Hazrina Hassan Khalep

1. Strategic Leadership

• Developing Organizational Strategy: Spearheaded the inaugural creation of a 5-year corporate strategy (LEAP26) that aligned with organizational goals, resulting in around 10% increase in customer satisfaction level with sustainability ratio of 0.7 and below.
• Cross-Functional Collaboration: Led multi-departmental teams to ensure seamless execution of strategic initiatives, fostering a culture of collaboration and accountability.
• Annual Planning Oversight: Directed the development of annual business plans, integrating financial forecasts, market analysis, and risk assessments.
• Executive Reporting: Regularly presented strategic updates and performance metrics to C-suite executives and the Board of Directors.

2. Corporate Planning and Performance Management

• KPI Development and Monitoring: Designed and implemented organization-wide Key Performance Indicators (KPIs), improving performance tracking and decision-making accuracy by 30%.
• Performance Processes and Framework Development: Establish the overall process and performance reporting framework for effective and meaningful reporting to various stakeholders.

3. Data-Driven Decision Making

• Market Analysis: Conducted in-depth industry and competitive analyses, guiding the company to pivot toward high-growth opportunities.
• Scenario Planning: Introduced financial modelling and build an in-house predictive modeling to evaluate various strategic scenarios, ensuring agility and preparedness for market shifts.

4. Transformational Projects

• Business Transformation: Oversaw the successful execution of a business process reengineering project, project named ICE, reducing operational inefficiencies by 57%. This saw an introduction of new Client Charter from Q2 2023 onwards.
• Digital Strategy: Establish a digital transformation roadmap, integrating data analytics requirements and AI tools to enhance customer insights and operational efficiency.

5. Stakeholders Engagement & Change Management

• External Partnerships: Built strategic alliances with industry stakeholders, driving joint data insights and innovation projects that added various values to the regulators, banking and property ecosystem.
• Cultural Alignment: Guided the organization through large-scale change initiatives, ensuring buy-in from employees and stakeholders. Project code known as iXCEO, it showcases 12 innovations that solve real-world business problems with savings amounting to RM0.5 Million to the organization.
• Employee Development: Mentored future leaders within the organization, fostering a pipeline of talent to sustain strategic growth.

1. Corporate Planning and Performance Management

• Strategic Leadership: Assist in facilitating strategic workshops and meetings with senior management to set priorities and align on key objectives.
• Market Analysis and Annual Planning: Conduct market and industry analyses to identify emerging trends, risks, and opportunities, and provide actionable insights to senior leadership while assisting in the Annual planning process.
• Corporate KPI Development: Assist in the establishment of Balanced Scorecard (BSC) framework for the organization. Presented to Board, got it approved and roll-out company wide implementation from 2017 onwards.
• Established performance metrics for all divisions and departments, with a 95% tracking accuracy. From ground up manual to semi-automated dashboards with assistance of 1 junior executive throughout the implementation.
• Performance Reporting: Delivered quarterly performance reports to stakeholders, reducing data preparation time by 30%.
• Improvement Metrics: Designed and implemented fundamental business performance tools and measurement systems, focusing on pivotal metrics such as loan disbursement efficiency, customer satisfaction indices, and operational cost ratios. These metrics provided critical insights for strategic planning and resource allocation

2. Corporate Reporting: Spearheaded the development and preparation of the LPPSA Annual Report since its inception, establishing the right framework to ensure accuracy, transparency, and alignment with organizational goals. Successfully delivered critical performance reviews and actionable recommendations to the Board, key stakeholders, and Parliament, providing strategic insights to guide decision-making.

3. Data Analytics Explorer: Self-initiated and represented LPPSA in a Ministry of Finance (MOF) Big Data Analytics project. This project lead by MAMPU (now known as Jabatan Digital Negara). Utilized Rapidminer and statistical analysis tools to analyze over 1 million data points, creating dashboards that improved performance trend visibility by 30%. Identified 10 key improvement opportunities that contributed to a 15% enhancement in operational efficiency and created strategic decision-making at the executive level.

