In my role in Circles, I help to drive the “control tower” for the company as they pivot and scale-up their B2B SaaS platform offering to Mobile Network Operators (MNO). Overseeing various programs and projects, I work to drive change in our ways of working as part of the wider digital transformation in the telecommunications industry.

During my tenure at Proxtera, I championed pivotal product strategy shifts, helming a private sector committee (PMO) overseeing global change initiatives. This role saw me closely collaborating with esteemed entities like the World Bank, UNDP, and ASEAN Secretariat. I also conceived a novel data analytics model to bolster MSMEs in spotlighting and enhancing their ESG credentials. This initiative laid the groundwork for a robust scoring model for sustainable supply chains, facilitating MSMEs’ qualification for green financing. Additionally, my innovative approach to SME lending, using unconventional data points for assessing intent-to-pay, garnered recognition, with a noteworthy accolade being the Fintech 65 Product Leader for innovation in inclusive finance.

In my role as a Co-Founder and Head of Operations at SCNX, I spearheaded the streamlining of sourcing and commercialization strategies. This effort not only elevated the P&L through contracts that generated US$1.8 million in revenue but also strategically cut infrastructure costs by US$5 million over three years. I was the driving force behind the innovative Transformation-as-a-Service (TaaS) offering, a significant addition to our service suite that brought in US$200K in annual revenue for the initial two years.

At Survitec Group, I was entrusted with constructing supply chain operations from scratch, efficiently taking control of the APAC region's Marine Products business within a six-month frame. I successfully formulated and executed a comprehensive supply chain budget and various strategic sourcing models. My efforts led to a 10% cost optimization for major categories and a seamless transition to a standardized ERP system, maintaining a high OTIF performance throughout the process.

My role at Gulf Oil Marine saw me leading the transformation to a digital supply chain, thereby substantially improving cash flow and operational efficiency. I played a pivotal role in establishing and optimizing operations in Indonesia, which led to significant margin improvements and cost reductions. My strategic initiatives in procurement, manufacturing, and distribution contributed to cost savings, margin improvements, and enhanced delivery times, establishing a solid operational foundation in the region.

At Shell, I crafted a strategic three-year commercial shipping plan that resulted in a significant reduction in freight procurement expenses. Through adept negotiation and contract management, I secured rates well below industry benchmarks. My leadership in continuous improvement and change innovation initiatives led to annual savings of US$2.7 million. Furthermore, I designed a strategic logistics network for a greenfield expansion project in Qatar, enabling increased sales margins and market access for the team.

During my tenure at ExxonMobil, I developed innovative freight models, led strategic projects for co-loading petroleum products, successfully negotiated contract disputes, and co-developed a hydrocarbon loss control practice. My role also included managing chartering operations for various desks and time-charters across the Asia-Pacific region, always with a focus on innovation and operational efficiency.