oulbyz - Empowering the next generation of leaders

After years of managing GenZ in a high-level corporate environment, I developed a passion for mentoring and advancing them in the workplace. This inspired me to make it my personal mission to advance and upskill young talent.

I turned this inspiration into a reality and started Oulbyz - a niche executive coaching/team development organisation founded on the principles of Ikigai that aims to foster the potential of GenZ.

Through Oulbyz, I aim to utilise my 25 years of leadership and organisational cultural experience to offer mentoring and guidance solutions for individuals, companies, and distributors. 

My role is to identify the unique underlying issues preventing an organisation from realising its goals through conversations with key stakeholders and targeted individuals. Then transform those observations into a tailor-made programme designed to find solutions and take advantage of opportunities.

From here, I can deliver a coaching and mentoring experience that will help develop the team/individual. Not only this, but ensure that post-service, the organisation can create sustainable systems built on established principles. The end goal being to ensure high-performance teams that deliver sustainable growth. 

Connect with me for more info.

Founder & CEO

27 Group - 27 Advisory | 27 Capital | 27 Projects | 27 Digital

At 27Group, we work with Corporates and Government to identify pain points and deliver outcomes that create shareholder value. The team, having vast experience in transformation consulting business, is able to provide access to investors for competitive funding needs whilst providing better ways to operate your business through financial and corporate advisory. 

27Group brings together a robust South East Asian built asset consultancy team coupled with several partners from Big4 accounting firms along with strong project managers from the largest development real estate firms to investment banking experts looking to create more value for clients. We also work closely with global engineering built asset consultancies and accounting financial firms in South East Asia to provide business advisory services.

We also provide project development integration to improve project returns and are committed to providing a sustainable environment for a better tomorrow. Our deliver model blends values important to humanity into business strategy through socio-economic transformation modules. We are passionate about building opportunities for the next generation to achieve their highest economic potential.

Senior Advisor

Etiqa Cambodia

Etiqa is a member of Maybank Group. We pride ourselves on our comprehensive policies without any jargon or hidden clauses, and more importantly, without any catch. At Etiqa, we place people over policies.

We revolutionize industry standards to blaze new trails in humanizing insurance and takaful. Etiqa covers the entire range of insurance products ranging from Consumer Insurance, Business insurance and Takaful.

Etiqa made its debut on 15 November 2007 and is the single master brand for all conventional and takaful businesses under Maybank. The brand essence of Etiqa is humanizing insurance and takaful, where we want to make things simpler for our customers. This is further supported by four brand attributes namely performance with conscience, crystal clear, hand-in-hand and rock solid.

Today, Etiqa is a true multi-channel distributor of insurance and takaful products via its 18,000 agency force, 31 insurance and takaful branches, more than 399 Maybank branches, ATMs and other third-party banks, providing full accessibility and total convenience to customers, unmatched by any other.

Independent Director

Prudential Life Assurance (Lao) Company Limited 

Some of my achievements and milestones while at prudential include:

• I Spearheaded Prudential’s purpose, culture and values across the business including
amplifying its impact on the Lao community.
• I lead and championed the Lao business as an innovation and talent hub for Prudential’s
Insurance Growth Market (“PrIGM”)
• I collaborated, Identified, Guided/Lead and oversaw the organizational commercial and
strategic outcomes for Lao.
• I fostered community and regulatory relationships through thought leadership initiatives to
build a leadership position in the ESG agenda.
• I collaborated, guided and served as member of Prudential Lao Board, PrIGM CLT and local governance and management forums to promote knowledge share towards building a
sustainable business.
• I coached and mentored members of the Executive Committee and staff, local and across the
region to unlock their potential.
•I restructured the business to elevate and empower 12 middle management as next
generation leadership pool in the performance delivery of the commercial, community and
strategic outcomes by establishing a Management Committee.
• I oversaw the design and implementation of the Management Trainee Program to build next
generation management pool.
• I designed and co-delivered Bain’s Founder’s Mentality® as part of EVP and the base
standard for innovation (the first business unit in Prudential to do so), culminating in
adoption of Agile way of work. 100% of all staff are now trained in New Ways of Working
(nWOW) and phased in Agile delivery.
• I guided and oversaw the commercial strategy to successfully onboard of 2 distribution
partnerships in 2020, targeting different customer segments.
• I advanced our ESG agenda to serve the rural and underserved population with Red Cross
Lao and Financial Literacy through the Cha Ching program with ChildFund Laos and Laos
Women’s Union.

