales organiza on Established a strategic partner ecosystem to support market expansion Developed a strong, sustainable pipeline to drive revenue growth

in Asia and Middle East Region. Key responsibilities include: P&L management, and Business & sales strategy Highlights Concurrently took on Project and Sales Directors roles Established comprehensive business and sales plan Workflow, process optimisation and compliance Turned around P&L. -ve -> +ve Managing day-to-day operations, ensuring effective Improved risk assessment and collaboration between teams, departments, & countries business model review for new projects Page 1 | 4

Head of Logistics System Sales & Proposal (Sep 2019 – Aug 2022) (Sorters) ~ €8M, 2022 Sales & Proposal Airport and Logistics System (Apr 2017 – Sep 2019) South Korea, Hanjin Express Mega hub (Sorters) ~ €15M, Key responsibilities include: 2020 Airport and Logistics material handling System including IT South Korea, Lo e Seoul hardware, software, & after-sales services Northern Terminal (Sorter) ~ Covers SEA, Taiwan and S. Korea €3M, 2019 Singapore Changi Airport Business strategy and development Terminal 2 BHS (Overall system) Direct and indirect (Channel) sales & capture strategy ~ SGD160M, 2019 Account and customer relationship management Taiwan, Taoyuan Interna onal Bid and proposal Airport T3 BHS (Sorters) ~ €8.8M, 2017 Contract drafting and negotiation

Sales and proposal for Airport Baggage Handling System (BHS) and Logis cs system including IT hardware, so ware, and a er-sales services. Key responsibili es include: Covers SEA and Taiwan Business strategy and development Sales and project capture strategy Account and customer relationship management Bid and proposal management Page 2 | 4

(Jul 2012 – Sep 2015) Led the internal team and the appointed vendor (team of more than 80) responsible for the smooth opera on and maintenance (O&M) of Terminal 3 Baggage Handling System (BHS) and Inter-Terminal Transfer Baggage System including IT control system. BHS is a mission cri cal system. Key responsibili es include: System performance KPI Highlights Project planning and execution Ini ated and changed O&M strategy for Baggage Handling System from non-comprehensive to comprehensive O&M Budget planning and management achieving improved produc vity and performance as well Vendor Management as overall life cycle cost saving. Operation (24/7) management of mission Achieved improved performance for daily opera on critical system as well as crisis recovery through: o Con nuous improvement of SOPs. Crisis Management and Incident response o Root cause analysis management of mission critical system o Introduc on of training program for Vendor’s ground personnel