Reward & Performance General Manager at PT Merdeka Copper Gold (2025-01 – Present)
- Develop a total rewards strategy aligned with mining's operational demands (production-driven, remote-site employees, roster operating model)
- Lead accurate, timely, and controlled payroll operations across all site locations, ensuring strong governance, integration of time-attendance/production systems, adherence to tax and labor laws, and minimization of payroll risks
- Drive labor cost optimization and forecasting; provide data-driven insights on rewards, workforce cost, and incentive outcomes; and partner closely with Operations, Finance, and HR to support productivity, site efficiency, and strategic decision-making
- Translate mine plan into KPIs and performance outcomes, while ensuring performance data accuracy and transparency, which will translate into calculation for Production Bonus
- Improve operational productivity and workforce capability
- Lead the integration and optimization of all HR systems (HRIS, payroll systems, time-attendance, roster management, production data feeds) to create a seamless, automated, and accurate data ecosystem
- Led the integration and standardization of employee benefit schemes across multiple mining sites, ensuring internal equity while maintaining cost discipline and minimizing financial impact on operations
- Designed and delivered a comprehensive HRIS blueprint to transition from paper-based processes to a digital and AI-enabled ecosystem, enhancing HR operational efficiency and enabling data-driven workforce decision-making
- Supported the establishment of a new mining entity by developing end-to-end reward strategies, structuring competitive compensation frameworks, and onboarding key leadership personnel critical to operational readiness
Head of Compensation Benefits, Policy & System (Holding) at PT Lippo Karawaci (2024-01 – 2025-01)
- Design competitive compensation structures, including salary bands, incentive programs, bonus structures, and other benefits based on industry standards and organizational goals and to ensure alignment among all Lippo Group Holding
- Benchmarking and Market Analysis to ensure the company's compensation offerings are competitive and aligned with market trends
- Managed the annual compensation review cycle, including performance-based salary adjustments
- Managed the budget consolidation for compensation and benefits for Lippo Group Holding, working closely with the finance team to ensure alignment with overall financial goals
- Standardized HR policies across Lippo Group, ensuring ISO 9001 compliance and streamlined documentation processes
- Conduct internal audit on the HR process and procedures to ensure proper process is at place, and provide recommendations for improvements
- Spearheaded HR system integration & vendor management, enhancing payroll, performance tracking, and benefits administration
- Introduced HR dashboards & analytics, improving data visibility for business leaders
- Successfully integrated reward policy from net basis to gross basis across Lippo Group, ensuring a smooth transition with zero system errors and minimal employee concerns
- Implemented a new incentive scheme for a newly established Business Unit, increasing employee engagement and aligning incentives with business performance
- Led a major HRIS system integration project, improving HR operational efficiency and ensuring data consistency across the organization
Head of Talent, Performance, Reward & Policy Management at PT Smartfren Telecom (2015-01 – 2024-01)
- Setting up the performance management system to ensure high performing organization and alignment between individual performance with Corporate's achievements and productivity
- Implement OKR as part of the Performance Management system to help improve Company's productivity
- To improve Smartfren Employer branding by strengthening our EVP (internal and external customer)
- Ensuring the proper talent management is in place to have better succession management especially for key critical position
- Create a continuous pipeline strategy to ensure the readiness and sustainability of the Smartfren's leadership
- Ensuring that Smartfren is getting the right talent to fill in the right position, through collaboration with OD and Resourcing team
- Develop personalized curriculum design for the pipeline program
- Review, design reward and compensation strategy to ensure alignment with our reward philosophy
- Conduct dual control over payroll administration to ensure that proper audit and checking is in place
- Align the right rewards (monetary and non-monetary) to award the high performing and top talents while ensuring all reward practices are competitive against market practices without disrupting internal equality
- Review overall policy related to HR to ensure process alignment
- Conduct internal audit on the HR process and procedures to ensure proper process is at place, and provide recommendation for improvements
- Optimizing the overall HR operation (include; payroll, benefit management, Outsource Management) process in terms of process and cost effectiveness
- Revamp the Performance Management System to be more in line with the Organization goals to be a High Performing Organization
- Implement Talent Management (Talent Matrix) to Manager level and above, thus improving internal promotion rate from 20% to 40%
- Implement pooling-based reward system (for annual salary increment and performance bonus), improving fairness and motivation
- Implement net base salary from gross basis, with zero findings (including system conversion and communication plan to all Employee)
- Implement structure sourcing program through collaboration with universities in order to get high quality fresh-graduates
- Achieve top 10 winner in the SWA competition "Indonesia Best Companies in Creating Leaders from Within 2017"
Talent Strategy & Planning, Head at PT Bank Internasional Indonesia/ Maybank Indonesia (2014-01 – 2015-01)
- Strengthen our recruitment process to focus on the getting the right talent (supplying talent pools)
- Measure and monitor those performance thus getting the right talent in place
- Identify competency gaps and to accelerate the development program
- Align the right rewards (monetary and non-monetary) to award those key talents
- Manage talent pipeline program
- Manage employee mobility for development purposes (internally and inter-Group)
- Improved succession realization rate from 20% to 60%
- Introduce Executive Development Program for Talents and Successors to help accelerate readiness
Talent Management & Data Analytic, Head (International Assignment to head office - Kuala Lumpur) at PT Bank Internasional Indonesia/ Maybank Indonesia (2013-01 – 2014-01)
- To understand Group best practice on Talent Management
- Aligning talent management strategy and policies
- Build networking to ensure smooth execution of talent management process
- Established standard International Assignment (IA) policies and guideline, as this will be the backbone of the International Mobility
- Develop algorithm to measure potential flight risk for talents and successors
- Promote EVP to local and international market
- Conduct the expansion of Maybank Go Ahead Challenge (MGAC) in Indonesia
Reward Management & System Development Manager at PT Bank Internasional Indonesia/ Maybank Indonesia (2010-01 – 2012-01)
Other than the previous responsibilities, some additional job enlargement
- Aligning reward strategy and policies
- Act as a liaison between business unit (HR Related) and IT functions
- Streamlining HR process through integration of HR system
- Aligning Total Reward System with Maybank Group
- Implement new remuneration strategy [2011 salary scale bank wide]
- Propose new approach in designing sales incentives
- Develop and preparing Performance Management Online
- Integrating HR Portal
Remuneration Manager at PT Bank Internasional Indonesia (2007-01 – 2009-01)
- Manage head count budget
- Review and Analyze existing and market remuneration strategy
- Participate in various event, related to remuneration and HR gathering
- Implement new approach in simulating remuneration component [bonus and merit increase]
- Implement new remuneration strategy [2008 salary scale bank wide]
- Analyze and propose new approach in designing entry salary for front-liners
- Participate in Area Branch Manager (ABM) succession planning
Organization & System Development Assistant Manager at PT Bank Internasional Indonesia (2006-01 – 2007-01)
- Review organization structure and facilitate working unit needs, in terms of restructuring
- Review job value
- Manage SAP data, especially Organization Management module
- Provide technical expertise
- Participate in banking salary survey
- Provide management report, especially for organization and head count related issue
- Implement SAP – SEM module
- Implement MPP Online
- Implement Voice of Employee (VOE) survey
System Development [Team Leader] at Bina Nusantara University (2004-01 – 2006-01)
- Integrating Accounting, IS and ATL system
- Improve system performance of Accounting and IS back end data
- Implement new integrated IS system for Accounting – IS laboratory
- Create standard methodology in system development [SOP]
Lecturer (part time) at Bina Nusantara University (2006-01 – Present)
Registered starting 2006
- Management Information System
- Audit Information System
- Office Automation
