An analytical mind with a penchant for problem solving. Never the one to shy away from a challenge may it be in life or work. Believes that he has no special talents, just passionately curious about things.
January 2017 - Current
Captain of the ship currently manoeuvring through choppy waters of the local Malaysian startup scene. Innovating the logistics industry, 1 Porter at a time with a mind of Asian domination.
Drive overall strategy and ensuring growth & scalability of the business.
Assisting in operational setup of the hubs, identifying and executing key strategic partnerships in each market.
June 2016 - December 2016
Plays the role of the scrum master for the Malaysia business and driving the business initiatives to grow and scale the Malaysia market.
Supports cross department initiatives by providing relevant analytics and insights on behavioural patterns on users and trends.
Liaison to the regulatory bodies such as MCMC as well as governing bodies such as MDeC
Assisting in creating a unique identity and culture as well as spreading it and ensuring that all employees embodies the culture.
Think Big Digital
March 2015 - June 2016
Leading a team of 5 to manage and drive all projects related to Commercial, Operations as well as IT for the AirAsia’s Loyalty arm
o Oversaw the implementation and migration of the core loyalty system.
o Driving key projects in order to grow existing & new businesses for the Indonesia & Thai ventures
o Implementing Six Sigma process improvement to increase the efficiency on the day to day operations
Ernst & Young (EY)
January 2015 - March 2015
One of the Track Lead for the Malaysian Airlines (MAS) Restructuring Management Office (RMO)
o Working hand in hand with the MAS Track Lead for the implementation of an end to end contingency plan to cater for unwanted incidences that might occur before, during and after the MAS Restructuring exercise
o Facilitating engagement meeting between the RMO team and the MAS Business Unites to ensure efficient requirement gathering and smooth communication between both parties.
o Preparing materials for the MAS lead to be presented at the Board Restructuring Committee which consists of shareholders, Khanazah Nasional Berhad as well as MAS Board Members.
January 2014 - January 2015
Core member for the team tasked to set up 2 hubs & new airlines in Thailand & Indonesia
o In charge of business plan development, financial forecasting as well as operational set up for the hubs and airlines.
o Facilitator between the Thailand/Indonesia team with the Operations/Commercial team from AAX.
o Ensuring all regulatory and legal requirements for the set up are met and adhered too.
Reports to the Director of Business Development.
January 2013 - January 2014
Heads the Integrated Operations Centre for Air Asia X, which essentially is the nerve center for the airlines operations. Manages a team of 12 individuals who works on a 24 hours shift.
o Key contact person in the event of a flight interruption no matter the time of the day. Liaises with the local/overseas station personnel to overcome the issue to ensure minimum impact to the flight schedules.
o Facilitator between the all the Operations department with a KPI of dispatching 90% of flights within the stipulated departure time.
o Part of the evaluation team for the opening of any new stations.
o Handles all matters concerning crewing of the Tech Crew (Pilots) and Cabin Crew on the day of
Also the Rostering Manager for both Pilots and Cabin Crew in Air Asia X. Manages a team of 3 who handles the rosters of over 500 Cabin Crew and 100 pilots.
o Ensures all the rosters are published by a certain time of the month and with no issues of crew legality.
o All flights of the coming months are crewed with the sufficient complement as well as all the
criteria/requirements for different destinations are fulfilled.
October 2010 - January 2013
Responsible for developing the AAX Management Agenda together with the CEO, this is essentially the strategy that is channeled to the entire company in order for them to strive towards a common goal.
o Tracked all the key metrics that was identified and reports it to the AAX Leadership on a weekly and monthly basis
o Communicates the results and action plan for improvement to all departments in monthly/weekly sessions.
Project Manager for a variety of key initiatives with various departments such as In Flight Catering, Ancillary, Guest Services, Flight Attendants, Cargo and ICT in order to reduce cost as well as increase revenue. Projects include:
o Implementation of P.O.S system for In Flight F&B, Merchandise & Duty Free Sales.
o Introducing the Quiet Zone concept and area in the Aircraft.
o Launching of unutilized seats inventory ancillary products with partner Optiontown
o The facilitator between the CEO and the rest of the departments and reports directly to the CEO.
October 2008 - September 2010
Attached to various projects in the Oil & Gas client, PETRONAS in both downstream & upstream business.
1-man team to develop a new initiative for PETRONAS Group Technology Services (GTS) to solve the problem of an expanding workforce with limited workstations. Worked independently in liaising with external partieson behalf of GTS and reported directly to the then Senior General Manager of GTS. That initiative was launched in GTS in October 2008 has grabbed the attention of Group Properties Facilities Management (GPFM) for PETRONAS and was to be adopted at the Twin Towers. A very important experience in Project Management, IT System Development Life Cycle, Communications as well as meeting datelines.
Lead Analyst in a project to re-map processes for Project Implementation department in Petroleum Management Unit (PMU). Developed a Project Execution Governance Framework that was the guiding roadmap for any project execution by the department. Exposed to upstream business and Production Sharing Contract and the Life Cycle of Developing an Oil Rig. Working together in a small team to assess As-In processes and develop To-Be processes within a short period of time.
Cost and Work Transparency project for PETRONAS CARIGALI in Kerteh (PMO). The objective of the entire project was to develop a process / system to provide the Management of PMO a better transparency on the operational cost that is being spent by the various departments as well as the works that is tied to those costs. Steep learning curve on financial reporting elements, cost centre structures, cost allocation and also a view of the Oil & Gas industry from a Production Sharing Contractor’s view. First direct contact with the SAP reporting tool.
General Electric Aviation
January 2011 - January 2011
Universiti Tenaga Nasional
June 2003 - May 2008