Mohd Shahrir bin AsriShah Alam, Selangor : 013-3843466 : mohd.shahrir.asri@gmail.com

Nationality : MalaysianHealth : Excellent (5’ 10”and 74kgs)

Profile:

Strong capability in planning, strategizing and execution of Change Management from programmes delivery and corporate transformation in Oil & Gas, Government Link Companies (GLC), Manufacturing and Financial Institution.

Proven record of managing and leading a vast team/unit human capital management; leveraging on vendors and clients to work with internal team and deliver required objectives and goals.

Exceptional passion in client management, team mentoring/coaching, and expanding the business portfolio through quality delivery and networking.

Roles and Responsibilities Responsible to ensure solid foundation of stakeholder management, syndication, knowledge

transfer, sustainability/transition management, profile mapping, are established at the earlier stage of transformation or initiative driven by business.

Oversee, provide direction and manage multiple programmes delivery through group of high performing internal and external business leads.

Accountable for the measurement and monitoring of all activities under operation and programmes against earlier set deliverables and goals; provides strategic intervention and improvement where necessary.

Provide update and advise the key members of clients’ senior management on programmes objectives/goals to their business units in relation to corporate direction.

Identify opportunities or platform where to leverage on cross-programmes strengths and advantages to amplify quality of delivery to all programmes.

Establish and instill ownership to Key Performance Indicator (KPI) to each programmes for all reporting resources.

Prepare and update senior management on an operational budget, staffing and resource requirement and risk & mitigation.

Manage the clients’ contracts, partnership agreements, financial terms and other legal documents.

Lead and coach the resources delivering the programmes while retaining the high performers within the organization.

Seek and identify new business to expand the company presence in the market and give high impact awareness through quality delivery.

Projects and Programs Credentials

PETRONAS Holding Berhad (December 2010 – June 2014)

1. Centralize Banking, Integrated Financial Shared Services Centre (IFSSC) Programme - (December 2010 – September 2014)

a) PETRONAS Holding and PETRONAS CARGALIb) Listed Subsidiaries of PETRONASc) PETRONAS Upstream, Downstream, International and Corporate.

2. PETRONAS CARIGALI Enterprise Content Management (ECM) – (November 2012 – July 2013)

3. Target Integrated Process Safety (TIPS – January 2013 – Present : 5 years Safety Transformation Programme under PETRONAS CARIGALI)

4. ECC 6 and SAP Projects for subsidiaries ( May 2013 – Present) 5. Business Continuity Management (BCM) (April – August 2012 : PETRONAS Holding and

subsidiaries)6. Small to Medium Common ICT Projects (January 2012 – Present)

Bank Simpanan Nasional Core Banking (January 2012 – September 2014)Implementation of BSB Core Banking System. Develop the Transition Management and Sustainability Framework to operationalize the work process post Project Core Banking System.

Pembangunan Sumber Manusia Berhad ICT 2.0 (November 2013 – February 2014)Manage the GO-LIVE readiness for ICT 2.0 stakeholders internally and externally.

Project in SME Bank, SCORE Program, Senior Consultant (September 2010 – November 2010)

Responsible to manage the execution of high level workload analysis across the bank’s organization structure to propose a leaner and focus unit; improving the utilization of FTE across the bank with RASCI matrix analysis.

SKALI Web Services (SWS) Sdn Bhd, Senior Manager (March 2010 – August 2010)

1. Change Management: Responsible to set up the Change Management department for Managed Portal Services (MPS) project. Develop a comprehensive remedial plan due to lack of Change Management effort the past 2 years.

2. Risk Management: Develop Risk and Issue Management Plan for the MPS Project. Manage to improve the project delivery and maximize project output prior to handing it over to the new Project Task Force.

3. Transition and Sustainability: Responsible to re-strategize the Transfer of Knowledge (TOK) and Transfer of Technology (TOT) delivery.

ARA Technology Services Sdn Bhd, Consultant (March 2007 – February 2010)

1. PROTON Product Lifecycle System Management – (November 2009 - February 2010) Team lead for Change Management – Responsible to develop and strategize a Change Management foundation and plan in the first phase of the project for the team to execute throughout the project completion.

2. Planning of Universiti Teknologi MARA (UiTM) - (December 2008 - September 2009) Project Manager - Develop a business proposal for the planning, development and implementation strategy of the university ICT solution to the government Economic Planning Unit (EPU). Responsible to coordinate the delivery of 13 civil consultants prior to project kickoff.

3. Northern Corridor Investment Authority (NCIA) – (November 2008 - April 2009) Business Process Reengineering – Develop Target Operating Model (TOM) for Northern Corridor Investment Authority (NCIA) center of excellence for semiconductors and electronics industry. Identified the key components of the TOM based on the tri-partite requirement of having the industries, government and academia in the business ecosystem.

4. PROTON - from November 2007 to October 2008 Team Lead member for Change Management – Lead the Change Management for Group Human Resource ERP system implementation. Responsible to manage the change plan, the communication plan and stakeholder engagement. Measure the organization readiness for the new ERP system for the Holding Company and its subsidiaries. Execute Change Management

Plan covering areas such as Communication and Engagement, Job Impact Analysis and Training Need Analysis.

5. PROTON Warranty Management System (WMS)– (April - October 2007) Project team – Responsible to analyze the financial discrepancies between the warranty system and the financial record during the Business Process Reengineering stage. Conduct a thorough analysis on the current business process and identify the loophole or gap in the processes. Additionally responsibilities includes the development and deliverables of training approach/plan, communication plan and support structures after GO-LIVE.

Business Development Manager (Nov 2004 – February 2007)

Project leader/member to develop formal proposal writing and business model design on ZTE and HUAWEI nationwide implementation of Next Generation Network (NGN), Multi Service Access Node (MSAN), and Digital Subscriber Line Access Multiplexer (DSLAM), Metro Ethernet Network (Metro E), Fiber To The Home (FTTH) Network and Customer Premise Equipment (Enterprise).

Main responsible are to study customer’s budget, timeframe, strategy and resources; later to conduct thorough assessments on the intelligence gathering from sales team, customers, partners and competitors. The final result would be to provide several strategic options to the top management on whom to partner with, at which pricing structure and deliver a business and product solution to the selected partners; which has to be in-line with both the customer and ZTE product roadmap and corporate strategy.

Projects:1. ZTE Corporation (Malaysia) Sdn Bhd (July 2006 – February 2007) 2. Huawei Technologies (Malaysia) Sdn. Bhd. (November 2004 – June 2006)

Educational Background:

Clarkson University , Potsdam, New York. Bachelor of Science in Electrical Engineering with concentration in Computer Engineering (January 1996 – June 1998)

ReferencesAvailable upon request for each programmes/projects highlighted above.

Expected Salary

Commensurate with my experiences and credentials. As always, open for discussion.