Who We Are

Positions held

• Director of operating companies under Hatten Land (listed on Singapore Exchange)
• Shareholder and Director of granite quarry operator and supplier in Kelantan
• Managing Partner, Energe Networks
• Consultant and advisor for Association Support Fund, Saudi Arabia

Previous roles

• Senior Advisor, Eden Strategy Institute, Singapore
• Executive Vice President, National Innovation Agency, Government of Malaysia
• CEO, Malaysian Investor Relations Association
• Finance Director, JPK Holdings (listed on Bursa Malaysia stock exchange)
• Group Advisor, DPS Resources (listed on Bursa Malaysia stock exchange)
• Senior Group Accountant, Shell Malaysia

Qualifications

• Master in Public Management, National University of Singapore
• Lee Kuan Yew Fellow, Harvard University
• Bachelor of Science in Finance, University of Maryland
• Bachelor of Science in Management Science & Statistics, University of Maryland
• Certificate in Investor Relations, IRS United Kingdom

Projects

• Led the introduction of Higher Order Thinking Skills (HOTS) in the national-level education curriculum, involving implementation management for the Ministry of Education Malaysia.
• Led the rollout of International Baccalaureate pedagogy in high school education in selected government schools, involving implementation management for the Ministry of Education Malaysia.
• Crafted strategies for the Eleventh Malaysia Plan, the Malaysian government’s 5-year blueprint for development, deemed as a ‘game changer’ by the government, centred on a Whole-Society Approach where society is part of economic solutions and on developing Social Financing for an inclusive and sustainable public finance model.
• Developed a multi-year Social Finance Roadmap for Malaysia, a national-level blueprint for transforming from a perpetual dependency on welfare and social protection to a social investment paradigm of public expenditure.
• Led a national-level research on the ramifications of social issues in Malaysia, called the Social Progress Assessment, for identifying the true cost of social issues and providing benchmarks to measuring impact against. With over 500 social indicators, the study provided a guide to priority areas and high impact opportunities, leading to a focus on deterrence and avoidance strategies, in contrast to reactive social services.
• Established a Social Impact Committee chaired by a government cabinet Minister, that includes of heads of corporations, financial institutions and foundations. The Committee’s role is to guide and advocate for initiatives on social impact for the government.
• Project reporting from time to time, to a Governance Council (chaired by the Prime Minister), National Social Council (chaired by the Deputy Prime Minster), Social Impact Committee (chaired by a Cabinet Minister), National Blue Ocean Strategy (chaired by the Chief Secretary to the Government), and to various government ministries and authorities.
• Led a Social Impact Challenge for social entrepreneurs. The challenge served as the platform for capacity building, action research by a university, impact assessment by a research company and social impact training and development. These serve as components of impact measurement.
• Created a Social Impact Measurement Toolkit, a workbook for self-assessment by social enterprises and non-profit organisations to record and report on their impact creation.
• Funded and developed the Malaysian Collective Impact Initiative (MCII), an entity that operates on an annual subscription by a group of corporations and foundations, that provides back-end support, such as fund raising and impact reporting, for non-profits.
• Established the Social Public-Private Partnership Fund, where government and the private sector match funds for social impact initiatives. Among the initiatives were after-school educational support, career development for marginalised youth, telemarketing job creation for the visually impaired.
• Established a Social Outcome Fund that prioritises preventive interventions anchored on outcomes, through a centralised facilitation fund that overcomes financial constraints of commissioning new interventions and encourages social investment. The SOF payment model incorporates an upside mechanism, based on reimbursement if the outcome is 1.5 times or more of value creation.