Christopher Lo (勞榮华) Email & Phone Number

The West Point Society of Singapore brings together all graduates from the United States Military Academy at West Point and residing (but not limited to being) in Singapore. The goal is to celebrate the Fellowship of having walked and received the similar four-year West Point Experience to become Leaders of Character who subscribe to the ideals of Duty, Honor, Country.The two key events celebrated annually are: - West Point Founder's Day - celebrating Our Alma Mater- Army-Navy Game - celebrating the traditional rivalry with Our Fellow Service Academy Alumni from the NavyDo reach out if you are a West Point/Service Academy Grad travelling to Singapore. Please use us your resource to Singapore as the Gateway to the ASEAN Region.

Palo Alto, Ca, Us

The Founder Institute is the world’s most challenging and effective step-by-step program to start an enduring company.www.fi.co

Singapore, Sg

Delivering my experiences and insights from applying Systems Architecting (SA) and Systems Engineering (SE) knowledge for Large Scale Systems (LSS), gained from over two decades of practice.The intent is to educate and expand pre-workforce undergrads' mindsets on HOW to Think about LSS Thinking with SA and SE from a pragmatic business-driven perspective.The desired outcome is to inspire cohorts of aspiring Systems Engineers to recognise their abilities to think critically for themselves HOW they can create exponential value with solving problems for the future businesses and organisations that employ these talents.

In this role I pioneered a unique critical thinking problem solving method mashing data for better decision making, as well as delivered tailored B2B consulting and training reporting solutions for corporations. I also incepted an innovative decision architecture methodology for government, defence, nonprofit, automotive and human resources clients, and created leadership programs for the DB Schenker and for the Singapore Home Team Senior Officers.

The Symposium on Technology and Advanced Robotics (STAR) is a STEM/STEAM-focused program, provides qualified college and high school students for hands-on exposure to cutting edge advanced and robotic technology used today. STAR Objectives1. Increase the number of STEM graduates to help meet the demand for more STEM professionals2. Encourage high school and college students to pursue STEM education and STEM careers3. Encourage women and minority students to pursue STEM careers4. Expose qualified college and high school students through academic and hands on demonstrations of cutting edge technology5. Interact with industry professionals to better understand the path to a successful STEM career

Singapore, Sg

Accelerator Programme focused on Commercialising Technological InnovationPiloted by NUS Enterprise as the first entrepreneurial education programme for researchers, the Lean LaunchPad Singapore programme was launched in June 2013 to help research scientists and engineers turn their inventive technologies into commercially viable products and feasible business ventures.Modelled on the US National Science Foundation I-Corps programme and taught at Stanford, Berkeley, Columbia, the programme is adapted for the local context, designed as an evidence-based innovation platform for the commercialisation of deep technologies.Unlike the traditional structure of lectures and case studies, the pedagogy of Lean LaunchPad Singapore promotes experiential learning through the search and discovery process and cultivates entrepreneurial thinking.Mentored the team in Co-Space Robotics in 2d Run (2016) - a platform that facilitates learning connection of virtual and real robots to make the learning of coding and robotics more integrated and effective.Currently, mentoring the team in Solar VTOL in 4th Run (2018) - Asia's first entirely solar-powered quadcopter drone. https://youtu.be/d5nrOwLCiPkhttp://enterprise.nus.edu.sg/educate/lean-launchpad-singapore

Responsible for all marketing & sales activities, with specific focus on land systems for military/security clients in Singapore and Asia. Generated over a billion dollars in sales.

Singapore, Singapore, Sg

PIER71, Port Innovation Ecosystem Reimagined at BLOCK71, is a joint initiative between the Maritime and Port Authority of Singapore and the National University of Singapore through its entrepreneurial arm, NUS Enterprise. Our mission is to encourage Singapore's maritime industry to accelerate innovation and its adoption and venture into new growth areas through working with technology start-ups. We aim to grow a vibrant maritime entrepreneurial ecosystem which brings together the foreign and local start-ups, corporates, tech start-ups, venture capitalists and mentors.Mentored 5 teams - #TeqPlay, #KoiReader, #blockTEST, #Megapixel, #The Barell.

