Kim Tiu Selorio Email & Phone Number

Valenzuela, Ncr, Ph

Cabanatuan, Central Luzon, Philippines

Key Result Area: Sales and Revenue Leadership, Technology Product RoadmapAs a key collaborator with the Board of Directors, I optimize product-market fit and oversee go-to-market execution. Our vision is to lead the way in capital financing for SMEs, empowering entrepreneurs to grow their businesses sustainably.

Quezon City, National Capital Region, Philippines

Key Result Area: P&L OwnershipLaid out the roots for creation of a family office and establishment of a family holdings company for future ventures into mix land used real estate. Empowered the board of directors to create a framework for transitioning leadership roles from first to second generation.

Manila, National Capital Region, Philippines

Key Result Area: Roadmap for Corporate GovernanceInvited by the Board of Directors to guide Leadership Teams and the Board in restructuring operating units into separate entities, drawing on my experience as a family corporate governance advisor. My role focused on creating clarity, accountability, and alignment throughout the organization.Key initiatives included:- Defining an Achievable Vision: Utilized the Vision-Traction Organizer to establish a clear, shared vision.- Building an Accountability Chart: Developed an accountability chart to assign clear roles and responsibilities, ensuring every team member was in the right position.- Prioritizing Key Projects: Identified and prioritized projects critical to the organization’s goals and success.- Establishing Meaningful Metrics: Created scorecards and performance metrics tied to accountability, assigning each metric to a single responsible individual.Achievements:# 1: Streamlined Training Processes: Established the first set of documented training guidelines for all operational roles, simplifying the onboarding process for new hires and facilitating retraining for existing team members.# 2: Standardized Performance Management: Implemented organizational scorecards and an Issues-Discussion-Tracking system, enhancing focus on key business drivers and promoting transparent performance evaluations.# 3: Mitigated Management-Level Risks: Successfully identified and de-escalated risks to business continuity, strengthening organizational resilience.

After establishing the Leadership Team, controls, and reporting systems, I leveraged my experience in brand building and growth to take on the role of Interim Head of Corporate Marketing.Key Responsibilities:1. Building an Accountable Marketing Team: Led the setup of both digital and non-digital resources to create a structured and accountable marketing team within the organization.2. Optimizing Customer Acquisition Processes: Enhanced lead generation, pre-qualification, and nurturing processes to improve customer acquisition.3. Driving Top-of-Funnel Growth: Increased top-of-funnel metrics by implementing A/B testing to refine orientation and consulting approaches.4. Enhancing Reporting and Analytics: Strengthened reporting and analytics to improve visibility and understanding of the sales funnel.Achievement: Reduced customer acquisition cost by 82% by launching a fully revamped website and introduced the Visa Risk Assessment Tool, an industry-first feature enabling clients to assess potential risks to their applications.

Following the first formal meetings with the Board of Directors and shareholders, I was appointed Budget Controller, responsible for implementing and overseeing the board-approved operating budget for FY2023.Key initiatives and contributions:1. Authored the First Board-Approved Financial Policy: Developed a comprehensive financial policy, which enhanced accountability across disbursements, reimbursements, cash advances, and revenue recognition.2. Developed the "SEE TO SOAR" Management Control Program: Created a management program called "Stability through Effectivity and Efficiency for Sustainable Operations with Acceleration in Resource building." This program identified and prioritized the six largest operational risks, establishing clear levels of risk severity and actionable steps for mitigation to ensure stability and resource growth.

Lipa, Calabarzon, Philippines

Laid out the roots for creation of a family office and establishment of a family holdings company for future ventures into mix land used real estate. Empowered the board of directors to create a framework for transitioning leadership roles from first to second generation.

Cebu, Central Visayas, Philippines

Zafirah Philippines started as a novelty soap and skin care manufacturer based in Mindanao. At Zafirah, my role was to initially help the founders with product-market fit. The collaboration with the first set of shareholders led to launching four product lines and Zafirah entering into 250 stores Nationwide.Fast forward to post-COVID days, Zafirah pivoted into an integrated brand management company with two main business units. Content Production and Brand Distribution.V Magic Philippines, the only skin care brand formulated for Asian skin is the flagship product and our content production unit is employed by Australia’s top private financial services businesses.At Zafirah, my goal is to continue to oversee the pivot, build a stronger demand for what we do and of course - empower our next set of leaders.

Manila, Philippines

Captivate started as a 19 person startup that did paid ads, brand building and software development. Over the course of the global pandemic, we have pivoted to doing three things well. Creative Process Outsourcing, Customer Lifecycle Marketing and Building Software Automations in the Workplace.I have three main roles at Captivate.* Empower great leaders that will eventually succeed me. * Enable these leaders to build and operate our great products. * Engaging clients that share our same values to meet our commercial goals.

Antipolo, Calabarzon, Philippines

Period 3: Nov ’22 - present - Raising capital through private equity and debt financingThis phase was the end of the implementation of the Luljettas ICE and looking at the 2022 number, the head of the family group had set out to create a financial feasibility study for a three year USD$1.7m capital reallocation for new business development.Together with key members of the management team, I led the raising of three rounds of seed capital through private equity and debt financing. By repackaging various financial collateral, negotiating win-win situations for both lending institutions and the borrowers, I was able to lead raising one third of the capital needed for the three-year plan. I continue to work with the board of directors for commercials and revenue improvement to wither what is known to be the The Great Inflation of 2023.

