Chacko Cherian Email and Phone Number

Responsibilities* Reporting to the Group MD * Responsible for all departments of the company * Ensure financial results meet revenue and profit targets *Bring back customer confidence with the operations with a focus on Quality, Cost and Delivery (QCD) performance improvements *Improve systems and processes to match world class standards *Overall responsibility for the Classic Senewang plant (subsidiary) also. Experiences Gained*Improved the overall operations of the company by implementing 5S and 3T concepts, Visual Management boards, employee discipline and responsibilty*Reduced Monthly Labour costs by 50% when volumes dropped by more than half in the last quarter of 2012. Labour costs went down from RM 3.1 Million in July’12 to RM 1.6 Million in Jan’13.* Reduced our inventory costs from RM 31 Million in September 2012 to RM 16 Million in January 2013.* Instrumental in getting the company compliant on main customer Dyson’s Corporate Social Responsibility guidelines within 6 months.* Sucessfully completed EICC audits conducted by customers HP & Xerox* Improved the inventory accuracy (Book vs Physical) to 99.9% since every month end stock take from August 2012. Previous stock take variance was close to 1%.*Implemented new procedures, systems and practices to improve internal controls.* Took on the additional responsibility of managing our Senewang plant.

Deputy President Director – (in charge of whole company) PT. Patco Electronik Teknologi (a subsidiary of Beyonics Technogy, a Singapore based listed company with annual sales of SGD 2 Billion) Located near Jakarta in Indonesia, this manufacturing company with over 1,200 employees specializes in precision plastic injection molding, plastic components assembly, precision coil winding and printed circuit board assembly. Responsibilities*Report to the CEO of the Beyonics Group*Full P&L responsibilityExperiences Gained*PT Patco’s annual turnover in FY 2010 was around USD 50 Million in FY 2010 and USD 20 Million in FY 2003 (the year I took over). *Turned around the company in my first year from a loss of USD 600K before tax profit of USD 100K. In the last year ended July 2010, Patco was on course to record a profit before tax of over USD 2.6 Million*After winning the Best Vendor Award from Epson in FY 2008, Patco secured Full Unit Assembly projects from Epson Indonesia – Automatic Document Feeder Unit Assembly (ADF) in August 2009 and Duplex Unit Assembly from December 2009 – Annual Sales of over USD 12 Million* Brought new American and European customers on board during my term in Patco* Headed the team that implemented the BIPICS ERP software package on IBM AS 400 hardware platform in 2006.Major Acheivements* Under my leadership, Patco received Epson Indonesia’s Best Vendor Awards for FY 2008 and FY 2009. Epson Indonesia is their biggest plant and it produces over 8 million printers annually (PT. Patco – Best Supplier Award of Epson Indonesia – FY 2008 and FY 2009 (Epson Indonesia has Supplier base of over 100, more than 40 are Japanese companies. First time any Non-Japanese Company has won this award) . Moved from a part supplier to an OEM of Epson with full unit assembly business*Headed a team that developed a Web-based system to control and manage the quality of incoming material used in assembly. .

Senior Manager – Finance, HR & MIS Beyonics Precision Machining Division, (a division of Beyonics Technology that comprised of 4 companies namely BPE (Singapore), BPM & BDC (Malaysia) and BTT (Thailand) (supplier of base plates to the disk drive industry – annual sales S$125.0 million)Responsibilities*Report to the MD of the division*Responsible for the divison’s Finance, HR and MIS functionsExperiences Gained* Developed the monthly management reporting format for the division and presented the monthly performance to the CEO of Beyonics Group* Developed and annually updated the standard costing systems for the die-casting & machining units*Developed the quotation format for the division using the annually updated standard costing rates. *Estabished the annual transfer pricing for products within the division so as to effectively manage the tax expenses of the 4 companies within the division* Productivity improvements through efficiency, scrap/rework, cost of quality reporting & monitoring* Effective cash flow management through reduction/control of working capital* Worked closely with the MD to prepare the division’s budget* Headed the team that implemented an ERP software package (POINTMAN) in March 2000*Smooth start up of the Thailand opeartions in 2001*Worked closely with BOI Thailand to adhere to investment criteria so as to avail of the tax incentives* Member of the Y2K (Year 2000) steering committee for the group * Developed the division’s bonus formula based on key indicators. Major Accomplishments*Exceeded the approved profit targets every year. In most years our division contributed more than 75% of the Group’s total number Our sucess was largely due to our reporting system that was able to churn out operational information on a timely basis comparing standards/targets and actuals and this enabled us to measure, manage and control key indicators *Smooth start-up of the Thailand operations