Thirty years. Eight countries. One lesson: success is not measured by wealth. It is measured by friendship, kinship, and the people who are better off because you were there.
Full-time senior management, with 30 cumulative years in supply chain. Trained and proven across procurement, production and logistics — land, air and sea. Today I direct group-wide procurement, process systems and digital transformation for a multi-site food manufacturing group across ASEAN: USD 2.0M savings over three years, a full Power BI reporting suite, and a Learning Hub documenting the group's end-to-end SAP manufacturing process.
30 years of end-to-end supply chain, run first-hand — procurement to distribution, across eight countries. Negotiation earned at real tender tables. And a rare skill: turning non-technical teams into confident users of BI and AI.
My aspiration: adjunct lecturing and coaching. I have not started this chapter yet — but I am preparing seriously for it: full teaching modules built from my real cases, ready for the classroom. The aim is part-time lecturing at tertiary institutions first, growing into my main work as I move toward retirement. The conversation can start today.
A polytechnic boy with one dream: to live and work overseas. America said yes. It gave me a Bachelor's, a Master's — and my first taste of teaching, helping students who were struggling.
1994 was a hard year to find a job. Calidad took me. Then K-TEC. Process and manufacturing engineering, then quality — serving Compaq, Dell, Applied Materials. Three years in America. The fundamentals, learned on the floor.
Recruited into engineering consulting: optimising spare parts and consumables inventory where downtime costs a fortune. Then home, through Taiwan.
Project manager for the first and largest transhipment hub in Changi Airport's freight zone — a USD 33M build at the heart of DHL's new Asia-Pacific network. The promise it had to keep: Tokyo to Sydney in under 24 hours.
Critical spare parts across Asia: cross-border inventory management and express transit, with fulfilment due in hours, not days. I designed the hub-and-spoke distribution network and set up the call centre operations behind it — warehouses across twelve countries.
Sea freight and seaport operations at one of Malaysia's major ports. The missing piece. Land, air and sea — the loop was now complete.
Chinese culture and language added depth to everything: cost control, sourcing process, the intricacies of procurement. I learned how to run a clean procurement organisation — and how to harvest millions in savings through strategic sourcing. Fifteen people on my team. My Mandarin was imperfect. Trust spoke louder.
My former boss from China became my shareholder. Mining. Commodity trading. Then a world beyond supply chain — private equity, acquisitions, restructuring, public listing. The venture ended. The friendships didn't.
Stevia. A regulated food business — GMP, Halal, audits everywhere. I ran procurement and planning, cut packaging inventory by 30% with just-in-time, and delivered an ERP implementation. Precision became a habit.
Group procurement and process systems across a multi-site manufacturing group in ASEAN. And in my fifties, teaching non-technical staff to use AI. The learning never stops.
Twenty-two. NTU Year 2. Founder and Head Coach of 02H Swim School — a competitive swimmer with national-competition medals of his own. He built the business end to end with AI as his toolkit: the website, the SEO marketing, and the app that runs schedules, students, parents and payments — all created with Claude Code, Claude Design and Claude Cowork. Now on his second internship, at Igloo, stacking industry experience before graduation.
The eldest. She earned her stripes at TotalEnergies — a two-year graduate programme completed, with half a year stationed in Geneva — before moving on to Orient Oil Express. On weekends, she is the patient coach every beginner hopes for at her brother's swim school.
A nurse at KK Women's and Children's Hospital, caring for others as a career — and the family's champion in the pool: a string of national medals, Sportswoman of the Year at Nanyang Girls' High School, and Singapore colours worn in Indonesia and the Philippines. She coaches alongside her brother at 02H — the two of them completing their national NROC coaching certification.
Each child positioned before graduation — internships, ventures, and guidance matched to who they are, not who I wanted them to be. They walk into interviews ready to shine.
University interns mentored on real projects. Non-technical staff trained on AI tools and made more capable. Team members developed across nine sites in four countries.
That is why I channel my attention into building real-life training material — for my staff, for my company, and for the classroom in my next chapter. Experience kept to yourself retires with you. Experience passed on keeps working.
Every session is built on real cases — tenders I ran, shipments that went wrong, teams I turned around, tools I rolled out to non-technical staff. Not frameworks from a textbook: decisions I made and lived with. The ones that failed teach the most, and I share those too.
My aspiration is adjunct lecturing at tertiary institutions — a natural fit, since adjunct roles are built for part-time, flexible engagement: evenings, weekends, one or two modules a term. I am in full-time employment, so any engagement begins with my employer's consent. As I move toward retirement, teaching becomes my main work. The conversation can start today.
For younger managers finding their feet — how to see things, how to learn things, how to harness the resources and expertise around you.
Practical, plain-language teaching for working adults — from someone who has run these functions, not just read about them.
I'm not an IT person — that's exactly why I can teach this. Helping ordinary professionals use AI to become more capable, not more afraid.
At Wichita State University, two men shaped what teaching means to me.
The first was a professor whose name time has taken from me — but whose lesson never left. He walked into class one day telling a story: how he had witnessed a disease spreading through a township. At the climax, he stopped and asked: so how do we calculate how many more people will be infected? And from that question, step by step, he built the differential equation in front of us — every parameter earning its place in the formula. A subject that frightens most students became a story I wanted to know the ending of. I got an A in that class. More importantly, I learned what teaching could be.
The second was Dr Jim Kelley, Dean of University College — my boss. He trusted a young graduate student from Singapore to run the university's Supplementary Instruction programme across five courses, recruiting the top A-students of previous semesters to teach those who were struggling. He was so proud of what the programme achieved that he coached me, then urged me onto a stage in Dallas in 1994 to present its results at a national conference — my first time speaking in public. His generosity was of a different kind: trust, opportunity, and a push at the moment I needed one.
What I am today — the manager, the mentor, the teacher I am becoming — was shaped in no small part by these two men. I am deeply grateful, and that is why this page pays tribute to them.
Everything here — the coaching, the teaching, the training material, the belief that good lessons should never be lost — is my way of returning what they gave me.
Whether you're a young manager, a student, or simply someone figuring out what success should mean — I'm happy to share what I've learned. The coffee is on me.
The next chapter of this page is still being written. Perhaps you are in it.
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