• Concurrently project managed, developed Business Plan, Cost & Productivity frameworks, for a leading heart institute – managed a team of consultants including a colleague from the Swiss office
• Business plan scope included examining present and future health care industry dynamics, patient demographics, technology prevalence of heart diseases and funding systems of key developed nations for health care – objective of ascertaining their current and future position within industry
• Led various focus group and individual doctor interview sessions and Visioning workshop with senior doctors and management – objective was to explore a feasible operating corporatized model for the Heart Institute
• Project managed the operational productivity study which reviewed the workflow of various wards eg. Intensive Care Unit, pediatrics etc.
• A review of the pharmaceutical items was conducted to rationalise the list of drugs available and included the review of its tender and award processes

• Ascertained aspirations & expectations of local environmental non-governmental organisation(NGO) awarded with European Union funds to solicit for conservation project proposals
• Developed strategies to build capacity among eligible recipients i.e. National Stakeholders Committee (NSC)
• Capture salient features in the EU document to localize to Malaysian context
• Clarified expectations of various stakeholders
• Provided a framework for analysis of submitted project proposals
• Prepared Project Charter and evaluation criteria for the successful application of project proposals

• • Facilitated identification of key success factors to draw higher value project proposals into the future

• Provided project management best practices and templates to be utilized by project applicants

Prepared documents to effectively communicate with non-state actors on expectations and processes involved

• Developed compensation framework to promote a performance and quality driven culture based on:-
  • Reward system which encouraged performance excellence
  • Promoted teaming among various groups from different departments
  • Differentiated and retained high performers
  • Encouraged consistent performance and continuous improvement
• Facilitated development
  • Supply chain management, operational goals and matrices that are tied to compensation
  • Pivotal processes through value chain analysis that encourages greater team work
  • Changed culture and compensation that promotes teaming when goals are achieved

Framework to iteratively review and raise performance bar  

• Collaborated with the Board of Directors to develop a customer centric organization for a regional ERP service provider
• Facilitated process to install a knowledge management culture and database
• Gathered feedback from customers about service level from permanent staff and contractors
• Shared customer feedback with Board of Directors and staff
• Conducted brainstorm workshops for staff to gather input for improvement
• Reviewed ways to implement Customer Relationship Management and Human Resources Information System
• Trained and coached staff in efforts to change organisation culturally to a customer centric organisation
• Developed dashboard of goals and key performance indicators as a customer centric organisation

• Brought healthcare industry knowledge, strategy, supply chain management conceptual and operational experiences, financial modelling; to facilitate the identification of key issues and strategy development – to renew privatisation concession for National Pharmaceutical Distributor
• Interviewed key management to gather views for rationale of the concession renewal and its future strategic direction
• Prepared a preliminary storyboard for the renewal, based on feedback from interviews with management and key stakeholders
• Facilitated a brainstorming session with senior management staff to affirm storyboard and on future strategies for the renewal of the concession
• Conducted working sessions with the management to finalise details of the renewal report
• Consolidated and prepared report which identifies the rationale, verifies strategies to renew the concession
• Projections into next 5 years
  • Profit and loss statement for the concession based on the current inventory list, based on agreed market assumptions
  • Costing model for the concession based on technical inputs, key parameters, variables and assumptions
  • Evaluation of price strategies
  • Demand and supply projections
  • Potential future investment requirements
• Strategies included :
  • Better positioning to enlarge future pharmaceutical list, with projected cost savings expected from economies of scale
  • Cost savings for the Government of Malaysia eg. inventory and operating expenditure
  • Potential areas for supply chain optimization and its value chain constellation

Overview of ways to improve local health care industry and its supply chain partners eg. future supply chain competencies and international exposure

• Concurrently project managed a team of consultants, on a privatisation proposal, 5 year business plan and financial projections; for local chain group of laboratories
• Developed Business Plan together with various key strategies and action plans to propel the laboratory into becoming among the top 2 laboratories within 5 years – brainstormed with Chief Executive Officer(CEO) on market growth and penetration rate to be achieved
• Evaluated growth reported in their annual financial reports which was on track
• 5 year financial projections were conducted to ascertain the actual cost of providing such services with projected growth and profit margins
• Privatisation proposal pertained to a laboratory service within the Ministry of Health
• Proposal scoped and delineated the laboratory service solicited with potential key benefits highlighted