• Macroeconomic Analysis: Delivered quarterly macroeconomic insights to senior management, influencing strategic decisions aligned with the National Automotive Policy (NAP).
• Business Development: Collaborated on developing business proposals and strategies for government-backed initiatives, including TEKS1M and automotive industry incentives.
• Data-Driven Insights: Consolidated performance data using advanced financial modeling to evaluate business performance and cost optimization opportunities.
• Policy Coordination: Managed feedback on parliamentary queries and government policy alignment, ensuring compliance with national objectives.
• Cross-Functional Leadership: Facilitated high-level meetings with internal teams and government agencies, driving actionable outcomes and promoting stakeholder engagement.

• Corporate Branding: Spearheaded the development of MAI’s (now known as MARI) branding and communication strategy to enhance visibility among industry stakeholders and media.
• HR and Event Coordination: Managed recruitment, employee engagement, and corporate events, collaborating with chambers of commerce and sponsors to strengthen industry ties.
• Delivered an inaugural collaboration to promote Electric Vehicle in Malaysia with EUCHAM (or previously known as EU-Malaysia Chamber of Commerce and Industry) for industry-wide stakeholders.
• Policy Advocacy: Engaged with media and government officials to promote the National Automotive Policy review and MAI’s initiatives, fostering support for automotive development programs.

• Strategic Policy Development: Played a key role in the National Automotive Policy (NAP) review by consolidating inputs from industry players and conducting comprehensive policy impact analyses.
• Stakeholder Collaboration: Coordinated high-level workshops and meetings with automotive manufacturers, suppliers, and government bodies to align industry goals with national policies.
• Data Analysis and Reporting: Developed and presented analytical insights on automotive industry trends, focusing on high-technology foresight and future innovation potential.
• Initiated, established and produce the automotive GDP contribution which was absent by approaching and collaborating with Dept. of Statistic Malaysia (DOSM) and MITI. The industry-specific GDP offers a compelling and effective basis for developing targeted initiatives aimed at fostering industry growth.
• Performance Management: Assisted in establishing a robust framework for tracking key industry performance metrics, ensuring alignment with National Automotive Policy objectives.

• Government Funding Proposals: Assisted in preparing strategic proposals for government funding in the automotive sector, driving initiatives like tools, dies, and mould development. Lead specific projects for MIYAZU tools, die and moulds, Hybrid car and Telematics development with PROTON and vendors community, championing presentation and grant pitching at ministry-level such as MOSTI.
• Industry Foresight: Contributed to research on electric vehicle (EV) and battery management systems, supporting Malaysia's transition to sustainable automotive technologies and recommendation of various tax proposal for the National Automotive Policy potential review.

1. SOP Review and Process Re-engineering:

• Involved in the development and review of Standard Operating Procedures (SOPs).
• Managed a team of 12 non-executives in conducting the West Malaysia Sales Survey to enhance Sales SOPs.
• Assist in the coordination and facilitation of the company-wide Innovative Creative Circle (ICC) implementation.

2. Transformation and Special Assignment:

• War room Project executive (Secondment to Proton Edar Sdn. Bhd.) - Prepared sales and inventory volume reports by region and sales channel, analyzed sales trends by model movement, conducted competitors’ market analysis, and product assessments.
• Transformation Office:

1. Tracked and monitored the Business

Turnaround Plan - Served as a key

team member on Special Projects

under the Managing Director’s Office,

coordinating input consolidation and

monitoring project progress for the

PROTON 5-Year Business Plan.

2. GLC's KPI Development and

Reporting - Supported the manager

with the implementation of GLC

Books, including developing a new

framework for Group PROTON’s Key

Performance Indicators (KPIs).

Contributed to the development of

the Performance Management

System (PMS) by designing KPI

templates and fostering employees

engagement.

• Research Engineer, R&D Division

Development of Inaugural PROTON

Technology Roadmap - At PROTON, there was no existing framework for a unified technology roadmap, which hindered the company's ability to align its innovation strategy with long-term business goals. I took the initiative, backed with opportunity and trust given to develop, lead, and coordinate the creation of a comprehensive group-wide technology roadmap from the ground up. This involved aligning cross-functional teams, gathering input from R&D, manufacturing, and corporate planning departments, and setting clear milestones