Speaker: Pierre Alexander Chua
Why do you think you're fit for the role?
Pierre Alexander Chua: why do you think you're fit for the role? Well I just basically went through the ad and understood what my competences are versus the requirement. Um and what I'm getting so far is I gotta be qualitative and quantitative with metrics, guidelines and standards. Something I've done in the past. Review, analyze and evaluate business procedure. I have the tendency to formulate business procedures as needed or edit and modify um as per the need arises. Um Implementing policies and procedure that will improve day to day operations is something I do. Um It's getting myself immersed in the system and understand what has to change what we should also keep. Um oversee and oversee. The department's ensuring that each is reaching departmental and company leadership. Um My scope would be more of a hub and it's making myself a focal point in terms of communication. Rollouts, approvals and implementation. I also do planning um controlling evaluation and monitoring of the budget um since I would also be managing the department's beneath me as cost centers, I would also improve customer service and satisfaction through policies and procedural change. Um I have vast experience when it comes to linking operations with training needs, um quality needs and quantity quality analysis. Um I would also be doing performance improvements and process change recommend solutions as needed because I mean operations is a constant flow of processes and at some point you will also find that gap where you get concerns escalations and even complaints. I maximize efficiency and productivity through process creation and scorecard formulation. Um This actually makes sure that everyone is measured from each level and consolidate that from the top going to the bottom. Collaborating with department heads is a must simply because um there is a lot of dependencies from other departments and department heads. I would also be the guy who devices wrote from company programs and these are segments and sub segments which are branched out from the overall concept of process improvement. So um in a nutshell, I guess it's been years that I've been doing this um particularly to business process outsourcing companies and I'd be you know delighted to continue the practice and make sure that you know, it's it's a constantly evolving uh norm that that I embed within the system. Thank you.
How important do you think company culture is? What would you do to make sure the culture remained equal parts positive and productive?
Pierre Alexander Chua: how important do you think company culture is? What would you do to make sure the company, the culture remained equal parts of positive and productive? Well company culture is deeply important because this kind of defines how your business operates and we always want to keep the best culture. So some advantages is this is one of the competitive edge that you get as a company. Um It kind of defines the individuality of an organization on how you deal with certain things on boarding people, keeping them growing them and companies would hold this very dear to them because I mean it's it's it's basically a gift and the perk at the same time, it's also the benefit that we give each and every individually on board and that is why having that culture fit is essential. So one of the things that you can make sure um culture remained equal parts of positive and productive is maintaining that balance. There would be um some aspects where you can be strict and you can actually uh impose that people start being productive and there is a behavior towards getting that done but the positive notion of over communicating on why it's done and what's the rational of having these processes in place would make the difference. So I think it's all about communication, understanding the objectives, echoing the values behind why we're doing it and you know concept measurement and feedback would be the final steps to make sure that this becomes a very effective method in terms of efficiency
How would you describe the importance of operations for a company?
Pierre Alexander Chua: how would you describe the importance of operations for a company operations? Is the heart um of the human. So it is the bread and butter, which is the revenue generating arm of the business. Um And it's very important because a gap in operations can lead to um financial stability or even some some financial losses on the other hand, being efficient when it comes to managing operation, ensures the maximum revenue is being achieved and at the same time streamlining everything and how you connect the dots would you know, make sure that the business runs smoothly? Um There is a couple of things that I would like to highlight here um being very stable um and also being sustainable. So stability is defined by how we are able to keep and hold everything or put everything together and intact sustainability would be, how would be the duration on how we keep that momentum? Um And that is one trait of a leader. You have to make sure that operations has the full focus of all the other support departments, you get training, you get quality process improvement. These are support departments which complement operations, but mostly the effort is always geared towards how we do things. Um The other metrics would be variable and be aesthetics. Um So I mean every everyone specifically, the operations team must understand the value of how important it is to get this like a well oiled machine