• Team member involved in strategic analysis of synergy created by large chain group of hospitals, through the use of ‘Economic Value Added’(EVA) modelling
• Deduced the reasons for the current state of its EVA from a hospital industry perspective
  • Designed interview questionnaire with both quantitative and qualitative key performance indicators
  • Led 2 sets of interview sessions with Chief Executive Officer(CEO) and her senior management staff members
• Analysis was presented and brainstormed with the CEO and her senior management:-
  • Current ways that group’s revenue was derived and major cost drivers
  • Benchmark of other private hospitals portfolio of revenue and cost – highlighted group’s differences in revenue generation particularly with other private set-ups

Identified other areas for improvement eg. Casemix costing (Activity Based Costing modified for hospital set-ups), Performance Measurement, Marketing, Strategic Information Systems Plan

• Performed and managed Diagnostic Assessment project with 2 other personnel -involved ‘turning around’ a hospital from the red into the black, in which analysis reviewed revenue collection and cost reduction
• Immediate success recorded with identification of debt outstanding of RMXX,000 at Accounts Receivable department – which was collected within 4 weeks to improve cashflow
• Provided input on ways to improve accountability of materials management and purchasing department with the Chief Executive Officer (CEO), to avoid fraudulent activities
• Discussed with CEO ways that price of goods purchased could be reduced –volume purchases with other sole and independent hospitals and clinics
• Discussed various marketing strategies for other support activities with CEO eg. expand successful bakery beyond the hospital premise

Successfully implemented as evident with set up of bakeries, availability of breads and pastry in selected supermarkets through out Malaysia

• Identified health care related service lines in demand in an untapped market such as Malaysia i.e. case-mix costing and clinical benchmarks for global management consultancy in Kuala Lumpur
• Organised case-mix costing presentation/ seminar for partner in charge of global consultancy’s New Zealand Health Care practice as presenter – 40 participants from public and private hospitals attended
• Organised follow-up case-mix presentation for Director-General of Health, Ministry of Health and University Hospital team involved in case-mix research, & 2 private hospital chains
• Developed health care consulting strategy focusing on market size and projected growth for identified service-lines over phases; resources, training and skills required
• Prepared numerous proposals involving specific health care service-lines, organisational change management, Enterprise Resource Planning(SAP), for potential health care clients

• Completed Market Environment Analysis’ on 2 multi-national corporations, to assist in identifying consulting opportunities for a global management consultancy – for Australian and Asia-Pacific partners
• First analysis used to target an American multinational with business presence in Asia-Pacific, the second to penetrate a local multi-national corporation
• Analysis included details of geographic location of manufacturing and distribution sites, products provided and distributed by individual sites, current marketing, advertising and strategic initiatives, issues impacting overall client performance like financial crisis in Asia, financial and productivity information, Information technology capabilities, competitor analysis, ‘Strengths, Weaknesses, Opportunities, Threats’ analysis – worked with virtual team from Australia, India, Japan, South Korea & Taiwan to obtain information

Recommendations on consulting opportunities have since been translated into a ‘Shared Services’(based on cost savings) sales pursuit for the local multi-national corporation

Feasibility Study & Commercial Negotiation

• Conducted financial feasibility study on laundry department at premier medical centre – recommendation to reactivate department adopted by Board of Directors with anticipated cost savings of RMX00,000 realised at end of first year
• Conducted tender exercise to purchase 2 new industrial capacity washing machines, which eventuated in cost savings of RMX0,000 achieved through rigourous commercial negotiations
• Negotiations included bigger capacity washers, trade-in value for old washers & dryers, free demolition and renovation works by contractor

Operational Audit on Hospital Patient Related Linen

• Conducted operational audit and derived formula for patient linen usage for each individual ward and unit
• Audit included interviews with Nursing Director and various Nurse Managers from the obstetrics/ gynaecology, medical, surgical wards, Intensive Care Units and Outpatient Department
• Audit interviews also included verification with the Financial Controller and Administrator of Support Services(in charge of hospital laundry)
• Draft formula developed was discussed with the nursing and finance departments – formula and report were agreed on and endorsed by both parties
• Formula utilised as a check and balance by Finance department to evaluate purchase requisitions made on linen by various nursing departments