Singapore, Sg

I applied high-level analytical skills and Design Thinking to research the human dimension and social resilience of future smart and sustainable cities.

I was responsible for building capability, while leading technological advancement for this publicly-listed corporation. In this role I managed a precision medicine solution in genome analytics from the bottom-up, including building a business model and revenue model using Design Thinking, Lean Launchpad and Agile methods. I also introduced cloud integration, artificial intelligence research, machine-learning, and other cutting-edge computer technology exploiting high performance computing (HPC). Another achievement was developing the first-ever precision medicine conference, as part of SuperComputing Asia 2018 expo.

Singapore, Singapore, Sg

Responsible for oversight, guidance, planning, and network support for fund raising activities in support of charity organisation in Singapore.www.cpas.org.sg

Singapore, Singapore, Sg

Assumed Chairman for the Audit Subcommittee when it first stood up in 2013. As Chairman, Chris was responsible for ensuring internal compliance of charity fiduciary and financial responsibilities as an Institution of Public Character (IPC) in Singapore.Over the 3 years presiding as Chairman, Chris worked with his team members to establish and put in-place the Audit System and the Audit Workplan that improved the compliance performance to the required Social Service standards of Governance. Notable achievements include: (1) Establishing the Internal Audit System, covering Governance policies, SOPs, and best practices within CPAS in the first year. (2) Validating the Internal Audit System through the training of internal staff to get involved in self-auditing the established Internal Audit System in the second year. (3) Establishing the Whistle Blower policy and system within CPAS in the second year. (4) Establishing the Analytical Hierarchical Process (AHP) to promote greater objectivity in the Selection Process of Auditors in the third year.

As the founder and CEO of this start-up, I launched and brought to market a social enterprise venture focused on B2B cloud solution for activity-based management reporting. I also converted a chart of accounts from financial to management consumption-based accounting intelligence

Responsible for providing leadership and coordinating guidance to integrate and synergize member charities fund-raising projects across six (6) charities in Singapore. Kickstarted the 50th Anniversary Heritage Project to celebrate CCA's historic milestone. Secured funding from National Heritage Board. Project currently remains in-progress. (Chris continues to lead the project as a CCA volunteer after stepping down as the Chairman, CCA.)CCA is the coordinating body purposed to organize fund-raising projects for member charities which have the common objective of helping physically, mentally and socially disadvantaged children of Singapore.The six member charities are: Association for Persons with Special Needs (APSN)Movement for the Intellectually Disabled of Singapore (MINDS)Saint Andrew's Mission Hospital (SAMH)The Singapore Association for the Deaf (SADeaf)Singapore Children's Society (SCS)Cerebral Palsy Alliance Singapore (CPAS)http://www.childrenscharities.org.sg/

Collaborating closely with the CEO and IT Team (20-man), while reporting directly to a 7-member board I championed integrated system solutions for Smart Township, a Malaysian-based program. I also built technological capability for the company, including conceptualizing the business model, identifying technology solutions, and architecting the capabilities for Smart Township.

I led highly-successful business development efforts, which penetrated the Malaysian and South African markets. I also developed exceptional business analytics and visual analytics skills.

Sg

An educator on leadership and critical thinking for the military art in the Singapore Armed Forces' (SAF's) Premier Leadership Institution for the education and training of next generation military commanders and leaders with the following responsibilities:• Coach and mentor up to 20 future leaders to identify, grow, and realise their potential for command.• Principal advisor on all professional matters relating to fires.• Organise and coordinate all policy executive matters of the SAF's Professional Continuing Education programme, and the Military Technology Education programme• Plan and organise the College's Distinguished Speakers' programme that invites eminent thought leaders to the College to enrich the future leaders's perspectives relevant to the Profession of Arms.• Review and re-design the military technology education roadmap for the SAF officer.• Design and deliver the pilot education module for Land Warfare Theory (LWT) to educate military officers on the theoretical basis for the Army's warfighting philosophy.Breakthrough achievements included: • Revamped the College's Distinguished Speakers' programme to provide greater strategic focus and alignment to the College’s vision and mission.• Conceived and created the pilot education module for Land Warfare Theory (LWT) that was well-received. • Implemented a comprehensive talent development program involving regular interviews, 360-degree feedback, and organizational culture assessments to promote communication, enhance team member engagement and help achieve individual and organizational potential.

