Chief Business Development Officer - Mining & Resources

With over seven years of experience at PT Pratesis, currently contributing as Senior Business Development, focusing on fostering business growth and continuity. Skilled in business continuity planning and project management, enabling teams to deliver impactful solutions. Expertise in cloud computing services aligns with the organization’s mission to innovate and optimize operations. Committed to driving collaborative strategies while empowering teams to meet organizational goals. Combines industry knowledge with a results-oriented approach to support sustainable business outcomes.

Most organizations see themselves as fast-moving. Decisions get made, meetings fill the schedule, and new initiatives keep coming. Yet on closer inspection, progress often feels weighed down. Not due to a lack of talent or tough market conditions, but because internal resistance has quietly become part of everyday operations.

This newsletter asks leaders to move past surface explanations and take a closer look inside their own organizations. To pay attention to the friction embedded in structures, everyday routines, and the way information moves between teams. It is rarely created on purpose. More often, it forms gradually, then becomes normal, and eventually goes unquestioned.

In this sense, speed has little to do with working longer hours or urging people to decide faster. It has everything to do with whether the organization can move without constant back-and-forth, repeated approvals, or unclear ownership. It comes down to whether clarity exists where action is actually required.

This piece is written for leaders who want organizations that feel steady, disciplined, and resilient, but also responsive to what is happening in real time. Because real advantage is not built through constant activity. It is built by removing the internal drag that slows execution between intention and outcome.

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