Chief Executive Officer and Member, Board of Directors

General Manager

Prudential (Cambodia) Life Assurance PLC

• I was a catalyst for the strategic and sustainable development, growth and operation of distribution
channels in Cambodia and Laos (oversight capacity).
• I lead and championed the Sales and Distribution and Business Conservation functions towards
delivery sales and revenue targets.
• I collaborated as a member of the Executive Committee, business and governance forums.
• I fostered sound working relationships with internal and external partners and stakeholders.
• I mentored and talent managed members of senior management, functional teams, and
Management Trainees.
•I lead strategic projects for the organization both locally and regionally.

Chief Distribution Officer

Prudential Indonesia (PT Prudential Life Assurance)

• I undertook responsibility in establishing, leading and overseeing the Agency Services
function responsible for design and implementation of all Agency Distribution strategic
initiatives to achieve Key Performance Indicators (KPIs).
• I undertook responsibility to lead and manage the Agency Training Department.
• I provided leadership support across various organizational forums to drive organizational
change and transformational projects.
• I undertook responsibility to manage and oversee the process improvements towards
efficient agency operations and strengthen controls to improve business quality.
• I supported the Agency Development Director (“CAO”) in the management of sales teams and
delivery of drivers to achieve Sales KPIs.
• I lead and managed the development and delivery of the Suitability Regime for the
organization.
• I lead, managed and delivered compensation changes to drive improvement of distributor
performance towards delivering future business growth targets in a sustainable manner.
• I acted as strategic think tank for Chief Executive, Agency; and the Chief Executive Officer to
embed new Agency Management Structure and drive Agency Distribution strategies.

Vice President, Agency Development Advisor

Prudential Corporation Asia

• I undertook responsibility in regional compliance oversight across eight different businesses
in Southeast Asia – Cambodia, India, Indonesia (including Shariah), Malaysia (including
Takaful), Thailand and Vietnam (insurance and consumer finance).
• I provided assurance to both local and regional governance forums through site visits,
reviews and project management.
• I successfully developed and managed local unit compliance teams, enabling them to
elevate themselves as trusted business partners while continuing to provide assurance to
the management and governance forums.
• I spearheaded Quality Assurance reviews across the region as well as Regional T&D program
establishing competence benchmarks for the compliance community.
• I provided valuable input from a compliance perspective to the Agency and Bancassurance
Distribution, Customer, Marketing and Regional Business Expansion initiatives.
• I collaborated closely in support of regional and local business in engaging various
regulators.

Director of Compliance

Transamerica Life (Bermuda) Ltd, Singapore

Some of my achievements and milestones while at Transamerica include:


• I oversaw the full suite of compliance duties in ensuring organizational compliance with all
laws and regulations. For instance, developed and implemented Anti-Money laundering
policies and review controls across the organization in accordance to MAS Risk Impact
Model.
• I undertook responsibility in conducting business and compliance-related training for
business sections and partners, while following up on Internal Audit reports on these
business sections
• I monitored and reported key regulatory issues and compliance breaches that may
compromise the organization’s operations.
• I trained and reviewed consultancy functions to assist business units and the organization to
comply and improve business processes for greater transparency

Compliance Officer

Prudential Assurance

Some of my achievements and milestones while at Prudentail Assuarance include:

• I established and built the Corporate Compliance section with Prudential Singapore’s Legal
and Compliance function.
• I oversaw the company’s compliance with rules and regulations in the role of Functional
Head. For instance, ensured the compliance with Prudential Corporation Asia’s Minimum
Compliance Standards (“PCA MCS”) across all Prudential Singapore business units.
• I successfully raised awareness of compliance as a key business driver through rigorous
training of staff and regular dialogue with functional heads of business.
• I undertook a consultant role to business units to develop sound practices in supporting
organizational work processes.
• I spearheaded the vetting and control of disclosure and marketing materials across the
organization.

Manager, Legal and Compliance

American International Assurance Co. Ltd

DY HOD, Training and Competence

For over 25 years, I've excelled as a dynamic business executive, specializing in strategic management and people strategy, transforming businesses across Asia with a focus on sustained growth.

Recognized for thought leadership and a track record in nurturing individual potential, cultivating future leaders, and empowering workforces, I founded OulbyZ. My mission is to bridge the generational gap, particularly empowering Gen Z through concepts like the Founders' Mentality and Ikigai, fostering sustainable, high-performing teams.

Since October 2022, I've been helping C-suite leadership across ASEAN and the Middle East navigate the Gen Z talent agenda. The goal is to build multi-generational teams that are agile, collaborative, and empowered to achieve quantum growth in productivity, customer growth, and improved revenues, and resilient against disruptive forces.