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Responsible for leading a 2000-person organization with accountability for over $100M of equipment, with an annual budget of over $3M.Breakthrough achievements included: • Designed and implemented a force preparation and training buildup plan to get the Reserve Brigade fighting fit and ready for the two-sided exercise.• Coached and mentored the command team that became the Best Reserve Artillery Battalion in the annual SAF Best Unit Competition for 2013. • Enhanced the succession planning system to ensure continuity of the sub-unit leadership.

Sg

Architect and spearhead the Defence Minister-approved business development blueprint committing over $20B of resource investments across 15 years. Applied prior experiences to integrate the business operations with strategic resource management aspects of corporate planning into a single document. Translated strategic masterplan (15-Year) into operational (5-Year Roadmap) and tactical (Detailed 2-Year Plans) plans, budget forecast the capital cashflows for strategic investments and rolling 2-Year budget requirements, and also manpower establishment growth and reprofiling targets.Breakthrough achievements included: • Designed and lead the business process architecting effort for the new business model of warfighting.• Laid the foundation to seed and grow the necessary future capabilities to ensure the Army and the SAF remains ready and decisive for the long-term. • Secured the long-term resource organization commitments to organizational change.• Assist in adoption and design of the Artillery BSC.

Sg

Led 10-member Singapore Army team working with multi-national military coalition partners to contribute to the reconstruction efforts in the Afghan National Army, with the following responsibilities:• As a team leader, I was responsible for the discipline, welfare, and safety of my team.• As a mentor, I was responsible for mentoring the military leaders of the Afghan National Army in one of the vocational schools. • As the second most senior leader of the multi-national military coalition force in one of the vocational schools, I was responsible for managing and fostering partnership among coalition partners towards achievement of a common goal of preparing the Afghan National Army leadership that we mentored for transition and self-government. • As project manager, I was also responsible for the project management of the construction of the new vocational school.Breakthrough achievements included: • Invaluable opportunity to work with and work for people of different nationalities and cultures in an uncertain environment towards attainment of a common goal. • Enhanced Singapore’s reputation as an interlocutor amongst operations with coalition partners and as an understanding and culturally-sensitive people amongst Afghan partners.• Led my team to respond to at least two near-death combat situations.

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Responsible for budgeting, allocating, and gatekeeping of over $2B annual budget for a 300,000-strong organization. Breakthrough achievements included: • Architected the development and deployment of the Army BSC.• Led and developed the Army Resource Management BSC.• Enhanced the Army’s strategic resource management by aligning resource budget allocation to strategic priorities.• Developed and deployed the Resource Activity-based Budgeting System (RABS) to enhance the visibility and accountability for the Army's resource consumption as part of management accounting and reporting.• Transited the Army from cash- to resource-based management.• Manage and implement Enterprise Resource Management Corporate (SAP-based) IT system.• Led the strategic resource management business process re-engineering effort to exploit the capabilities of resource management with SAP deployment.• Introduced business analytics to enhance the Army’s Management Accounting Reporting.

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Responsible for leading a 400-person organization with accountability for over $40M of equipment, with an annual budget of over $1.5M.Breakthrough achievements included: • Became the first Operationally Active Combat Unit to be BSC- and ISO 9001-certified for organizational excellence.• Implemented unit coaching programme for the unit leadership team.• Introduced the first integrated National Education programme into the Unit 2-Year Training Roadmap subsequent recognised by the Army for excellence in national education.• Implemented the Army’s Action Learning Process (ALP) even before it was adopted in the Army in 2010.