• Revisioned Accounts Receivable department to a front-line office from a back end function using Business Process Reengineering techniques at a premier medical centre
• Anticipated results included on-line issuance of bills as compared to current scenario of 2 months
• – enabled through reduced work processes, paperless environment and Information Technology
• Anticipated results included
• Reduction of personnel from 15 to 2 personnel, in which the 3 major processes would be automated
• Potential merger between the accounts receivables and marketing departments
• Anticipated strategic alliances were with XYZ Bank, to tie-up financial services as part of marketing offering
• Anticipated value-added service included
• Offering relevant marketing/ loan packages to corporate and individual clients

Advicing corporate clients on accounts receivables and possible leakages/ abuses within the system

• Reviewed cashing area to identify loop holes and weaknesses eg. cheating and carelessness among cashiers, of local chain group of supermarkets
• Plugged loop holes and eradicated 2 syndicates which cheated – involved the cooperation of directors, supervisors, other employees and police
• Provided training and guidelines to combat carelessness
• Reviewed quality of intake of fresh cashiers eg. literacy and numerical capabilities
• Provided monthly monetary incentive to cashiers who consistently reconciled daily cash balances and collections
• Successfully reduced carelessness and cheating among cashiers by more than 90% – evident from daily reconciliation of cash and till balances

• Reduced attrition rate by 50% through aggressive recruitment of both local and foreign workers in short term
• Created teams to maintain group cohesiveness and sense of belonging by uplifting staff morale in long term
• Achieved by actively motivating a core team of supervisors, incentive programs, reward system and regular motivational talks
• Supervisors in turn better managed and motivated their staff
• Resulted in better attendance and punctuality of workers by 70%
• Developed better customer service through personalised service
• Trained staff to better serve customers efficiently, effectively and courteously
• Developed cordial working relationships with ministerial and local authorities
• Store was first few to be awarded a “Fairprice Store” by the Ministry of Trade & Commerce, based on its popularity and anti-inflationary measures
• Represented the store in a number of anti-inflationary promotions on media (newspapers, television and video)

• Trained 2 managers on effective, efficient store operations and human resources management of 2 outlets, and 1^st hyper market in Subang
• Trained and prepared a core group of supervisors for the Subang hypermarket
• Conducted operational assessment of 2 outlets, and put forth recommendations for process improvement
• Spearheaded recruitment drive for all outlets and hyper market by bringing in both local and foreign employees
• Oversaw accommodation arrangements for more than 100 employees
• Assisted with the set up of the store’s first delicatessen
• Oversaw operations at delicatessen and kitchen management

• Successfully processed more than 5,000 applications (involving NZD multi millions), of civil servants in both pension and lump sum schemes at Pension Fund, New Zealand
• Assigned one of the heavier work loads within team of 12 members with about 50 applications a week
• Personal turnaround time of less than 2 weeks with than less than 3% error rate in processing applications
• Team member in successfully clearing up department’s 2 months backlog of work – achieved through team cooperation, realistic targets set and over time
• Successfully reduced department’s turnaround time from more than 2 months to 3 weeks – achieved through team redistribution of work load
• Trained on 20 different superannuation schemes eg. Government Superannuation Fund Scheme and Meat Superannuation Scheme
• Had a good understanding of the benefits, implications and related obligations to clients
• Assisted with the administration of Government Superannuation Fund Scheme for senior government servants – rules and calculation of benefits differed from the National Lump Sum Scheme

Worked with various team members in multi-cultural environment – nationals from New Zealand, Pacific Islands, Vietnam, Britain, India, America

• Involved in change transformation of Pension Fund, New Zealand, from a government to a corporatized, and eventually to a private entity(eventually sold to Jacques Martin, Australia) over the course of 5 years
• Part of team involved in business and image changes with emphasis on
• Internal system excellence i.e. reconciliation of various outstanding schemes and process improvement
• Conversion of manual data to automated introduction of Information Technology, databases and set up of off-site technology Recovery centre
• Customer service, corporate outlook(office moved from government to business district centre)
• Recruitment of younger and educated employees

Internal and external training provided to both existing and new employees

• Chosen by management to reconcile 4 special projects involving NZD millions at Pension Fund, New Zealand i.e. Meat Superannuation Scheme, Government Superannuation Scheme, National Lump Sum Scheme and National Pension Scheme
• Worked under supervision of and in conjunctions with actuarist and senior managers on all 4 special projects
• Projects required reconciling manual workings and information systems reports
• Involved audit assessment of contributions and the verification of contributors

Projects all successfully reconciled and completed within deadline given