Principal Business Strategy Specialist
McDermott International Inc
Total years of experience :27 years, 9 Months
• Participate in the development and execution of long-range business plans and implement new business strategies.
• Provide market intelligence by identifying and collecting accurate customer, competitor and market data using tools and resources such as Rystad Energy, GlobalData, Upstream Online and others
• Generate timely reports and presentations to corporate, country and regional management.
• Support business reporting and planning in precise manner by supervising the Salesforce CRM system.
• Provide inputs to prospect selection, competitive assessment, market pricing and trends, bid/no bid decisions if/where required
• Maintain data and provide analysis on bidding activities, such as win rate, benchmarking, bidding effort expended, etc.
• Report to senior management and functional leads across Asia/Pacific regions which includes but not limited to Business development/country managers, area/central proposals & estimating team, project managers and global strategy teams.
Strategic planning
The strategic planning unit is involved in the development of the business planning framework and developing long terms business plans and strategies to ensure future growth and competitiveness. Typical activities that are carried out during the planning cycle are preparation of the planning and budgeting schedule of activities, external and internal environment assessment, conducting workshops and brainstorming sessions with management and key operating personnel in developing strategies and initiatives, developing planning and budgeting assumptions, operating plans, manpower plans, ICT plans, marketing plans and financing plans.
•Research
The research unit is involved in the establishment of a business intelligence system and maintenance of the economic and industry database. The unit monitors and analyses information that include economic data, commodity prices, supply and demand of vessels for repair and conversion, industry competitors, oil and gas projects, trends and latest developments in the industry.
•Business development
The Company is consistently on the look-out for growth opportunities; vertical as well as horizontal. Potential candidates for joint ventures, mergers and acquisitions are evaluated for strategic fit and economic viability before proposals on the next steps to be taken are prepared.
•Performance monitoring
Detailed execution plans and schedules are developed for the strategies and initiatives and performance indicators are assigned to specific action parties. The implementation of a performance reporting system is also part of the plans to improve the corporate planning function. Currently a number of options on the system are being assessed.
•Organization improvement programs
The Company is going through a transformation to improve efficiency and capability. This is being led by the Capability Improvement unit. The programs that are currently being implemented include procurement capability improvement, project risk management, bidding and commercial capability and mindset change intervention.
•Risk Management
Established the risk management unit in MMHE with the function of implementing the enterprise wide risk management framework.
Strategy development and business planning
Implement scheduled planning activities and ensure that all required deliverables are met. This included organizing and facilitating strategic planning workshops, coordinating the formulation of key planning assumptions, setting performance targets, and analyzing the overall company’s strategies, initiatives, business and operational plans and budgets prior to submission to Petronas Holding Company.
Perform, economic value forecasts were made using projected financial performance derived from the implementation of strategies. Sensitivity analyses were performed to determine the best strategies to choose. The necessary Management Committee and Board papers were then prepared for approval of the strategies, initiatives, business and operational plans and budgets.
•Business performance management
The best strategies are effective only when they are properly executed. In achieving this aim I led the company’s business performance monitoring and reporting functions. Through regular business performance review sessions the company’s management is poised to make better decisions.
My department supported and facilitated top management to conduct the review sessions and ensured the necessary reports are prepared. Key Performance Indicators (KPIs) were identified and assigned to staff at all levels through the Individual Performance Contracts (IPCs). The Balanced Scorecard approach is also used to ensure internal consistency of efforts to achieve business objectives.
•Research and environmental analysis
The Business Planning department also performed research activities on gas and other related industries. I led the conduct of environmental analysis on possible impact of actions of competitors, government, suppliers, customers, regulators and other factors in the business as part of the planning process. I also worked on developing scenario plans for PGB.
Corporate planning and budgeting
I was a member of the team that manages the Petronas Group annual planning and budgeting exercise. Our functions include preparing the Group annual planning and budgeting schedule, and updating the planning and budgeting guidelines and submission templates. We also ensured the timely preparation and approval of the key plans and budget assumptions. The team organized forums and briefings for planners throughout the group.
Upon submission of the subsidiaries’ and business units’ plans and budgets they are reviewed, analyzed and consolidated to form the Group Business Plans and Budgets.
•Other functions
I was appointed as finance skill-group line trainer and discipline resource person for the financial forecasting and budgeting learning module. I was involved as a member of the team engaged to study on improving the processes and tools for planning and budgeting. In 2001 I volunteered to be the Chairman of the organizing committee for the President's Policy Address.
Sarawak, Malaysia
•Management accounting
I prepared monthly and quarterly management financial reports and related Board papers. I was involved in the implementation of the Executive Information System (EIS) and KPI reporting system in ABF. Also participated in the design, implementation and review of performance measurement and control systems at ABF, Cost of Revenue study and Chart of Accounts review.
•Other functions
I was a member of the ABF Tender & Quotations Committee, Housing Allocation Committee, Non-Executive Development Committee and Training Planning Committee.
Performed financial and operational audits and review of systems and internal controls of various aspects of the businesses undertaken by Petronas and its subsidiaries. I prepared audit schedules and audit reports.