Business landscape of hospital and healthcare industry has been changed rapidly. Puri Bunda has ambitious sustainable growth vision with omni-transformation agenda to stay relevant. It's my personal aspiration to work together with progressive local company, as personal responsibility to the country.It is remarkable progress during last 6 years, we are proud of following achievements :1. Launch HOMES ( Hospital Operation Management Ecosystem Services) to operate our client’s hospital of RSIA Cendana Premier in Ubud, Bali ( September 2024)2. Another 2 new hospitals ready to serve mothers and children, in Tabanan (March 2020) and Singaraja ( March, 2024)3. 3 centres of excellent, Fertility Center ( February 2017), Child Development ( July 2018) and Aesthetic & Plastic Surgery ( December 2022) are ready to serve our customers.4. People growth dominating by high internal recruitment in our talent pipeline for mid level to Hospital Director5. Zero down time in all hospital services during 2 years pandemic of 2020-2021.6. Strengthen Hospital Bylaws to encourage cross-healthcare profession collaboration7. Doubling revenue in 2 years through unlocking people potentials agenda, with High Employee Engagement index through EOS.

Focus on developing collaborative organization- inside and outside- with emotionally engaged workforce across organization. Settled the fundamental issues of people practices, while explore the possibilities to cultivate industry culture side by side with local wisdom. One of the best time to deliver people & organization transformation.Winner of 2014 Global CEO Award - Employer of Choice - Barcelona. Submission: "Unlocking People Potential & Bring Future Today". It's about crafting people strategy that fit with contract logistics industry as well aggressive business plan of DHL Supply Chain for Indonesia. Winner of 2016 APAC CEO Award - Employer of Choice - Singapore. Silver Award for submission: "Frontlines C&B Transformation to Keep Competitive". It's about 5 years change agenda of frontlines compensation model that fit with contract logistics business in Indonesia to strengthen competitiveness.Winner of 2018 APAC CEO Award - Employer of Choice - Singapore. Silver Award for submission :" Black Pegasus : IR Risk Mitigation of Labor Management Strategy "DHL Supply Chain Indonesia is Supply Chain Solution Provider, with 3,500+ employee nation-wide, 50+ key B2B blue chip customers, serving sectors of Consumer, Retail, Telecommunications, Technology, LifeScience, Automotive, Service Logistic. The company enjoy the achievement of highest grow globally, in the same time increase employee engagement significantly, while keep its lean organization.

Focus on change management for manufacturing stream, deliverables were include 25k hours team building training session in 3 years to strengthen employee engagement within plant, cross fertilization inter-plants to welcome big agenda of transformation to become lean-factories. Strive to bring HR compliance via 16 Danone fundamentals principle. Complete the professional exposure by establishing Supply Chain directorate, to bridge the smooth alignment across primary business processes. As Change Leader of Ganesha Project : ERP upgrades and expansion to 1,200 users, co-lead 90 project team members consist of consultants from various nationality, key user representative and IT specialist. It was one of the best time to learn and experience to implement different way of project management where change management were highly appreciated by sponsors and the whole team.Danone Waters Indonesia has 15 plants and 50+ distribution centre nation wide with 11,000+ employees. Main brand of Aqua, VIT and Mizone.

Australian based company's Mayne-Logistic -later acquired by Linfox- as new entrant had shocked Indonesia logistic industry in early 21th century. I was a first hired to establish the country leadership team as well the remain workforces. After 7 years Linfox enjoy growth of the business with 700+ FTE and 150+ third parties working together. Experience to perform dual role of country HR and Operation Manager to turn around the business with HR approach changed my mindset of lead & manage people. It was a great time to reborn myself as different HR practitioner, became true business partner.

An intensive rejuvenation program to restore industrial peace, employee engagement and organization productivity. Co-Lead collaborative planning, implementation, and evaluation in regular basis successfully connected HR with Operation. Lead Kaizen~7S initiatives with massive employee involvement. Improve employee welfare and proximity to employee, increase employer~employee trust. Rebuild relationship management - union for mutual benefit. Short period of service with super intensive opportunity to sharpen the competencies.

Tough era of economic & politic crisis throughout Indonesia, where country inflation rate fallen to 77%. Assigned as Country lead for successful down-sizing from 600+ into 150+ FTE, from 15 branch offices into 5. Co-lead business & organization repositioning from FMCG distribution company into Industrial Specialty and Bakery Ingredients focus . Collaborate with factory director to maintain competitive labor cost in the hyper inflation situation and rejuvenate ageing workforce for FMCG manufacturing company. Tough time that level me up as strategic partner in young age.

Alumni of HR excellence school in the country, Astra International. Starting as management trainee (ABTP) and intensive functional development ( HRODP). Series of Job rotations within HR functions and business partner connection with manufacturing, after sales& service in the good time and bad time of the industry. It made me a hybrid employee, strong combination of wide breath of business/operation and depths of integrated HR, known later as HRBP. My first employer that provide me strong foundation to be a passionate people practitioner, not just knowledge, skills & attitude. More importantly : values and purposes.