Currently pursuing a doctoral degree at Golden Gate University, my research focuses on Gen Z and the transformative impact of Generative AI on the workforce.

Honored with an Outstanding Leadership Award for contributions to Gen Z learning and education, OulbyZ's feature on Silicon India's '20 Most Promising Companies in APAC' underscores my dedication to reshaping the future of work and people transformation.

Connect with me to have a conversation.

Q1 is over!

Q2 began with a stumble with all these holidays.

Have you had a chance to reflect?

I've had many people in my network reaching out to me in frustration about this.

Q1 went by in a flash, and they felt like they missed their goals. And from my own experience once you have missed Q1, it will have a domino effect on the rest of the year.

If you've missed Q1, you've missed it. It is in the past!

Take stock and reflect, but move forward.

Take stock of work: what went well, and what could you do better in the coming quarter?

Take stock of your teams: have they gone through the planned development and have they got the capabilities they can apply to take things to the next level in Q2?

Take stock of whether your KPIs are making sense: How can you break this down in simpler terms that make it easier for your teams to understand and be measured against? 

Don't spend Q2 trying to achieve Q1 goals; adapt, revise, strategise and take Q2 on!

Connect with me if your teams need help achieving this, or click the link below for OulbyZ coaching and consulting. 

https://lnkd.in/gUAknxME

#Communication #Leadership #Management

Veejay Madhavan

April 14th marks the beginning of the New Year across various Indian subcultures, each with its unique traditions and celebrations. 

From Basoa for the Jammuites to Goru Bihu for the Assamese, Paula Baisakh for the Bengalis, Puthandu for the Tamils, Vaisakhi for the Sikhs, and Vishu for Malayalis, the diversity of festivities reflects the rich tapestry of the Indian culture.

Vishu, celebrated as the harvest festival, holds special significance. Its name, meaning ‘equal’ in Sanskrit, underscores the balance between day and night, symbolizing harmony and equilibrium.

In Malayali homes today, amidst various activities, food plays a pivotal role. The palate experiences a symphony of sweet, sour, salty, and bitter cuisine, embodying the balanced flavors of Vishu. These flavors represent the myriad experiences and emotions that shape life’s journey. As we partake in these dishes, we reflect on the past year, express gratitude for blessings received, and set intentions for the year ahead with hope and optimism.

Looking ahead, I remain optimistic that truth, logic, and rationalism will continue to unite the human species. 

Wishing all happy celebrations! 

#Vishu #NewYear #Culture

Does your team know what needs to be done this quarter?

I wrote a post last week about reflecting on Q1 as we move into Q2.

If you have missed Q1 goals, it's essential that you can determine what you have been doing well and can continue doing, but step back and ask yourself (and get your team involved): What could we have done better and what can we implement? 

What I discovered from my consulting is that teams, during their review sessions to strategize for a quarter tend to go on solution mode and more often than not, the solution is the implementation of some big ticket fancy solution that they wish to implement in the shortest time. 

To me that is already setting up for potential failure for the next quarter.

Focus on the low-hanging fruit and low effort , high ROI activities on a win-scale approach.

Also, it's worthwhile focussing on individuals who have been trained in Q1 - what new tasks can they take on to cover deficits? Were they trained correctly?

If your team needs help tackling Q2 strategically, connect with me or click the link below for OulbyZ coaching and consulting.

https://lnkd.in/gUAknxME

#Q2 #Leadership #Management

What good is technology if it is not making our lives easier?

Singapore was recently voted the 5th smartest city in the world and the smartest in Asia! What does this actually mean?

The Smart City Index grades 142 cities on how well they use technology to enhance the quality of life of citizens.

I think it's the inspiration for businesses to take an inward look. Are we using the best available technology to enable our workforce - is it actually making their lives easier or are we just ticking boxes.

There is a trend that companies are embracing tech in their quest to become smart. But building a smart company requires companies to consider:

1. Clarity of organisational needs.

2. ⁠Promoting a Culture of innovation.

3. Implementing IoT and Data analytics. 

4. ⁠Embracing AI and ML.

5. ⁠Enhancing connectivity and collaboration.

If you need help building a smarter organisation, connect with me or click the link below. 

https://lnkd.in/gUAknxME

#Singapore #Leadership #Technology

straitstimes.com • 2 min read

Singapore is world’s 5th smartest city, top in Asia: Global index

In a multi-generational workforce, how are each of the generations responding to disruptive change?

