Experience

SecondMuse

• United States
• Strategic Management Services
• 1 - 100 Employee

• Finance & Operations, Snr Associate

  • Mar 2023 - Present

  - manage full-suite finance operations for regional operations- provide insights and counsel to leadership team - supports various global functions, helping to harmonize the local context with SecondMuse Global for unity and efficiency

• Program Finance, Snr Associate

  • Sep 2021 - Mar 2023

  Full-suite finance management and providing counsel for leadership of Singapore office (regional hub for projects in the Philippines, Thailand, Vietnam, Indonesia, and India).



StarHub

• Singapore
• Telecommunications
• 700 & Above Employee

• Financial Analyst

  • Jul 2020 - Sep 2021

  - main analyst for Information Svcs- managed business continuity through shift of inhouse development projects to outsourced ops- tight management of expense tracking and management for PCCW outsourcing 5-year 9-figure contract – critical for cashflow management of company > managed contract novation of 70 IS maintenance contracts with 3rd party vendors > handled accelerated depreciation projection of IS assets to be transferred to PCCW – this involved upstream identification of assets relating to the individual systems, downstream calculation of yearly depreciation projection- handled and managed downstream timely processing of credit notes and invoices from PCCW to ensure that no lag in payment to PCCW-part of testing team for SAP Ariba (company-wide end-to-end P2P Procurement process. This would consolidate entire process from 5 different systems and models into 1 from BC to PR to PO to GR to payment)

• Financial Analyst

  • Jul 2019 - Jul 2020

  - main analyst for SHINE ACIS & SHINE Fixed & Cabling- initiated and developed utilities template for accurate forecasting of utilities expenses based on past-year trends, individual site requirements, and announced changes in power rates (qtrly changes)- after identification of gaps in end-to-end standardized diversion billing process in early 2019, initiated and implemented shift of billing process from paper process into SAP (one-stop shop for engineering teams to check on progress of billing process)> outcome 1: processing time decreased from 2 weeks to 3 days with automatic billing instead of manual> outcome 2: decreased no. of credit notes to be issued due to billing errors by 90%- part of 3-person team to initiate, develop and implement Felix (Finance Chatbot – self-service for company users to check on procurement and finance processes, details for forms to be filled in, published rates) > outcome: company-wide users now go through self-service instead of coming to finance for their queries. This chatbot went on to inspire chatbots to be utilized in other areas of company (customer service knowledge data base)- part of 2-person team managing Information Svcs CAPEX

• Financial Analyst

  • Jul 2018 - Jun 2019

  - main analyst for SHINE ACIS (Architecture & Common Infra Svcs) and SHINE Fixed & Cabling> initiated, orchestrated, and implemented standardized end-to-end process for cable diversion-related billing (for multi-year billing projects, with whole process spanning across various engineering, credit control, and billing teams)- part of 4-person team to initiate, development and implement group CAPEX consolidation dashboard> outcome: decreased time and effort required for fcst consolidation by 70%, decreased errors made through consolidation by 90%- Part of 2-person team managing Information Svcs CAPEX

• Financial Analyst

  • Jul 2017 - Jun 2018

  - main analyst for SmartHub & CyberSecurity (expense and grant management)- seconded to assist for Customer Experience Finance team > managed CAPEX and OPEX for Shops (expenses include rental, adhoc expenses, marketing,) > assist through flagship renovation, and consolidation of shops (business shift from SH shops to Exclusive Partnerships)- part of 5-person team to assess Anaplan suitability for Finance group consolidation (against Tableau and Power BI) > took up Anaplan coding, created data models in Anaplan based on case study (case study: based on existing mobile plans, create P&L to show impact after new suite of mobile plans launched, also to cater for adhoc changes)> outcome: for group financial consolidation, Anaplan most suitable. Corp Fin team to develop consolidation model with Anaplan team for company-wide input.

• Financial Analyst

  • Jul 2016 - Jul 2017

  - main analyst for SmartHub (SH’s Data Analytics arm) & CyberSecurity (now Ensign)- In addition to expense management, administered grants for both business units in compliance with requirements from respective agencies (IMDA & EDB)

• Financial Analyst

  • Jul 2015 - Jun 2016

  - Oversaw closure of office with compliance to both state and federal tax requirements, adequate cashflow management to sustain office closure, and closure of bank account in China- Controlled expenses during creation of i3 showcase @ MediaHub ($2.4m yearly)- Part of 3-person team coordinating internal charging for MediaHub expenses

• Financial Analyst

  • Jul 2014 - Jul 2015

  - main analyst for i3 (Innovate, Invest & Incubate) – StarHub’s start-up arm- Controlled total capex and opex of $6m- also main analyst for Chengdu Outsourced Office – HC for development/implementation work of i3- handled state/federal tax regulation, cashflow management of Chengdu site office



IBM

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• Financial Analyst

  • Jul 2013 - Jun 2014

  - increased scope of expense management as main analyst to include TW, HK, Malaysia, Korea- Successfully derived and managed robust Fall Plans, with the closure of gaps of 10% of total fall plan expense- main analyst for Singapore site QBR, and negative Gross Profit margin analysis

• Financial Analyst

  • Jul 2012 - Jul 2013

  - main analyst for CPC Procurement & Engineering-Led and oversaw a team to analyse freight cost reviews for Outsourced Supply Chain (Singapore) to deep-dive into root causes of fluctuations of freight cost through warehouse transition period, and to help establish processes for accurate accounting of freight cost into ledger- Part of 2-person team for negative Gross Profit margin analysis. Results of analysis reported back to US Procurement team for them to adjust pricing- Took up Quarterly Business Review to SG site management. Deep-dive into variance analysis of parts manufactured by the site, with analytical insights on which parts more profitable to be manufactured given to SG country site management for their site output planning

• Financial Analyst

  • Jul 2011 - Jul 2012

  - Increased scope of expense management to Taiwan & HK- Part of 3-person team that streamlined data population process through macros. Outcome: 70% decrease in manhours required for monthly data population.

• Financial Analyst

  • Jul 2010 - Jul 2011

  - Supported expense management for China Procurement Centre (CPC) Production & Engineering