Heading a team of 15 (6 Managers, Executives and 9 Non-executives) tasked with handling 4 main portfolios; 1. Business Development - 3 Sales personnel to explore new business proposals and to maintain existing relationships with Importers, Exporters, Freight Forwarders and other Logistics Service Providers (LSP).2. Logistics Property Management - Managing >30 tenants who occupy 1.1 million sqft of space in 9 Logistics Warehouses. Business Development done to keep the occupancy rate at >95% and to assist Container Operations to meet volume throughput targets.3. Customer Service - The 10-man team handles enquiries via telephone and e-mails, on top of receiving ledger account applications, waiver / discount requests from LSPs and handling Inter Terminal Transfers of boxes between Northport and Westports.4. Government Agency Engagement - Proactively engaging with Port Klang Authorities, Royal Malaysian Customs and other agencies to resolve issues faced by LSPs and other Northport users.

Nuovo Paradigm is a financial solutions company for business and personal clients, specializing in the domain of financial planning for insurances, investments, retirement planning and estate planning.1. Achieved the monthly sales targets set for June, Aug & Sept 2020. 2. Building portfolio of financial clients from existing network.3. Completed the competency qualifications in PCE & CEILLI as set by MIA.

Snika Fruit is a startup company since 2017 which marketed fresh fruit deliveries to offices. I managed its delivery workforce and client management function.1. In charge of the total Procurement, Inventory and Delivery functions of the business2. Created delivery schedules for manpower for efficient movements.3. Managed client feedbacks, ensuring company image maintained and encouraged repeat business.4. Involved in the Digital Marketing efforts, trying to run FB ad campaigns.

• Servicing 7 fast-growth clients. Westports’ YTD growth: 10%. My clients’ YTD growth: 22%• Connectivity Trend: Updating Westports' Services Database (4 years). Top management uses my analysis for capex decisions, resources planning & client presentations.Completed Projects & Value Adds• Ex-Hanjin Box Clearance: Heading team to coordinate and collaborate between PICs in govt. agencies, leasing companies, Terminal operations team & the Koreans to physically evacuate 3,500 TEUs from the Yard after their bankruptcy. Set timelines and budgeted costs to our management. Monitoring multiple KPI’s and documentation to deliver boxes to external depots. • SOP Digitize project: Headed team of 3 to aggressively review Westports’ Documentation Centre’s SOPs (E.g.: inbound & outbound container documentation necessary to release boxes) and digitize it along with rest of entire Marketing department’s SOP. Ensured document to be understandable by all container Terminal users, and SOPs tightened to mitigate risk of exploitation.• Track & Trace: Part of team analysing technology acquisition to track and trace accurate vessel movement in the Straits of Malacca so that we can pre-plan berthing 48 hours ahead, instead of relying on shipping agents’ info. Team decided “NO GO” due to insufficient ROI in 2016.

• Negotiated 45% of my clients’ vessels berth within agreed SLA. Terminal average: 43%Completed Projects & Value Adds• Productivity KPI: Digitised and updated Westports' container vessels database for 4 years. System now monitors vessels daily against the pro-forma declared by Shipping Lines to report if they’re meeting declared KPI in “moves / vessel call” and if we’re meeting KPI in “moves handled / hour” on their vessels & vessel waiting hours for berthing. Report sent daily to CEO.• Wrong Door Loading: Introduced SOP and got buy in from Shipping Lines to make Chief Officers' request to re-stow boxes, which were wrongly loaded at POL, chargeable to Box Operators (previously was free). Requests reduced 90% within 3 months; freeing up our Gantry Cranes & Stacker operators’ time from non-revenue handling of boxes.• Manage Multiple Data Sources: Terminal Volume, vessel berthing, productivity reports all sourced from separate data systems which needs data verification before presentation to top management / clients. Self-studied MS Excel's Pivot table, using it to merge data from separate sources accurately. Trained other managers on the method to free up team members' time.

• TS Risk Management’s Fire Insurance sales: Built a pipeline of 250+ potential clients in 3 months from scratch through cold-calls & walk-in meetings. • Online Corporation Sdn Bhd’s Online Advertising sales: Built portfolio of 36 clients in 1 month through cold-calls and walk-in meetings.Completed Projects & Value Adds• Genpro Services Sdn Bhd’s market entry project: Joined team with Managing Director & Managers to set portfolio, re-brand Genpro identity, develop target market and marketing pitch for niche services introduced for first time in Malaysia by Managing Director.

Educational Courseware Development• Directed a Malaysian Ministry of Education project worth RM 1.1 million to develop a 46 module online courseware to teach Malaysian students English Grammar within deadline.• Managed multiple organisations of Subject Matter Experts, Animators from India, Malaysian voice talents and sound studios to deliver final product at standards set by Educational Technology Division of the Ministry Of Education, Malaysia. Project completed: September, 2010.

Logistics Consulting Engagements• Turkey Port Project Study: Worked in Germany HQ, presented strategic recommendation to Russian CEO to NOT invest in a Turkish green field port due to 2008 prevailing market conditions.• Tamil Nadu Port Project Study: Did analysis of Tamil Nadu’s 2008 macroeconomic data. Used multiple information sources to complete limited data from government agencies. • Indian Logistics Analysis: In project team of market researchers to overcome lack in primary data and develop Indian Logistics Analysis 2007. TransCare monetised it for INR 200,000 per copy by presenting to clients in an interactive workshop format.• Training Skill Map: Mapped perceived competencies and identified skill gaps in our Consulting team. Scheduled video conference trainings from HQ at Wiesbaden, Germany.

• Established and maintained performance measures of team of 8 Yard Supervisors and 72 Yard staffs to consistently achieve 12 moves per hour on average for all RTGs.Completed Projects & Value Adds• Identified problem in Terminal Operating System & drove vendor to implement patch. Took action against staffs perpetrating incentive fraud by exploiting the IT weakness in 2007.• Planned and executed empty yard accident risk mitigation by changing layout for the entire Westports’ empty Container Yard. This introduced new, safer work process for Empty Stacker Operators in 3 shifts; reducing machine downtime & insurance claim since 2006.