Eugene Shi

• As a Business Development leader supporting Infrastructure Technology Services business in Singapore, I helped streamline our GTM framework to shift from partner focused selling to customer value sales
• Being the technology evangelist within the team, I have the responsibility to pivot the Infrastructure Sales Specialist mindset from that of selling hardware/software to that of pitching client value and solutions that deliver outcomes
• This included framing up our Go-To-Market strategy along with re-packaging our collaterals and client facing messaging to facilitate conversations which will position NCS to be more than just a box/license provider

Key accomplishments over the course of my work:

• Successfully built up NCS infrastructure initial growth strategy and developed our current GTM framework to shore up leads and opportunities with our Cybersecurity and Infrastructure solution offering, leveraging on key partnerships and our technology practice capabilities
• Developed our POV (point of views) on emerging infrastructure trendings (GenAI, Liquid Cooling, Quantum Computing) and client concerns (Vmware Acquisition by Broadcom, Crowdstrike Outage)
• Have participated in no fewer than 10 technology shows a year messaging our viewpoints through our showcase
• Developed strategic partner collaboration programs (Power of 3, Better Together, Digital Resilience) with clear joint value propositions articulated towards the market
• Programs were driven with much success, leading to a webinar or roadshow with strong leads and sales generated

• As a Service Delivery and Business Development leader hired to manage NCS/Singtel international business, I took on the initial challenge of stabilizing the delivery teams (with initial high turnover), followed by ensuring healthy account growths within our installed bases across Asia, consistently delivering revenues in excess of S$20M with margins of near 16%
• I was able to double hat both sales and delivery leadership roles, which ensured that there was close alignment between what was sold and what was to be delivered
• This ensures high quality of services provided for our clients which in turn generated repeated business with high profitability

Key accomplishments:

• Led this overseas engagement for our first central government database win and strategized a win-back for our Managed Services engagement which was lost to a local Brunei competitor JSY
• Managed remote partner (N
• Able) in Sri Lanka to provide high quality of managed service to our Sri Lanka central tax authority (IRD) to increase our share of wallet of their IT spend despite not having any NCS presence in that country
• During Covid lockdown, my Brunei delivery team deployed the highly complex Oracle PCA infrastructure without any onsite help from our central SG delivery team
• Tightened governance for China TS Sales business to reduce hardware resell at low margins but transformed the sales engine to sell value to clients through attached services and solutions and improved sales margin from 7% in FY17 to more than 15% in FY19

• Being recognized for my client management skills, I was promoted twice on my job and tasked to manage most inbound Large Global Accounts originating from Europe covering the APJ region, namely Nokia, Philips, Rolls Royce and Siemens
• I was leading a team of Account Executives to handle sales and business development activities within these accounts to ensure growth, profitability and successful account renewals
• Being the team lead, I worked with my team to ensure every account has relevant account growth plan, service improvement plans, innovation council tightened with a strong governance model to manage this relationship throughout the life of the outsourcing contract

Key accomplishments:

• Initiated account innovation initiative to re-invest back client’s contractual savings into programs where we captured client imperatives/challenges and translate that into leads and opportunities for account upsells and pull throughs
• Managed to grow both top line and margins by > 10% with high client satisfaction scores
• Recognized as the GO-TO person for clients to get things done, be it solving a business challenge or delivery issue
• Both efforts require me to be both creative and proactive but have paid off as I was able to convert client complaints or challenges into account upsells or new business opportunities
• Secured 2 new accounts (JAC and Nippon Paint) to increase company revenue and drive market share.
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• As an outsource in-scoped team leader, I transitioned the account operations with my team to HP and stabilized the IT operations to exceed the contractual performance in terms of revenue, margins and SLA
• Within a year, I was promoted to take on the role of the account delivery leader and ensured our first contract renewal through our contribution of operational best practices to improve margin and service quality
• These best practices was incorporated globally as part of our renewed scope for our client

Top accomplishments:

• Personal engagement of all in-scoped employees (>20) during transition to ensure high employee morale and productivity which resulted in smooth transition of the IT operations over to HP
• All in-scoped personnel stayed on with the account for more than 3 years and subsequently grew their career outside the account
• Continued high levels of client engagement and trust to overcome uncertainty and grey areas during the transition, with client compliments given to my team for being recognized as the Most Outstanding Regional Transition for the project OPCO
• Subsequently our China team, which was initially managed as a separate region for our client also came under Singapore to form the APJ region managed by myself
• Oversaw multiple service improvement programs to address operational gaps, which not only leveled up our service quality for our clients but also delivered new RFCs (upsells >15%) for HP
• I was awarded stock options as a recognition for my good work done for the company even though I was not a director
• Streamlined delivery processes for increased efficiency and reduced service down times.

• Hired as a Systems Specialist even though I was network trained as my boss recognized my potential to learn on the job
• I was also very outspoken and managed my foreign colleagues and bosses well, so was promoted after a year to lead the APAC Operations Centre team

Major Accomplishments:

• Managed a high-profile SG DC Relocation from various office server rooms to a custom-built DC
• Oversaw the entire construction the DC from scratch which included implementing global standards for power, cooling, personnel safety and security
• Also oversaw every migration detail to ensure that service availability was not impacted during the relocation which took place over 3 weekends
• Led in regional projects such as IBM Tivoli rollout which was also used to check our systems Y2K compliance and ensured smooth final cutover on midnight of 31st Dec 1999
• Enhanced team productivity by implementing efficient work processes and regularly reviewing performance metrics.
• Set performance expectations for the team, monitoring progress towards goals and providing constructive feedback as needed.

• Started my career here as a Network Engineer to manage the Army network and subsequently took on additional responsibilities to also support the Defense Twin Towers and SAFTI-MI Network within 6 months
• Participated in major network implementation projects as well as managed the networks according to the operational pillars (Fault, Configuration, Accounting, Performance and Security Management)

Top Accomplishments:

• Troubleshooted and resolved a long outstanding issue of burnt coaxial transceivers at army sites due to voltage surges caused by lightning and proposed a gradual switch to Fibre-Optics connectivity without going through major tenders
• Supported the most advanced ATM networks (Bay Networks) at that time through self-learning and exploration even though the technology was rather new and still not widely accepted
• Was the first campus ATM network ever deployed across Asia with end node speeds of 100Mbps
• Developed our first in-house IP Address Management tool (IPAMS) using ASP .Net script to resolve our challenge of IP addresses wrongly issued and sometimes duplicated
• This tool was subsequently showcased during various ministers’ visit as part of our initiative to enhance our network management capabilities