We help clients source and manage dedicated software teams in Indonesia to deliver high-quality cloud solutions and apps

Set-up from scratch and heading HR Operations, HRIS, and IT Support & Enterprise departments in GOTOKO which is a joint venture start-up between Gojek and Unilever operating within B2B e-commerce.Within 9 months period all HR, IT, Finance, Procurement, Productivity, and Collaboration processes were set-up and systems were implemented while the workforce grew from 20 to 270, along with several thousand external collaborators:Google Workspace Enterprise suite including all Data Loss Prevention and Info Security configurationsHRIS (DarwinBox)Recruitment (Greenhouse and TurboHire)Employee Experience one-stop-shop platform (built in-house)DevOps, Desktop Support, and Helpdesk (JIRA)SAP S4HANA FICO, MM, and SD modulesTask and Project Management (Asana)Communication and Collaboration (Slack)IT and Facilities Asset Management (Asset Tiger)All hardware and network infrastructure for 3 offices in Bali and Jakarta and 7 warehouses across IndonesiaEnabled growth of GOTOKO from Proof-of-Concept phase to serving more than 120,000 shops (and still growing)

Mapped and reassessed all HR processes, services, policies, reports and outputs, considering theapplication and benefits of automation/digitalizationAgreed a common HCID HR process framework and taxonomy, with standardized services, features,and work instructions.Program Management of overall HR digital transformationImplemented new HRIS (SAP HCM and SAP Fiori)Implemented new recruitment system (in-house developed e-recruitment system)Implemented HR Service Catalogue "one-stop-shop" for all HR Services (JIRA)Implementing automated onboarding process solution (OpenText BPM)Implementing document management digitalization solution (OpenText ECM)

Project stabilization, roll-out, and post go-live support of SAP HR and FICOImproved eNPS results over 2 waves through focus group discussion, key issues identification &corrective action implementationMigrated e-recruitment system and increased system speed and performanceImplemented AI Chatbot tool assessing employees engagementManaged all operational risk, audit, and policy maintenance agenda within HRActed as the HR Business Partner for Marketing, Customer Experience, and Legal departmentsRedefined the ExCo weekly governance framework by implementing the Balanced ScorecardmethodologyScoping, requirement definition, RFP preparation, and system piloting of “Paperless HR” solutions

Led a department of 18 direct report FTE´s and tens of external contractors, with an overallresponsibility for P&L and TCO of the SAP solution within the CSOB Group for Czech Republic andSlovakiaDelivered projects to timescale and budget such as implementation of SuccessFactors in HR,Enhancement Pack 7 upgrade, conversion to Unicode, implementation of Solution Manager, in-sourcingof ICT department, etc.Met budgetary, cost reduction, and service quality targets year-on-year through installing a culture ofcontinual improvementPrepared annual work plans with business domains and ensured that the SAP CC has the skill andcapacity to fulfill these plansSet-up of governance processes and SLA´s with business domains around change management,incident handling, request management, and overall service management of the SAP solution

Led implementation project of new tax regulatory requirements (FATCA) through matrix managementof 12 work streams across all the segments of the bank and 4 daughter companies, reporting directly tothe CFO Board MemberLed implementation project of SAP HR (PY, OM, PA, ES)Led the program of Business Process Management (BPM) implementation focused on deliveringprocess improvements in the Finance segment; from creating buy-in of the senior managementteam, across definition of core processes and process owners, through teaching the methodology,to preparation of annual process improvement plans and monitoring the implementation of 18improvement projects, personally leading several of them

• Created acceptance that a systematic process improvement approach creates significant and measurable improvement• Supported board members and direct reports in analyzing improvement ideas and scoping improvement topics• Led global six-sigma DMAIC activities and workshops from scoping to project management of the solution implementation:o Invoicing Process: reduced discrepancy between agreed an charged amounts from 32% down to 1.8%o Credit Note Process: reduced average processing time from 42 days to 12 dayso Cost Accounting of Fix Price contracts: increased allocation to relevant projects from 62% to 100% and eliminated 18 man-days of manual effort per montho Contractor Purchase Orders & On-boarding: reduced processing time from 18 days to 4 days• Designed, developed, and implemented process improvement/process compliance trainings and facilitated workshops:o Global six sigma/LEAN awareness training including process simulation for 3,500 employeeso Personally delivered in EMEA region 20+ sessions for 250 participantso Process governance workshops globally across IT Services locations for 44 Key process ownerso Prepared and conducted LEAN/waste identification workshops within one departmento Senior management team workshops addressing results from Business Partner Satisfaction Survey

• Six-month project assignment at a newly opened B2B Integration Competence Centre in Malaysia:o Designed and implemented engagement and quality control processes between B2Bi CC and several DHL Business Units o Defined and implemented quality reporting measures and KPI’s to be tracked• Designed, developed, and implemented a process tailoring mechanism used by departmental projects which was later adopted as the global IT Services standard for all projects to tailor their processes • Defined and implemented an audit approach and plan to monitor process compliance through bi-weekly project audits and follow-up on corrective actions• Ensured all quality standards, processes, procedures, and work instructions are defined, agreed and maintained globally • Ensured all new / amended processes and tools are effectively communicated, rolled out, and users trained

Implemented a reporting framework for controlling project statuses for up to 25 project managers in EMEA regionDesigned and implemented Programme Management Office (PMO/PSO) processes and workflows within departmentCo-ordinated program of transition to a recharging budgetary model in accordance with ITIL standards.Co-ordinated leading service parts logistics projects between DHL and HPCo-ordinated program of transitioning Logistics Information Systems from UK and Switzerland to the Czech RepublicManaged training requirements of inbound personnel from needs identification to course implementationFacilitated all knowledge transfer from outbound permanent and contractual staff

Attracted worldwide customers and delegates across a variety of industries and business sectors Performed corporate analysis which included building client portfolios and a business intelligence databaseGenerated new business revenues through cold-calling of potential prospectsDeveloped relationships and managed client accounts to achieve and exceed monthly and quarterly targets.Conducted market research, generated leads, and qualified prospects within Professional Training and Eastern European Conference divisions

Analyzed the current status of sales and marketing efforts within the companyConducted market analysis and identified worldwide target entry markets for Skoda Engineering Defined the 24-month strategy (roadmap) for expansion of current market share and new market penetrationConducted market and legal research needed to enter specific countries' markets

Managed the realization of a country-wide survey with target market doctors and medical personnelDeveloped relationships with field sales representatives for purpose of data gatheringAssessed the competitive share of voice for one product line Prepared the annual marketing plan for one product line based on the competitor analysis