• Spearheaded the introduction of a Partner Management Program, significantly enhancing operational efficiency, evidenced by a 59% margin, a 97% Quality Assurance (QA) rate, and 16% of total trips being effectively managed by partners.• Revolutionized quality assurance processes by implementing Preventive QA measures, introducing Mystery Audits, and establishing an end-passenger feedback system, achieving an outstanding QA rate of over 99.6% across more than 7,000 trips. • Dramatically increased the per-trip value by 100% through a strategic A/C Management Initiative, enhancing profitability and customer satisfaction.• Boosted fleet mobilization from 44.9% to 89.6% and reduced the average fleet age from 4.7 to 3.2 years via a comprehensive fleet revamp project, significantly improving operational efficiency and vehicle reliability.• Rebranded and elevated the company's market position from a lower-end limousine service to a premium chauffeuring service provider, fundamentally transforming the organization's market perception.• Enhanced Human Resources practices by establishing the Best Chauffeur Selection program based on nine critical criteria, introducing bi-annual town-hall meetings and developing continuous training programs, including Gamification for Chauffeur training, that provided over 200 training hours within six months.• Led the development of an automated dashboard that consolidates key business metrics across Operations, Marketing, Finance, etc., and introduced Objectives and Key Results (OKRs) and strategic planning frameworks to streamline goal setting and performance monitoring.• Spearheaded digital transformation initiatives by introducing a cutting-edge booking platform, launching an API-based KPI dashboard, implementing a driving behavior tracking and scoring system, and pioneering gamification in Chauffeur training, significantly enhancing operational efficiency and employee engagement.

• Spearheaded the ERP Implementation Project using MS Dynamics 365, ensuring a seamless transition to a more efficient, integrated management system across all business functions.• Drove the active adoption and effective use of a digitized Quality Management System (QMS), enhancing quality control and operational excellence.• Led the digitization of the Skill Matrix and Line Balancing processes, optimizing workforce allocation and production efficiency.• Managed a successful collaboration with Hugo Boss for Process Improvements through the MEX initiative, achieving significant enhancements in operational workflows and product quality.• Pioneered the implementation of RFID-based box counting and initiated a pilot for RFID garment tracking for washing, revolutionizing inventory management and logistics.• Developed and implemented comprehensive dashboards for Utility Usage, Stores Ranking, and Procurement Functions, providing actionable insights that led to cost savings and improved decision-making.• Led core digital transformation projects including the implementation of Dynamics 365 (D365) as the cornerstone, introduction of a comprehensive Quality Management System (QMS), and establishment of a Process Audit Data Management System, collectively revolutionizing business operations and data analytics capabilities.

• Directed Robotic Process Automation (RPA) projects, overseeing initiatives from initial concept through to development and implementation, enhancing operational efficiencies and reducing manual workloads.• Championed RPA integration for workflow transformation and productivity boost, while spearheading AWS migration for enhanced performance and scalability, meeting escalating business demands.• Established a robust framework for RPA development and deployment, ensuring best practices and seamless integration across various business functions.• Fostered a culture of innovation by leading cross-functional teams in the exploration and adoption of RPA technologies, driving digital transformation.• Enhanced system reliability and performance through the strategic migration of bots, demonstrating expertise in cloud technologies and their application to RPA.

• Developed and implemented a comprehensive cluster process library, standardizing operational procedures across the board and significantly enhancing efficiency.• Spearheaded the development and successful rollout of administrative processes for the cluster, streamlining operations and ensuring uniformity in execution.• Led critical consulting initiatives as the Project Lead for McKinsey & Company, driving strategic improvements and fostering innovation within operational systems.• Managed key projects as the Project Manager for Porsche Consultancy initiatives, delivering high-impact solutions and achieving operational excellence.• Implemented a cloud-based Quality Management System (QMS) for finishing departments, revolutionizing quality control and facilitating seamless process oversight.• Initiated and successfully rolled out the "Defect Table" system, markedly improving quality across products by identifying and addressing defects more efficiently.

• Spearheaded the development and implementation of a groundbreaking "Lean Operating Model" for a newly established production facility, streamlining operations from Order Acceptance to Finished Goods, including recruitment and training strategies.• Revolutionized glove packing processes by introducing a highly efficient "Continuous Flow" system, drastically reducing lead times and enhancing productivity.• Successfully managed a transformative project overseeing the integration of robotics into production, optimizing workflows and driving operational excellence.• Designed and implemented a comprehensive Training School Model, comprising 18 SOPs and Process Maps, to empower associates and ensure seamless operations.• Led the re-establishment and standardization of key processes, specifically "AETs," on the shop floor, enhancing efficiency and quality control measures.• Championed Lean Six Sigma methodologies by delivering Yellow and Green Belt training sessions spanning over 500 hours, equipping multiple organizational layers with essential tools for continuous improvement.

• Orchestrated the facilitation of Long-Range Planning for the cluster, fostering strategic foresight and alignment across teams for sustained growth and success.• Pioneered the development of a comprehensive Systems Audit tool and executed meticulous process audits, enhancing organizational efficiency and identifying areas for improvement.• Engineered the creation and implementation of a cutting-edge real-time loss tracking mechanism within sewing plants, enabling proactive PDCA (Plan-Do-Check-Act) opportunities for swift operational enhancements.• Led the charge in conceptualizing and deploying a dynamic real-time loss tracking mechanism within sewing plants, fostering a culture of continuous improvement and enabling agile responses to production challenges.• Spearheaded the development and deployment of a real-time loss tracking mechanism in sewing plants, revolutionizing operational oversight and empowering teams to identify and address inefficiencies promptly.• Initiated cross-functional collaboration to streamline communication and optimize resource allocation, further enhancing operational efficiency and responsiveness.

Overlooked the LC (i.e. BU) with over 100 members and 9 functional executives reporting directly. The LC was heading for developing entrepreneurial leaders through delivering life changing experiences which generate positive impact on the globe I was responsible for, Organizational goal setting and periodic reviewing Maintaining key stakeholder relationships  Ensuring organizational sustainability Leadership pipe-lining  Knowledge management  Conference facilitation Financial and non-financial controlling

I was responsible for the main operations department of the BU. The department has 45 members working in 5 international project teams. The department achieved a remarkable growth of 850% over a year moving from “Dog” to “Cash Cow” of the organization.Won the award for the 2nd Highest Growth of Asia Pacific and won the award for Best Young Leader of the year

Prior to assume duties as the president of AIESEC CN, consultation (SEEDership) for AIESEC in NTU- Singapore was done on the areas of Project Management and Talent capacity developmentThe consultation included, Working together with AIESEC NTU to design a model for Project Design and Delivery Inculcating culture of Project Based on Exchanges at NTU Singapore Facilitation on reception and integration management of EPs Consultation on developing a sustainable knowledge transfer model suits for NTU

• Evaluating Business Processes and providing reasonable assurance as to Proper internal Controls are in place.• Preparation of internal audit plan and process the sampling.• Evaluating risk exposure associated with the business processes.• Maintain the communication and relationship with management.• Evaluating back-up and security • Reporting on findings of Internal Controls deficiencies