Top Management / Managing Director / CEO
Last Updated: 17th October 2019 (over 3 years ago)
Summary
• 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
Finished Master Degrees of Business Administration (MBA)
Jun 2005
— Apr 2007
Bachelor Degree of Business Administration (BBA)
Jun 1997
— May 2000
Minor in Business Japanese
GPA 3.17 / 4.00
Experience
Deputy Managing Director
Dec 2017
— Current
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.
Deputy Managing Director / Senior Sales Director
May 2004
— Nov 2017
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
Assistant Sales Manager / Management Trainee
May 2000
— Apr 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