Currently our team works on: - Mass / Targeted Merchants + Brands Acquisition and Incubation (Online & Offline)- Mass Merchants Education (Online & Offline) - Seller, Trainers, TSP, Creators & Internal Education- Our own TTS Channel Management (tiktokshopedu.my) + Socmed Engagement- Revenue, Gov Partnerships, CSR & Corp Partnerships- TSP (TikTok Shop Partners)- Customer Experience, GNE + Logistics (Biz POC), NPS, Payments

New additional portfolio of managing EL cluster.

Currently focusing on Merchant Acquisition, Incubation, Education and Community Engagement. Q3 vs Q2Managed-Seller GMV grew +46%Assortment Coverage grew +45%Assortment-with-Sales grew +30%Targeted Seller Penetration grew +10%Offline Revenue +RM150k> 100 offline events and >10,000 sellers metSuccessful first ever TikTok Summit! Q2 vs Q1Managed-Sellers GMV grew +400% and +90%# Selling Sellers and % Selling Sellers grew +5%Targeted Seller penetration +12%Targeted Assortment coverage +8%Offline Revenue +RM2MPartnerships Revenue +RM15MCommunity Engaged Sellers achieved 2x GMVMission Engaged Sellers 20x GMV leverNon-Managed Sellers Incubation grew 8xGMV market control share doubled. Q1 23 vs Q4 22:Daily Onboarded +52%Cost -33%Daily Selling Rate +8%GMV p/selling seller +35%Onboarded CR +10%Assortment Penetration +10%Graduation +10%Retention + 14%2023- Created New Seller Package for 2023- Rework parts of success measurements in order to account for the more “intangible” metrics, so that the team continues to have purpose and feel a sense of contribution in their work. - Double-down on the core platform mechanics, which are Live Streaming and Short Videos, instead of chasing to follow other competitor’s existing platform mechanics.- But such a big change also requires changes to our syllabus, so we took the time to update and localize it too. - Set up a new monetization arm in order to further grow profit for team and MY. - Thoroughly examined the data to understand the existing gaps from Inflow to Retention. Then spent time reworking the parts that were not up to industry benchmarks. - Incubation, Education, Graduation and Retention were heavily focused on, to ensure efforts and money from 2022 was not wasted. - Full dive into seller behaviors and segment them accordingly in order to drive specific and targeted outcomes.

2022 Updates- Successful restructuring of internal BD team with 50 FTEs, and switching of existing 100 BPO team to a completely new BPO for cost-savings. - Near-Zero turnover of existing FTEs in an industry that is famous for high turnovers. This is done even without budget for commission and incentives. - Our team had the highest employee NPS score in the country. - Incubation team had the highest results in the region, and also largest growth for managed sellers. - Malaysia team during 11.11 Mega campaign had the highest order growth, and only country with positive growth across all metrics in the region. - Handled reduction in product benefits and increase in Take-Rate without mass outcry. - Malaysia continued to growth market share amidst strong competition from No.1 local competitor. 2020 vs 2021 Updates+24% Seller Inflow & Live Seller conversion.+67% New Seller Purchasable Products+47% New Selling Sellers+73% GMV+71% "Targeted Sellers", and +21% BrandsCPL reduced by 80%- Grow and Manage an internal team of 65 internal FTEs and 92 external BPOs.- Complete restructuring of BD team, encompassing everything from Inflow (OM & Partnerships), Acquisition/ Targeted Hunting, Onboarding, Incubation, Growth and Post-90-Days Account Management. (Project Lazarus)- Complete revamp of Training, Quality, Output KPI, Forecasting, Target Setting, Data Intelligence, Performance Management, Online Marketing, Reporting, plus adoption of multiple new tools incorporating AI, Bots and Process Automation.- Create New Seller Package for 2022 (Hari-Harimau Package).- FY23 budget and headcount ownership, executed with major efficiency improvements - 30% reduction in cost, while driving 50% improvement to overall BD targets.

2021 Updates- PropertyGuru to go public in merger with SPAC backed by Richard Li, Peter Thiel- PropertyGuru acquires iProperty.com.my and Brickz.my in Malaysia- Agent Satisfaction Score at a new record of 85%.- 63% Market Share over past 6 months, and nearly 2x bigger than next competitor.

2020 Updates- Happy to post nearly +10% YoY growth amidst Covid-19 period.2019 Growth- Our team grew the B2C business by nearly 900% since joining in 2015.- Revenue + 65%- Subscribers + 20%- Over 40 months Consecutive achievements- Team size grew nearly 30%- Created 1 major campaign and 1 major new product to help with 2019 numbers.

