Top Management / Managing Director / CEO


Last Updated: 17th October 2019 (over 2 years ago)

Address
Lao People's Democratic Republic

E-mail
Locked

Phone Number
Locked

Gender
Male

Age Range
35 to 44

Qualification Level
Masters

Languages
English, Thai

Summary

• Entrepreneurial minded senior executive with consistent success in starting, leading and improving the profitability, growth and value of companies.
• Experienced planner / leader and specialist at identifying and capturing business opportunities.
• Leading and concentrating to work as a team.
• Cool under pressure and dedicated to delivering promised objectives on timely manner.
• Outstanding interpersonal and communication skills

Qualifications Summary
Shareholders Policy Implementation / P&L and Operations Management / Change Management /
Accounting & Financial Analysis / Workflow Solutions / Human Resources Development /
Human Resources Management / Teamwork Motivation & Management /
Process, Productivity & Efficiency improvement / Technology implementation /
Client Relationship Management / Sales & Marketing Strategies / New Market Penetration Strategies / Private and Public Sector Networking

Education

Assumption University of Thailand
Finished Master Degrees of Business Administration (MBA)

   Jun 2005
— Apr 2007

GPA 3.62 / 4.00

Assumption University of Thailand
Bachelor Degree of Business Administration (BBA)

   Jun 1997
— May 2000

Major in International Trade
Minor in Business Japanese
GPA 3.17 / 4.00

Experience

Viengthong Phama Import Export Sole Company Limited (Vientiane, Laos PDR.)
Deputy Managing Director

   Dec 2017
— Current

Worked as company top management and explore in details with the optimized profit maximization. In the other hands also assist Managing Director (Group President) to establish new working flow, standard of procedures, new data analysis method and its monitoring functions, so on and so forth.
In addition I also the team leader in enhancing sales and marketing team functions especially customer relationship management, sales data analysis and monitoring, financial analysis and its short term and long term plan, sourcing the new opportunities products to the market, company repositioning program from sales volume oriented to be profit maximization oriented and due diligence on president targets and all working areas.

 Maximize sales team capabilities. By generating realistic sales target and find out new potential to each sales person and each sales team.
 Inventory management. Change the new stock holding policy starting from acquiring finished goods from principles, managed buffer stock and its ordering cycle time and manage its sales volume along with promotional programs
 Improved efficiency and profitability by leading distribution channel re-engineering that include better interpersonal communication, service improvement and enhanced supply chain management
 Participated and led all organization strategies including human resources management, human resources development, financial strategies, sales & marketing strategies, company yearly budget, growth strategies, workflow solutions, etc.
 Led monthly accounting and financial analysis in order to lay down the best company monthly strategies along with capital and resources management
 Customer relationship management. Concentrating mainly on big projects key decision maker like Ministry of Health tender, Central Hospitals bidding, Southern Provincial Hospital bidding, Northern Provincial Hospital bidding, NGOs souring programs, Mining business especially on clinical and maintenance parts, etc.
 Cost Reduction. Reduced finished goods costs by renegotiating with all main key suppliers in terms of both cost of goods and payment terms.

King Pac Industrial Company Limited
Deputy Managing Director / Senior Sales Director

   May 2004
— Nov 2017

I’ve participated to manage as top management at this orgnization. My main function is to lead sales & marketing team for both domestic and international market.
In addition the Board of Director and Assistant Managing Director of King Dpac Distribution Company Limited (Our Sister Company), I have controlled overall company policy and its strategies including sales & marketing functions, accounting & financial analysis, supply chain management, human resources management and its profit & loss.
Turned around and provided executive management to a $210 million sales volume / annual, largest plastic packaging company in Asia, serving both domestic and international blue-chip accounts (Walmart, Woolworth, Tesco, Casino Group, Big C, Makro, 7-11 Holdings, Bridgestone, Michelin, Seagate, etc.) As member of Top Management of both companies, I’ve to set up and implement strategies as per all stakeholders’ benefits. In charge of the day-to-day executive management including budget control, sales forecast, human resources management, and due diligence on shareholder targets.

 Productivity Improvements. Improved overall productivity by establishing roles and responsibilities that clearly define tasks for employees
 Increased revenues from $100M to $225M by expanding new distribution channels in both domestic and international market
 Company Re-positioning. Re-positioning company from being OEM producer into international brand player.
 Improved efficiency and profitability by leading distribution channel re-engineering that include better interpersonal communication, service improvement and enhanced supply chain management
 Technology Improvements. Streamlined operations, established processes to support growth, and ensured the highest levels of customer satisfaction by developing and executing a strategic plan for technology improvements
 Participated and led all organization strategies including human resources management, human resources development, financial strategies, sales & marketing strategies, company yearly budget, growth strategies, workflow solutions, etc.
 Participated and led new market penetration including new international market like Lao PDR, Myanmar, Cambodia, Japan, South Korea, Singapore and South America Continent
 Cost Reduction. Reduced costs per unit by 12% and further reduced labor costs upon implementation of technologies and workflow improvement
 Improved sales operation by regrouping business accounts both national and international market in order to match with customer requirements. Improve account management through the implementation of customer relationship management
 Stakeholder benefits management. Led the organization to fulfill shareholder wealth, employees benefits, local community (through annual CSR program), customer (through CRM program), supply chain management (win-win arrangement with suppliers)
 Led monthly accounting and financial analysis in order to lay down the best company monthly strategies along with capital and resources management
 Building new business networking by creating trustworthy relationship in both private and public sectors
 Concentrated on continuous human resources development through various programs such as Happy work place, in-house training, on the job training, professional seminar, distance learning education and religious & ethical seminar
 Constructed Department and Individual KPI. Encouraging “Performance Appraisal Program” in which all staffs can acknowledge and develop their personal abilities, teamwork cooperation consequence to improve both department and organization level
 Being a good role model by emphasizing on respect, teamwork and collaboration with all different levels throughout the organization. Commitment to excellence and believe in people abilities.
 Being a good leader as a coach by emphasizing on two ways communication, open-minded for new paths of excellence generated by staffs and transparent management

Maersk Sealand (A.P.Moller Group) Bangkok, Thailand
Assistant Sales Manager / Management Trainee

   May 2000
— Apr 2004

Started up career path as management trainee and rotated to work as pricing management in Hong Kong on 2003 and as country manager in Union of Myanmar on 2003 to early of 2004,

I’ve directed sales efforts both in Thailand and Myanmar as country manager in Union of Myanmar and assistant sales manager in Thailand.

 Increased sales 37% in 2002 and 26% in 2003 through market repositioning in both North America and South America trade lanes
 Delivered 2002 and 2003 channel expansion through strategic channel plans which directly approved by Head Quarter (Copenhagen, Denmark)
 Closed the third biggest account of Maersk Sealand worldwide which also company new account valued over $4 million a year in 2002
 Facilitated business growth by building new company joint venture partner in Myanmar on 2002
 Led Myanmar business to be market leader by establishing new groups of customer (Garment business, fishery business and food processing business) along with clear communication with controlled office in Bangkok, Thailand.
 Cost Reduction. Reduced operation costs in Myanmar 13% by eliminating redundancies and consolidating back office services
 Participated as A.P.Moller Group committee “Worldwide Star Link Project”. Participated with 30 committees worldwide to introduce “Star Link Project” in order to reduce operation costs via new technology implementation
 Joined A.P. Moller Group Country Leader meeting on 2004. Formulating business strategies in order to comply with Head Quarter policy

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