Sg

Responsible for conceptualising future doctrine for how the Army should fight and how military leaders should go about making decisions. Similar to conceptualising and developing new corporate business models in response to anticipated future operating environmental challenges.Breakthrough achievements included: • Wrote the doctrine for the future Army command and control (C2) that was approved in 2005.• Developed a thinking framework to guide how military leaders in positions of authority should go about making decisions and how leaders should go about designing new organisational arrangements in terms of organisation, processes and infrastructure to support effective decision-making. Framework eventually approved for adoption Army-wide in 2012.

Sg

Attended the Singapore Armed Forces' premier leadership course to prepare for higher appointments in the military. Graduated second in my class. Breakthrough achievements included: • Second top Army graduate.• Appointed as the student leader for the first of three semesters. • Led and developed my peers in the course to develop the Class's BSC, and the Vision, Purpose and Mission. • Chosen by the Commandant to lead a team involving members from the Army, Airforce and Navy in a research project entitled the SAF Profession study to define who made up this group of professionals to be stewards of standards of the military profession, and what it meant to be part of the military profession in the Singapore context.

Sg

Part of a pioneering group of 8 officers who started this new office in the Ministry of Defence. Our mission was to study and introduce disruptive innovations either in terms of technologies, systems, knowledge, new business models (of war fighting and thinking) and organisation to the Singapore Armed Forces over a 20 year time horizon. Besides scenario planning and wargaming the future, each Asst Director was also responsible for managing a portfolio of technological specialization to explore the potential for their integration with different aspects of military operations through the development of new operational concepts.Breakthrough achievements included: • Initiated and managed an R&D portfolio of over 20 experiment projects worth over $10M.• Initiated developments for the SAF into experimentation.

Sg

Responsible for project management of capital acquisition and development portfolio of over 50 projects worth over $1.5B, with the following skill sets:• Perform Front-end management like crafting of the Statement of Needs (SON) and Specific Operational Requirements (SOR) for new systems, which included weapons and ammunition systems, radar and target acquisition systems, training and simulator systems, and command, control, computerization, and communications systems. • Led project management to review and verify contractual developments of approved user requirements according to cost, schedule, and performance measures. • Plan and organise Operational test and evaluation (OT&E) to validate delivered requirements and included OT&E master planning, test design and analysis, and test execution. • Perform Transition to Ops and Support management that dealt with challenges (training and logistics) associated with introducing new systems and equipment into service in the Army. • Perform Disposal management of legacy systems that dealt with the retirement of systems out of service. Breakthrough achievements included: • Key advisor and project lead for group of users in the various project teams that successfully developed and delivered the Singapore Self-Propelled Howitzer, Singapore Lightweight Howitzer, New Generation Weapon Locating Radar systems, the Future Command Post, and the New Generation of Military IT systems for Command and Control.• Reorganized and streamlined the management of Artillery project management into four broad classes of projects that enhanced the internal governance of these new capital projects to ensure observance of the necessary cost, schedule, and performance standards.• On-time, within budget and performing up to if not exceeded required performance standards for delivered projects that were under my oversight and supervision.

Singapore, Sg

In this role, I led the Singapore team’s multi-coalition NATO reconstruction efforts during the most violent period in Afghanistan. This included, assembling, coaching, and mentoring subordinate leaders to grow and manage business units with up to 2000 employees and over $250M in capital equipment. I also championed organizational excellence and change management by delivering systems capabilities:• 1st ISO- and BSC-certified Tactical Business Unit as a Direct Leader over 400 employees• Architected roadmap for over $20B capital investment blueprint for future-ready Digital Organisation capabilities, including new operating concepts and structures, workforce talent redesign, information security and asset protection in a digital environment.• Architected the systems capability lifecycle management system to integrate and harmonize operational, technical, resource, and procurement workflows for the Army.I was 1 of 8 selectively chosen individuals to spearhead an independent organisation with direct reporting to the Permanent Secretary (Defence) with mandate to experiment new capabilities and business models to challenge the status quo and innovate change. Other achievements included minimizing the impact of the 2008 financial crisis by designing an Army Balanced Scorecard (BSC) that assisted in the strategic alignment of Army stakeholders and allocation of procurement and financial resources, and leading the SAP rollout that moved the Army towards strategic management accounting system from cash to capital.