FY 2018 Updates- Cash Income +46%- Subscribers + 25%- Retention + 4%- ZERO turnover in my team > 36 months- Took over the entire B2C Structure in August 2018. This includes Field Sales, Telesales, Acquisition, Retention and Customer Care.- Our team has achieved our targets consecutively for 35-months !!!2017 Highlights- Cash Revenue further increased by 50%.- Active Subscriber Base further increased by 23%.- Customer Retention further increased by 5%.- Customer Engagement maintained at >90%.- Online Sales further increased by 7%.- Average Customer Dollar Spending further increased by 12%.- Company went from “2nd Place” Online Property Platform in Malaysia, to 1st Place.- Sales Team Happiness and Engagement index increased to a new record high.- In June, MY Cust Care started answering inbound routing of SG calls as well.2016 Highlights- Cash Revenue increased by >150%.- Active Subscriber Base increased by 40%.- Customer Retention increased by 20%.- Online Acquisition increased by 15x.- Customer Engagement Rate hit >90%.- Customer complaints are <5% and abandoned calls are <1%.- Handled our first ever price increase without any backlash.- Company went from “3rd Place” Online Property Platform in Malaysia, to 2nd Place.- My team achieved the highest Employee Happiness and Engagement score in the entire Malaysian office.2015 Highlights- Revamped the existing B2C structure by hiring and training 3 fully-functioning new teams from scratch.- Additional information removed due to lack of space. Will include in resume.

As the Ops Manager, I was in charged of:1. Liaising with the Dev, Database, Campaign and Call Centre teams in order to execute a campaign from start to finish within the allocated time frame.2. Perform training for newcomers.3. Ensuring that the QC team properly evaluates all products of the Call Centre in order to maintain the standard and continue to provide results.4. Generate reports for clients on a weekly and monthly basis, and also help handle any tough cases which involves irate customers for the team.5. Writing all required Call Scripts in all 3 languages for the campaigns.6. Be the focal point for all clients via emails and also face-to-face especially when it comes to results or customer care issues.As Call Centre Manager was in charged of:1. Overall supervision and day-to-day operations of the Call Centre.2. Interview new prospective agents.3. Update incentive schemes and agent contracts as and when required in order to increase productivity and results.4. Lead and motivate the team of agents to achieve the monthly KPI's.5. Provide daily, weekly and monthly reports with detailed Insights and Feedbacks to the management in order to take note of any possible issues.6. Fortnightly results presentation to Clients to highlight key issues and achievements.Clients I have handled consist of:1. Maxis Malaysia (11 projects to date)2. Shell (MY/SG/HK/MO/PH/AU) (8 projects to date)3. Japan Tobacco International (7 projects to date)4. Technology One Australia (1 project to date)5. Other smaller projects.

As Call Centre Manager was in charged of:1. Overall supervision and day-to-day operations of the Call Centre.2. Interview new prospective agents.3. Update incentive schemes and agent contracts as and when required in order to increase productivity and results.4. Lead and motivate the team of agents to achieve the monthly KPI's.5. Provide daily, weekly and monthly reports with detailed Insights and Feedbacks to the management in order to take note of any possible issues.6. Fortnightly results presentation to Clients to highlight key issues and achievements.Clients I have handled consist of:1. Maxis Malaysia (11 projects to date)2. Shell (MY/SG/HK/MO/PH/AU) (8 projects to date)3. Japan Tobacco International (7 projects to date)4. Technology One Australia (1 project to date)5. Other smaller projects.

1. Overall supervision and day-to-day operations of the Call Centre.2. Interview new prospective agents.3. Update incentive schemes and agent contracts as and when required in order to increase productivity and results.4. Lead and motivate the team of agents to achieve the monthly KPI's.5. Provide daily, weekly and monthly reports with detailed Insights and Feedbacks to the management in order to take note of any possible issues.6. Fortnightly results presentation to Clients to highlight key issues and achievements.Clients I have handled consist of:1. Maxis Malaysia (11 projects to date)2. Shell (MY/SG/HK/MO/PH/AU) (8 projects to date)3. Japan Tobacco International (7 projects to date)4. Technology One Australia (1 project to date)5. Other smaller projects.

Clients I have handled consist of:1. Maxis Malaysia (11 projects to date)2. Shell (MY/SG/HK/MO/PH/AU) (8 projects to date)3. Japan Tobacco International (7 projects to date)4. Technology One Australia (1 project to date)5. Other smaller projects.

Handle inventory, online payment processing as well as answer questions via online website, forums, as well as offline and phone.Stay up to date with the latest gaming news, hardware and software in order to understand the consumer needs and behaviors.

Full time customer care and part time trainer for client P1 Wimax.

Customer care for Maxis Hotlink and Maxis Broadband.

Customer care and sales executive (for travel and tour packages) for client Jetstar Australia.

Telesales exec for PA insurance client ACE Insurance.