My work has me largely focused on Gen Z, but what about Gen X, Gen Y and Baby Boomers? 

Change management isn't just about adapting the new workforce to technology and other disruptors; it's about the existing employees too. 

Have we stepped back and asked how they are adapting?

It’s crucial to recognise that each generation brings its own set of values, experiences, and comfort levels with change. While Gen Z might dive headfirst into new technologies, Gen X and Baby Boomers might value stability and gradual adaptation, offering deep-seated knowledge and experience that can guide more youthful enthusiasm. 

Meanwhile, Millennials or Gen Y, straddling the line between digital natives and traditionalists, often act as the bridge in integrating these diverse perspectives.

What do you think?

If you need help building high-performance multi-generational teams, connect with me or click the link below. 

https://lnkd.in/gUAknxME

#Leadership #Management #GenZ

There are a million ways to measure employee performance, but the one I think we all rely on the most is our own perception - potentially the most flawed.

We like to put employees in boxes, and it often places them somewhere on a traditional bell curve between overperformance and underperformance. 

But we have to ask ourselves, does this not create a self-fulfilling prophecy? 

When we place an employee in the category of underperformance, we start picking apart their smaller actions, and this only further erodes their confidence and ability to work.

Always ask yourself, is this how they really are? Or is it my preconceived notion of them?

Often we are quick to make assessments and judgments, but do we take time to understand why they behave this way?

If you’re interested in coaching and consulting for your organisation, connect with me or take a look at my gamechanger manifesto by clicking the link below. 

https://lnkd.in/gFqfTnGc 

#Leadership #Management #CompanyCulture

As Singapore welcomes a new era with Lawrence Wong set to assume the premiership on May 15, 2024, I was reminded of the cycle of renewal in leadership and the challenges it brings. 

While honesty and integrity remain paramount in governance, recent events have underscored the humanity of our leaders. 

They are, indeed, as human as anyone else. 

This recognition opens a profound opportunity for our new leaders to embrace vulnerability, not as a weakness but as a vital asset in connecting with the electorate's dreams and passions.

How can this new generation of cabinet members, tasked with guiding Singapore through its next phases of growth and challenge, harness their own authenticity to inspire trust and foster a deeper connection with the people they serve?

What do you think about this?

#Integrity #Leadership #Singapore

todayonline.com • 1 min read

Lawrence Wong to take over from Lee Hsien Loong as prime minister on May 15: PMO

Reflecting on the insightful DMs received following my recent post on employee performance, I wanted to delve deeper into the realm of coaching. 

Coaching transcends remediation and serves as a gateway to limitless opportunities for individuals across the spectrum. However, it's essential to understand that coaching isn't a one-size-fits-all solution. 

Think of coaching as an expedition—it's about growth and unleashing potential. It involves a collaborative effort between coach and coachee, exploring uncharted territories together. Yet, the crux lies with the coachee—they dictate the journey, not the coach. 

It's crucial to recognize that coaching demands commitment, openness, and a willingness to embrace change. Not every coaching relationship will yield immediate results, and that's perfectly alright. Success isn't solely attributed to the coach—it's a collaborative endeavor between coach and coachee. 

That’s why I spend the most amount of time in my first coaching session establishing agreements between my coachee and myself.

Remember, success isn't solely about reaching the destination—it's about embracing the journey. 

The power to succeed resides within each of us! 

If you're seeking a coach to unlock your potential, look no further! Just connect with me and let’s explore the possibilities of an expedition. 

#CoachingForSuccess #ProfessionalDevelopment #UnlockYourPotential

In a time when many global leaders are reaching their 80s (hello, America), Singapore shines with its proactive stance on leadership rejuvenation, opening doors for young, innovative minds to assume critical roles. As a proud Singaporean, I commend the government for this forward-looking approach.

At the core of this strategy lies succession planning, a meticulous process of identifying and grooming future leaders. It goes beyond mere handovers; it entails nurturing talent, ensuring seamless transitions, and fostering organizational growth.

The emergence of Gen Z managers adds a new layer of significance to succession planning. These digital natives bring fresh perspectives, tech-savviness, and a drive for change. Integrating them into succession plans ensures smooth transitions and injects organizations with dynamism and adaptability.

Embracing succession planning enables companies to unlock the full potential of their workforce, propelling innovation and maintaining a competitive edge in today's rapidly evolving business landscape.

What are your thoughts on the role of succession planning in shaping the future of corporate leadership? 

Connect with me or click the link below if you’re interested in helping your younger leadership excel.

https://lnkd.in/gUAknxME

#Singapore #Leadership #Management

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