Led a multi-phase finance transformation program, driving automation, system upgrades, and process improvements.

• Led a multi-phase finance transformation program, driving automation, system upgrades, and process improvements.

• Review, rationalise & improve Month End Close process across APAC

• Accounting software upgrade across APAC (Pronto) & China (Kingdee)

• Change of Accounting year from Jul-Jun to Jan-Dec

• Streamline Inter company project

• Implement Credit Collection & Cash Allocation process automation, process discovery, requirements, RFP and finalising the vendors

The initiative achieved cross-departmental alignment and boosted efficiency across the finance function.

To achieve ISO 27001 certification for a large shared services centre supporting 18 teams and approximately 600 employees, we led a structured, high-scale transformation.

Beginning with preparation and stakeholder alignment, we conducted extensive gap assessments across functions, identified security risks, and closed gaps through targeted actions. We then supported internal audits and final certification.

This effort ensured enterprise-grade infrastructure and data security, improved risk response, and reinforced customer trust, demonstrating capability to manage complex compliance programs at scale.

Delivered a successful HR transformation using a four-step approach.

We began with Discovery to assess current processes & issues, followed by Prioritisation to focus on high-impact initiatives. In Preparation, we built project plans, aligned stakeholders, and set up governance. Finally, we delivered multiple transformation projects (as follows) with clear documentation and process flows, driving efficiency, structure, and lasting impact.

• Employee Lifecycle Database for all APAC internal employees (approx 1300 employees across APAC)

• APAC wide compensation Management system implementation (requirements, RFP, delivery, go-live)

• Compensation & Benchmarking across APAC

• Review of ANZ WHS

My responsibilities project planning & preparation, project management & delivery, project governance and stakeholder communication

Trans4m streamlined a fragmented APAC contract negotiation process by replacing multiple Excel trackers with a unified SharePoint List-MS Teams based system.

Through a phased approach, SharePoint Tracker setup, Nintex form deployment, legacy contract migration, and Power BI dashboarding, we enabled a single source of truth, standardized reporting, and real-time visibility.

Result: 1100+ contracts managed seamlessly across APAC with improved governance and stakeholder confidence.

Holding company of the cluster engaged in providing road infrastructure & transport solutions to the state. Scope included 4 directorates within Finance & Investment Division.

Key cross-functional, cluster-wide projects

• Monthly close and reporting processes

• Financial consolidation and statement preparation

• Investment funding processes

• Cash management improvements

• Fixed asset accounting

• AASB 16 implementation

Lead, managed and delivered the Agency Finance Improvement Program in time. Project scope (reviewed & documented 225+ processes), identified 50+ process improvement initiatives and implemented them. Collaborated and trained 60+ staff in Lean Project Methodology

Led end-to-end business process improvements across the P2P lifecycle. Developed custom Access databases and enhanced multiple procurement systems including:

• Supplier Relationship Management (SRM)

• Tender management

• Supplier evaluation

Key outcomes included increasing spend under management from 38% to 55%, reducing off-contract spend from 10% to 46%, and cutting turnaround times across procurement plans, supplier registration, and sourcing cycles. These improvements boosted stakeholder satisfaction and delivered measurable, organisation-wide impact.

• Led commercial and financial governance for Tier 1 IT vendors (IBM, Fujitsu, TCS) with an annual spend of ~$400M.

• Set up and managed an 18-member offshore team in Bangalore, overseeing invoice validation, forecasting, and project feasibility reviews.

• Successfully recovered $0.5M through dispute resolution, introduced bottom-up IT budgeting, and built finance dashboards for executive reporting, bringing rigour and transparency to company's supplier management.

• Successfully led the end-to-end transition of 16 finance roles from the UK to an Indian shared service centre, completing 15 within 5 months. Managed stakeholder alignment, documentation, and knowledge transfer while recruiting and training a high-performing team.

• Oversaw US GAAP-compliant month-end close and reporting for ~$1.6B in UK Government accounts, delivering accurate flash reports, MIS, and forecasts with continued stakeholder satisfaction.

• Successfully led the end-to-end transition of 16 finance roles from the UK to an Indian shared service centre, completing 15 within 5 months. Managed stakeholder alignment, documentation, and knowledge transfer while recruiting and training a high-performing team.

• Oversaw US GAAP-compliant month-end close and reporting for ~$1.6B in UK Government accounts, delivering accurate flash reports, MIS, and forecasts with continued stakeholder satisfaction.

YLed the end-to-end implementation of Microsoft Solomon accounting software for Frost & Sullivan across Australia, Singapore, and Malaysia. The project involved process reviews, business reengineering, and alignment with corporate standards—executed using the waterfall methodology. Delivered full rollout in just 8 months, from planning to go-live.