Sg

Applied the lessons of direct leadership in being responsible for the training, morale and welfare of 40 men. Learned about being an ops manager of a platform project as part of the MINDEF Life Cycle Management System. Breakthrough achievements included: • Developed the necessary doctrine and standard operating procedures for unit operations with the new system.• Developed and executed operational test and evaluation plans for the in-service introduction of new weapon systems into the unit.• Responsible for the successful execution of sea-lift and air-lift trials in command.

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Learned about commanding an Artillery Battery. Responsible for assisting the Battery Commander to oversee the training, morale, and welfare of about 100 menBreakthrough achievements included: • Organizer of the Battalion's 25th Silver Jubilee Celebrations. • Completed the unit's 25-Year heritage project that I researched, interviewed, and compiled the unit's 25-Year history from scratch. • Organizer of the Men of Steel soldier skill-at-arms competition - a tribute to the heritage of the Artillery born out of the research project. This activity rekindled the practice of skill-at-arms competitions within the Artillery Formation as an important event to build unit cohesion and morale.

Sg

Reported directly to the Chairman responsible for organising Singapore's biggest birthday celebrations. Breakthrough achievements included: • Conceptualized, designed and sought approval for the concept and requirements for the National Day Fun Pack (NDP Fun Pack). The idea of the Fun Pack was to design a bag for storing all the necessary implements and tools to enhance the celebration experience of participants and audiences attending the National Day Parade. The usage of the "Fun Pack" label has since stuck and continues to be used up till the present day. Some of the innovative items included the Zee Card depicting the history of National Day Parades since independence, and the first Singapore towel/scarf that created the first sea of red when the audience performed the wave in the National Stadium. • Designed the media engagement plan. In this capacity, I drafted all the news releases highlighting all the various innovations and attractions of the National Day Celebrations, to engage all national media agencies. • Designed and executed the corporate sponsorship partnership programme. This involved arranging for sponsorship engagements with major sponsors, developing the engagement strategy, and supervising the sponsorship recognition efforts. Our campaign netted almost $8 million in sponsorships, in spite of the Asian Financial Crisis. This record remains unsurpassed. One of the innovations was the sale of the first commemorative National Day CashCards, which was only recently introduced around that period.

Sg

Learned the ropes of Battalion Operations as a Battalion Recce Officer. This appointment suited my personality as the tasks and responsibilities demanded an individual who was able to operate independently to meet assigned deadlines. Designed the first Battalion Exercise with minimal supervision.

Sg

Enlisted in the Army in Mar 1990. Underwent Basic Military Training from Mar to Jun 1990. Graduated as Company 2nd Best Trainee. Posted to Officer Cadet School. Underwent Officership Training and Education from Mar 1991. Commissioned as an Infantry Officer on 23 Mar 1991. Served as Infantry Platoon Commander for recruit training till end-May 1991. Disrupted from the Army to attend the United States Military Academy at West Point in Jun 1991 to Jun 1995. Upon my return to active duty in the Singapore Armed Forces, I was temporarily assigned as a Project Officer in the Headquarters, Singapore Artillery, before undergoing my officer conversion course. I was revocationalised as an Artillery Officer on 23 Mar 1996. Earned distinction as Top Officer Trainee in the Field Artillery Officer Conversion Course.

Bsc, Engineering Physics (Nuclear)

Nonprofit Directors Program (Inaugural Graduate)

Graduate, World'S Premier Idea-Stage Accelerator & Startup Launch Program

Msc, Systems Engineering & Integration (Inaugural Class)

Psle, O & A Level, Physical Sciences