Pasi Haatainen

Experienced Consult Partner: With over 20 years of experience, including 16 in the APAC region, expertise in IT and Management Consulting has been demonstrated, focusing on digital transformation and customer success within global markets. The individual’s career is distinguished by strategic leadership and the successful facilitation of transformative initiatives that modernize operations and stimulate business growth. Recognition has been received for the development of IT strategies and operational excellence. A track record has been established in business development and the leadership of high-performing consultant teams.

• Project Management Professional (PMP), 2003
• COPC Vendor Management Coordinator, 2004
• Support Centre Practices (SCP) Certificate, 2005
• Six Sigma Green Belt, 2006
• Six Sigma Black Belt Training, 2008
• Digital Transformation Program, 2023, Singapore Management University
• Digital Transformation, Platform Strategies for Success, 2023, MIT
• Accelerated Management Program, 2023-2024, National University of Singapore

• Finnish Business Council (FBC) Singapore, Chairman, Singapore, 03/01/21, Present, Support FBC Singapore’s mission to promote trade between Finland and Southeast Asia in collaboration with Business Finland and the Embassy of Finland in Singapore.
• Hash House Harriers Singapore (HHHS), President, Singapore, 02/01/23, Present, The Father Hash is the second oldest trail running / Hash chapter in the world since 1962.

• The client, family-owned coffee produced in Indonesia, was struggling to remain competitive in a rapidly changing market and with siloed internal business units and functions, prompting the need for a comprehensive business and digital transformation to bolster shareholder and customer value. In response, I spearheaded the establishment of a Transformation Management Program and Office, focusing on the redesign of governance models, strategy recalibration, and organizational restructuring. Through these strategic initiatives, we enhanced customer offerings, streamlined group operations, and transformed challenges into growth opportunities, positioning the client for significant future success.
• In the Philippines' private and largest highway and gantry operator, I recognized a critical need to synchronize the company's strategy across its units. Tasked with leading the strategic alignment workshops with the C-Suite, I designed and implemented a Business Transformation Office, facilitating extensive workshops to integrate the company's strategy across all business units for the upcoming five years. This comprehensive approach not only ensured cohesive strategic priorities but also introduced a company-wide Performance Management process and governance, enhancing overall organizational efficiency.
• In Singapore, I was tasked with the foundational establishment of a new global HQ. My responsibilities encompassed spearheading the development of the entire corporate structure, from entity creation, office space acquisition, to organizational design, recruitment, and setting up operational frameworks. Through strategic negotiations with the Singapore Economic Development Board, I secured tax incentives resulting in projected savings of over US$100M. Furthermore, by transitioning all international voice calls from traditional circuit-switched systems to next-generation SIP peering interconnects, I realized a cost reduction of more than 50% for international dialling.