Led the successful implementation of the ERP JD Edwards V 9.1 platform. Establishing an integrated business system across Finance, Accounting, Sales, Marketing, and Supply Chain functions. The project combined JD Edwards with a front-end sales application, EDI integration, and 3rd party-managed warehouse operations through OSB interfaces, creating a unified end-to-end business process. Through effective stakeholder coordination, vendor management, and strong governance, the project was delivered on schedule while ensuring business continuity, seamless system integration, and high user adoption.

Served as the IT Manager representing the client organization in the strategic transition of third-party warehouse operations from Agility to DHL. The initiative involved integrating DHL’s warehouse management platform with the existing JD Edwards ERP and OSB middleware environment, while introducing operational enhancements to better support evolving business requirements. Led the IT workstream, managed vendor coordination, and collaborated with business stakeholders to ensure all systems, interfaces, and operational processes were fully prepared for the transition. The project was successfully delivered within a strict contractual timeline while maintaining uninterrupted business operations.

Integration migration project between JD Edwards ERP and the third-party warehouse management platform operated by DHL following a major WMOS system upgrade. Led project planning, stakeholder coordination, risk management, and testing activities to ensure uninterrupted business operations throughout the migration. Worked closely with internal business and IT teams, as well as DHL, DHL-Link, and OSB integration teams, to validate all impacted interfaces and business processes. The project was successfully delivered with zero downtime, ensuring continuous order fulfillment, inventory visibility, and data synchronization across all connected systems.

leading a two-phase data center migration and consolidation program to optimize infrastructure costs and improve operational efficiency. The initiative involved first migrating the primary data center from the Head Office to Moratel Data Center, followed by a second phase consolidating additional servers previously hosted at CBN (Cyber 2 Building) into Moratel. This transformation enabled a fully managed hosting environment, reduced internal infrastructure complexity, and significantly lowered operational and maintenance costs while ensuring uninterrupted business operations.

DIMAS Upgrade project (Distributor Information and Management System), leading a strategic digital transformation to modernize the company’s core distributor platform. The initiative migrated a legacy client-server system into a centralized web-based architecture, supporting more than 90 distributors across Indonesia. The transformation was executed over a two-year period using a phased rollout approach, enabling controlled adoption while ensuring business continuity across all distributor operations.

Shopify Social Commerce Pilot Project for Tupperware Asia Pacific. Introducing a new digital sales model that enabled Business-to-Consumer (B2C) selling through referral-based social commerce. The initiative empowered the sales force to share personalized Shopify referral links with end customers, allowing customers to purchase directly while ensuring sales attribution remained linked to the respective sales representative for commission and bonus calculations. In addition to technical delivery, I was responsible for end-to-end project leadership, including business case development, planning, cross-system integration, execution, and stakeholder reporting. The solution integrated Shopify with the existing front-end systems, JD Edwards (ERP), and DHL Warehouse Management System (WMS), establishing a scalable foundation for social commerce expansion across the Asia Pacific region.

Served as the Local Project Manager for the implementation of a Java-based Mobile Sales Application developed by a vendor in Mexico and aligned with Tupperware Global Mobile Application Standards. The project was delivered within approximately four months and aimed to provide sales force members with a modern mobile channel for product browsing, order placement, and sales activities. The solution was integrated with the existing Distributor Management System (DIMAS) to enable real-time transaction processing and centralized product management. As the local project lead, I coordinated business stakeholders, regional teams, and the offshore development vendor to ensure successful delivery despite geographical, language, and time zone challenges.

Managed the local implementation of a global IT Service Management (ITSM) transformation initiative that migrated the organization from a legacy local ticketing application to BMC Helix Remedyforce, the enterprise-standard ITSM platform adopted across multiple countries. As the Local Project Manager, I acted as the primary liaison between local business stakeholders, the Global Program Team in the United States, and the implementation vendor in India. The project required aligning local operational processes with global ITSM governance while ensuring business continuity, regulatory compliance, and successful user adoption. The implementation included Incident Management, Service Request Management, Change Management, Problem Management, Service Catalog, and standardized approval workflows, enabling a consistent service management framework across global operations.