Antipolo, Calabarzon, Philippines

Period 2: March ’22 - Nov ’22 - Improving family-led corporate governanceAt this period, I was appointed as the Interim Head of Revenue and Commercials to implement the revenue and commercials strategy. I oversaw the financial feasibility and project charters of launching the following projects:1. Taverna by Greek-to-Go: An authentic Greek Tavern concept at the Mykonos Suites to complement the Greek-themed facility. 2. Wellness Center at Luljettas Place: A provider of complete, mind, skin and body signature wellness services. 3. The View, a roof top bar in partnership with Tropicabana Food and Beverage Group.4. Summer Food Pop-ups: Involving pop-ups from The Rib Shack and Potato Corner.2023 became our best post-COVID recovery year. Key numbers including 107% growth (2019 pre COVID vs 2022), launching eight revenue driving units. - Average basket size per customer doubled; 2019 was Php 4.5k, 2021 at Php 7.9k, 2022 at Php 8.5k and at 2023 at Php 12.5k- Average annual growth 2021 vs 2022 at 71% for the rebound year, 2022 to 23 at 9% growthOther highlights included strengthening partnerships with OTAs, relaunching our digital channels (29% of total revenue), building a demand retention strategy with e-commerce email marketing (30% increase in digital sales QoQ) and implementing a CRM strategy.

Antipolo, Calabarzon, Philippines

Period 1: Sep ’21 - March ’22 - Redefining the Luljettas customer experienceWe came from a 2.2 star rated facility with 1 in 8 guests being irate and irritable. Together with Resort Operations, we built the Luljettas Ideal Customer Experience (Luljettas ICE). The Luljettas ICE is an ambitious goal from Q1 2022 to Q1 2023 to transition from serving the Upper Mass Market to transitioning to the Premium Mass Market and eventually being known by the Upper Premium Market. Together with the team, we set out to redefine Luljettas from being a day-tour operator and a bed-and-breakfast to becoming the capital facility for wellness in the East. This was done by repackaging our two main offers - celebrations and rest+relaxations to becoming new wellness experiences only available at Luljettas. The first ever revenue and commercials strategy was created by myself, approved by the board of directors and used for CY2022.

Antipolo, Calabarzon, Philippines

Luljettas is the operating of reputable first and only Hanging Gardens in the Philippines. In 2021, the President had recently partaken on a USD$130k expansion and redevelopment of 0.5 hectares of land to launch The Gardens Suites at Luljettas Place and The Mykonos Suites creating a boutique bed and breakfast concept with 60 rooms. My engagement has brought three major outputs spread through different periods of time.

Quezon City, National Capital Region, Philippines

Laid out the roots for a management control system by creating interactive workshops of the family-owned corporation. This led to laying out three key business objectives as the board transitions from first-to-second generation leaders. The pillars of this engagement was to establish as strong sense of vision and purpose, to implement a performance management system where employee performance tied to vision and to build revenue sustainability by distributing customer acquisition to multiple channels.

-Plan and execute web, email, social media and display advertising campaigns-Measure and report performances of campaigns against investments vs KPIs vs ROIs-Identifies current trends in the industry do SWOT analysis of brand to match industry competitors-Align the brand in a viewpoint where it will be able to compete with players of this industry-Collaborate and create growth strategies alongside with the team-Optimize and create funnels that lead to conversions-Google Analytics, Adwords, Facebook Advertisements, SQL, SEO-Market research and analysis as needed

Binondo, Manila

* Built a team of technology staff and the department from scratch. This team empowered the whole 200 staff of the organisation. * Implemented the first round of technology policies that were enacted in the employee code of conduct * Implemented and structured a LAN network that reduced ERP loading time by 68% (tested on Windows XP and Windows 7 Networks)* Oversaw matters related to network routing, internet services, internal functions, network file systems and Novell corporate server. * Oversaw communications between the Novell Business Analyst to end users to maintain a DOS-BASED ERP* Oversaw the movement from an analogue telephone system to a digital telephone system which provided a cost savings of over $2,800/annum

Telecommuting | Based In New Zealand

Handles link building through high authority directory sites, content management via social media platforms and monitoring of keywords via Google Webmaster Tools.Also caters on design development needs of the company on Wordpress websites. Handles back-end functions such as cPanel maintenance, file integrity checks and ensures complete 99.99% uptime on all client sites.

Vancouver, Canada - Home Based

I was tasked to build links about several niches through proper article content management and submissions of self quality written content to various directories and blogs.Handled all design development aspects of the company from e-Commerce websites to restaurants running on the Wordpress platform and optimized for Google.

Bachelor Of Science (B.S.), Information Technology

Activities and Societies: Batch President, University Student Government (3 years)

Filipino Sign Language Learning Program (1-3), Deaf Education, Culture And Sign Language

Activities and Societies: Philippine Society for the DeafFilipino Sign Language complete course; able to comprehend and communicate.

High School Education, Philippine Special Science Curriculum, 95Th Percentile

Activities and Societies: Vice President, Supreme Student Government Batch Representative, Student Council Cdt Mjr, Plt Commander, Alpha.