Terk Ming Ching, Mba Email & Phone Number

Singapore

Toronto, On, Ca

Singapore , Singapore , Sg

• Head of Digital Transformation, with mandate to modernise and continuously improve SingPost’s technology capabilities to support the group’s strategic aspirations by implementing a sustainable digital operating model and reducing complexities.• Developed the group digital transformation vision, strategy and roadmap. Led five digital transformation initiatives including digital payment optimisation, customer service and claims transformation, customer onboarding, enterprise content management (sales operations) and robotic process automation (identity and access management).• Key achievement: Led the payment gateway replacement programme which increased the available payment method options for customer and resulted in SG$2M of net recurring savings for 4 years (against a one-time implementation cost of SG$300K).

Singapore , Singapore , Sg

• Head of Group Transformation, with mandate to strategically reposition SingPost and to reengineer the cost structure, via the LEAP group transformation programme, to compete effectively with agile, digital-native competitors.• Led the execution of the group transformation involving over 100 stakeholders including the Board of Directors and the C-suite senior leadership. Tracked benefits and progress of the programme using metrics against targets and proactively mitigated risks.• Guided and supported the initiation of other transformation programmes including Finance, Procurement and HR. Championed talent agility improvement by partnering with HR to identify skill gaps across organisation and co-developed upskilling strategies.• Key achievements:> Improved the group bottom line (EBITDA) by SG$89.5M, while revenue per employee and net profit per employee improved 13% and 23% respectively, after two years. The leaner cost structure was pivotal in improving SingPost’s overall competitiveness and market share from 20% to 46% in two years. > Increased net recurring savings by 244% (SG$63.5M per annum) from SG$26M p.a. to SG$89.5M p.a. and reduced the transformation consulting fees by 25% (SG$3.3M) after taking over the group transformation. Programme was audited and recognised by the Board of Directors as one of the key contributors in reversing 5 years of profitability decline.> Supported the Group CEO and CTO in the US turnaround taskforce which improved the EBIT by US$16M within 4 months.

Gb

• Part of the Singapore and Southeast Asian Management Consulting leadership team. Participated actively in business development, recruitment, resource management, coaching and performance review. Led presentations and discussions with clients including business partners and senior executives.• Managed multiple consulting engagements with up to 16 team members to assist clients from various industries, locations and sizes to optimise performance.• Key achievements: > Led the APAC Sales Go-to-Market work stream to roll-out the standardised, digital ways of working, in a large global post-merger integration for a NY-listed, French-heritage multinational client. The first work stream to successfully exit the Transition Service Agreement, almost two weeks ahead of the 4-week “hypercare” schedule. > Led the sales and proposal effort to win a seven-month treasury process improvement engagement producing almost SG$1M worth of revenue. > Led the finance transformation for a leading US private equity and asset management firm. Aligned the APAC Finance to the Global Finance Operating Model; harmonised chart of accounts, finance policies and processes for the APAC entities; gathered and translated the APAC business requirements for management reporting to functional requirements for the new ERP system.

New York, Ny, Us

• Collaborated with Asian regional offices to translate and implement finance transformation close acceleration strategies.• Assisted the Singapore and Hong Kong finance teams on critical priorities and digitalisation initiatives including the SAP Ariba implementation.• Key achievement: Managed the implementation of the Global Initiatives for Investment, Pensions, Excess-of-Loss (XOL) reporting and 15 international reporting entities, resulting in the significant acceleration of the financial close from the 15 to 8 days, bringing organisation in line with industry peer, generating cost savings in excess of US$8M and the reduction of worldwide manual journal entry count by 29%.

New York, Ny, Us

• Collaborated with US head office and regional offices to translate and implement finance transformation close acceleration strategies.• Assisted the New York finance teams on critical priorities.

Chicago, Il, Us

• Key achievement: Led the Mortgage Default process workstream to assist one of the largest US financial services groups to identify risks, test controls and optimise processes of the mortgage servicing operations to meet the industry benchmark, and comply with the organisation’s policies and various regulatory requirements.

London, Gb

• Assisted large financial services clients to analyse, design and execute strategies to optimise the finance function and the core business operation, to reduce operating costs and to comply with regulatory demands including the Patriot Act, the Dodd-Frank Act, Federal Reserve Bank and FFIEC (Federal Financial Institutions Examination Council) reporting and FATCA (Foreign Account Tax Compliance Act).• Participated actively in project proposals to scope, analyse, develop and present solutions to clients.• Supervised project teams and project management activities including planning and managing resource, project budget, quality review and digital collaboration tools.• Key achievement: Managed a team of 12 US and India-based resources in the FRB and FFIEC regulatory reporting assessment and remediation at a large European bank. Defined, developed and implemented a new quality assurance process that significantly enhanced review quality. Received performance rating of 4.5 out of 5 (“significantly exceeded expectations”) for the seven-month-long engagement.

Armonk, New York, Ny, Us

• Participated in the design and implementation of various mid to large scale finance and corporate strategy projects, and in the project management of a large business transformation programme.• Led presentations, workshops and discussions with clients including senior executives.• Coordinated the IBM Global CFO Study 2010 effort for the Australia and New Zealand region. Presented the study outcome at a CFO conference.• Key achievements: > Led the finance activity analysis and ROI cost-benefit analysis, and participated in the business case development and the redesign of the Finance Target Operating Model and Account-to-Report process in the Finance Transformation programme at a leading Asia Pacific retail bank. Won the IBM Thanks! award for exceptional leadership and work ethic. > Led the cost allocation remediation effort as part of an Oracle-based business transformation project at a manufacturing and distribution client. Recommendations presented to the CFO were subsequently implemented, generating approximately AU$100,000 worth of additional revenue.

Armonk, New York, Ny, Us

Sydney, Nsw, Au

• Workshop leader for the Financial Accounting & Reporting (FIN) and Management Accounting & Analysis (MAA) modules, two of the 5 modules in the Chartered Accountants Program• Examination papers marker for the FIN module

Mba, Management And Strategy

Bachelor Of Commerce, Accounting & Economics

Ca Program (Graduate Diploma In Chartered Accounting), Accounting

Gce "A" Level, Math & Science