ShawKwei & Partners is a private equity fund manager with offices in Singapore, Hong Kong, Shanghai and San Francisco. We have over 25 years experience in Private Equity investing in Asia.We invest in middle-market manufacturing and service companies operating across Asia, US and Europe. Our deep knowledge and experience enables us to understand the unique challenges faced by Asian companies competing in today’s global markets.We take significant ownership stakes in our investments coupled with a disciplined and hands-on management of those investments. Our investment philosophy is to lead portfolio companies to build better businesses and achieve long-term success.

Healthzilla is a health and wellness -tech startup which utilizes A.I. and machine learning to revolutionize and democratize health. It's service is able to read and understand an individual's scattered health and wellness data from multiple sources, analyse it, and translate it to human-language coaching advice,I was responsible for the financial management of the group, setting up legal entity structure and ensuring compliance with tax and regulatory frameworks. I also managed investor relations, did fundraising pitches, and drafted required investor documentation. I implemented an accounting system for the group and take actively part in the marketing efforts by creating digital campaigns, SEO and creating amazing health -related podcasts.

I lead the setup of a new Finance Shared Service Center in Singapore to serve the group’s Asian entities with accounting operations (GL, AP, AR). The project was completed in 6 months and was considered as a resounding success by the stakeholders. I left the corporate career on my own terms to pursue experiences in the startup world.

Regional CFO for the Marine sector in Asia Pacific & Middle East, covering businesses in Dubai, India, Singapore, Korea, Japan, Australia and New Zealand. Full P&L and balance sheet ownership, driving actively the business performance through financial metrics with high focus on customer satisfaction, business growth and ensuring effective financial controls across the region. Building and leading a team of high-level in-country finance managers and their teams.Post-merger stabilization and control of the business. This is continuing the same role as in Rolls-Royce after Kongsberg acquired Rolls-Royce's Marine Division in March 2019.

Regional CFO for the Marine sector in Asia Pacific & Middle East, covering businesses in Dubai, India, Singapore, Korea, Japan, Australia and New Zealand. Full P&L and balance sheet ownership, driving actively the business performance through financial metrics with high focus on customer satisfaction, business growth and ensuring effective financial controls across the region. Building and leading a team of high-level in-country finance managers and their teams.Pre-Acquisition preparation and dataroom control. Rolls-Royce sold its Marine Division to Kongsberg in March 2019 and hence the change of employer.

Finance manager for the Marine Services South East Asia business and spares global distribution center Asia with full ownership of the P&L, balance sheet and growth of the business together with the site management team. Lead business finance support for the region in the implementation of Baan 5 to each of the Asian sites. Lead a regional improvement project where we simplified, standardized and automated the accounting processes as much as possible following the implementation of a single ERP system (Baan 5) across the region. After this we centralized the accounting operations of all Asian countries to the Finance Shared Service Centre in Singapore. This project was awarded the Rolls-Royce Group CFO award in 2016.

Regional head of FP&A, working with 9 sites across the Asian countries.Consolidation of monthly, quarterly and annual results and forecasts in HFM for the region.Financial analysis to support the regional management team by creating standardized reports and presentations.

Successfully lead the project of improving and standardizing the budgeting and forecasting processes of 70 sites in over 30 countries across the Rolls-Royce Marine business globally.Closely examined the current state of budgeting and forecasting by conducting a thorough interview process globally, seeking for best practices and ideas.Developed a new budget process and robust tools for the five different business streams of Rolls-Royce Marine based on best practices identified in current state analysisIn Q1 forecast 2012, 80% of the 267 Rolls-Royce Marine Reporting entities in Hyperion used the new standard forecasting tools –with very positive user feedback across the business.The project was considered a resounding success by key stakeholders and results exceeded expectations.The process and the tools were effectively used across the Global Rolls-Royce Marine business for the next 7 years, all the way until the business was acquired by Kongsberg.

Financial controlling of Civil Small and Medium engine products at both ends of the product life cycle, including aftermarket sales. This role had emphasis on business partnering with an in-service product and a development product about to make the initial EIS, providing profitability analysis and forecasts to support the strategic decision making.On the technical side, I was heavily involved in contract accounting processes (IAS 11 & 18) for the Long Term Service Agreements for an engine programme.

Financial controlling of the Small Waterjets product category, including supporting key capacity decisions and business partnering. On the other hand, I managed and operated the foreign exchange risk exposure hedge portfolio for Rolls-Royce Finland legal entity.

Co-founder and managing partner in a Tutoring business in which we coached and tutored high-school graduates preparing for Universities' Business Schools' entrance exams. I specialized in teaching and coaching the students Economics and Accounting.This experience was crucial in terms of gaining a deep understanding of all the key processes of a small business, including sales, marketing, customer satisfaction and service, financial management and operations management.

Financial controlling of the Helicopter engines' product category including monthly reporting, forecasting and through-life profit planning for two major Defence Aerospace engine programmes. Special emphasis was on UK MoD and US DoD -type government contracts and the specific financial treatments of this type of business. This role also included an ad-hoc project, where I lead the accounts reconciliation and correction project of a London-based Joint Venture. This project taught me a lot about the importance of accounting controls and audit trail.

Operating accounts receivable and accounts payable functions of Rolls-Royce Finland, including FX-hedging management and delivery analysis.

President of the 4500 member Student Union's Parliament and publicly elected member of the Parliament including Chairing of the Parliament meetings and active campaigning and preparatory work for ballots and improvement initiatives.This role was also representational and included negotiations and lobbying in various events with different representatives of the society, both in business and politics.

Head of a 7 member Executive Board of the Student Union. This role was highly operational and included managing the daily operations of the Student Union together with the Board Members and Secretary General.

In this position, I managed and developed the business and public relations of the Student Union. This included developing and selling student marketing campaigns and recruitment co-operation opportunities to external Businesses. Political lobbying and negotiations were also my responsibilities.

In this role, I was responsible of managing and coordinating the business relationships of the Business Students' Union. High emphasis was on relationship management and selling student marketing campaigns and recruitment opportunities to external businesses.

Conducting the compulsory Finnish Military Service, I spent my year by studying national defence and leadership skills. At the end of my service, I was responsible of planning and leading the daily operations, training and combat drills of a 220-men infantry company. I am currently in reserve and hold a rank of Lieutenant.

During my Secondary School & High School Studies, I worked in the fast food industry, eventually making my way up from a restaurant worker to Shift Manager. As a Shift Manager, I lead the daily operations and sales with groups of 3-10 employees on my team.