Vice President Human Resources Aug 2018 - Sep 2024

My role is to raise the competencies of employees to support digital transformation. This is achieved on two fronts: the people level and the leadership level. At the people level, more than 700 employees attended at least one future-proof training course per year. At the leadership level, digital leadership was emphasised and courses like Transformational Leadership for the Digital Age, Design Thinking Agile Leadership were implemented up.

Employees were also equipped with digital competencies like digital marketing, social media marketing, digital audience engagement and data analytics. Data storytelling and visualization were in focus as these were necessary to support data-informed decision-making at all levels of the business. All these competencies were identified and institutionalized in an evergreen Training and Competency Roadmap for the organization.

Regional Head, Learning and Organisational Development Sep 2017 - Aug 2018

• Successfully positioned Group Leadership Development programmes like Mintzberg Five Mindsets and Manager Must Manage (MMM) to help managers at all levels deliver their professional managerial responsibilities.

• Widened my skillset in facilitation through achieving certification on Appreciative Inquiry (AI) as a method to manage change, organisational culture and business strategy.

• Successfully triggered many collaborative conversations to achieve alignment of thoughts and actions through AI and its foundation of positive psychology.

• Further enhance my competencies in Executive Coaching through achieving certification in Somatic Psychotherapy (Hakomi Method).

Deputy Director Mar 2011 - Sep 2017

• Successfully embedded the practice of Coaching Mentoring to cascade the organisation’s Core Values Philosophy.

• Created and sustained a culture of coaching and forward thinking among the leaders to strengthen succession planning efforts of the organisation.

• Conceptualised and designed the solutions-based Coaching Framework for the larger supervisory population of 280 managers.

• Equipped leaders with executive coaching competencies and certified them as internal coaches, achieving 80% in cost savings from appointing external coaches.

• Gained far superior connectedness among staff though facilitating in team-building events as part of Organisational Effectiveness via annual workplan retreats, policy review sessions and external stakeholder analyses.

• Achieved higher staff retention rates and better people-centred leadership culture through the design and implementation of a progressive set of milestone Leadership Development programmes for young professionals (as individual contributors), developing leaders (as team leaders) and senior leaders (as organizational leaders).

• Increased course content relevance by 50% through the application of Blended Learning Solutions (BLS), incorporating real and relevant business case studies for course participants.

• Attained 99% return rates in the organization-wide 360 Degree Feedback Exercise with the top 180 leaders being rated and the rest of the organization as raters.

• Professionally led the design, data migration, testing and successful implementation of SAP Training Administration Module as part of the larger HR Administration System. Applied Effective Change Management techniques to sustain a new way of working among Training Administrators.

• Strategically concluded two Employee Engagement Surveys (EES) (2012 2015) with optimal investments in the design and systematic survey roll-out. Further investment of time and effort was streamed into the follow-up actions arising from the recommendations of the survey report, established at department and organization-wide levels.

• Initiated and sustained Employee Engagement with the development of a gamification platform, CoCadre (a mobile device app), where dip-stick surveys, quizzes and news feeds could be uploaded. This app was also used to sustain the culture of Ethics Corporate Governance in a fun way for staff, through the use of eLearning and mLearning.

Senior Consultant, Human Performance Improvement Oct 2008 - Feb 2011

• Consulted for and developed workplace learning strategies for start-up and operational manufacturing plants in the energy industry; both for privately owned as well as national oil companies. Implemented sustainable strategies that meet business performance expectations.

• Designed and implemented the Master Training Plan, Training Organization, Leadership Development Framework, Training Matrices, On-the-Job Structured Training Curriculum and Competency Testing, Learning (LMS) and Data Management (DMS) System for a national oil refinery in Vietnam.

• Engaged functional leaders with an extensive Training Needs Analyses to enhance the attractiveness of an engineering career for graduates in a national oil company.

• Designed the organisational framework and infrastructure of a national energy training institute in China, upskilling the skillsets of a generation of employees to attain higher business competitiveness.

• Facilitated and launched the Envisioning, Mission and Values creation process for organizations; especially start-up organizations transiting into “Business-As-Usual” operations or organizations who have gone through mergers and acquisitions.

Regional Learning Development Manager Jul 2005 - Oct 2008

• Raised the profile and visibility for Learning and Leadership Development of staff in Singapore, Dubai, China, Australia, New Zealand, Japan and South Africa including the stewardship of Systems and Technical Training in the Integrated Supply and Trading (Eastern Hemisphere) business.

• Deployed and achieved global alignment for the training and assessment of regional Traders, Supply Operators and Business Analysts in order to multiply their value add to the organization. Course development and customization included the customization of simulation games to balance didactic learning. Developed Competency Assessment Centres for graduate recruitment and development of the graduate management trainees. Implemented a user-friendly Training Administration System to support the “No Training No Access” policy.

• Conceptualised and developed the learning and development programme of new BP affiliated business entities including China Aviation Oil and BP Energy Asia (Australia) in order meet the Ethics and Corporate Governance compliance requirements of the financial services regulators in Singapore (MAS) and Australia (AFMA).

• Increased learner engagement through the design and development of e-Learning modules for business development, and compliance training including Anti-Money Laundering, Credit and Financial Operations Risks. Extensive case studies of ENRON (USA) and BARINGS BANK OF LONDON were also designed into the training programmes in order to support compliance related activities in the front, middle and back office organizations at BP.

Principal Consultant Oct 2003 - Jul 2005

Ran my own training and consultancy business.

Training and Safety Manager Nov 2001 - Sep 2003

Projects Engineer / Supply Trading Operations Apr 1994 - Oct 2001

Master of Science (Human Resources) Jul 2000 - Jul 2003

Majored in Training and Performance Management, pedagogy, andragogy and training systems (organisational, national, trans-national).

Bachelor of Engineering (Mechanical Engineering) Jun 1991 - Aug 1994

Majored in Design and Automation

Diploma In Engineering (Mechanical Engineering) Jul 1984 - Jun 1987

Majored in Manufacturing Engineering (Robotics, Automation and Computer Numerical Control)