Ed Cheang

I am a dynamic and people-oriented leader who excels in conducting strategic analysis, devising innovative solutions, and driving teams to achieve transformative outcomes.

Building strong and enduring relationships with stakeholders across all levels, from C-suite executives to interns, is my superpower, enabling me to deliver impactful results.

I derive immense satisfaction from forging partnerships that generate significant mutual value.

As a leader, I am dedicated to nurturing teams and individuals, supporting them in overcoming obstacles and empowering them to reach their goals.

EAD OF VENTURE BUILDING, STRATEGY & OPERATIONS JAN 2019 - PRESENT ENGIE FACTORY ASIA-PACIFIC

ENGIE Factory has a vision to expedite the transition to a low-carbon world. We begin with a clean slate, identifying opportunities where clean energy ventures with the potential to emerge as sustainability industry unicorns could be launched, and subsequently create these ventures.

To help achieve this vision, in my role I delivered the following outcomes :

-  Pioneered the expansion of ClimaTech Venture Building activities into Australia (2021) and Saudi Arabia (2023), securing resource allocation from local leadership. Developed a network to identify and engage with key stakeholders, including Executive Leaders in Paris (HQ), Australia, and Dubai/Saudi Arabia, as well as local investors, entrepreneurs, and ecosystem players, in order to collaboratively compelling business cases for investment.

-  Effectively led the launch of three sustainability focused innovative ventures in Australia within just 12 months of program initiation by working with all involved to create, develop and maintain enthusiasm, focus, and momentum, ultimately securing an impressive total of A$1m in pre-seed funding. Led cross-functional teams to drive the company's progression from ideation to funding. Played a pivotal role in areas such as strategy development, commercialisation, team establishment, product definition, and customer engagement.

-  Acted as co-founder to develop a fintech sustainability financing startup looking at increasing SME decarbonisation. Led customer acquisition and engagement to identify opportunities and validate solution. Start-up was handed over to an external founder for further development

-  Successfully developed four pilots in in customer retention, predictive maintenance, and alternative infrastructure investment methods, targeting potential annual savings of S$2m. Collaborated closely with internal and client leadership stakeholders to develop and define each pilot. Orchestrated collaboration with on-the-ground teams to select suitable start-up partners and effectively implement the pilot projects.

-  Strategically optimised the investment structure of the venture portfolio, resulting in a significant reduction of potential annual corporation tax by S$4m. Collaborated with internal finance teams to diligently implement essential policies and procedures, ensuring full compliance with both internal and external audit requirements.

-  Skilfully integrated external consultants into daily operations, implementing strategies which harnessed their expertise and and create a seamless experience for stakeholders. This approach guaranteed a cohesive and unified service delivery, providing consistent, high-quality outcomes.

- Maintained team cohesion during a challenging leadership transition by developing strong working relationships and trust. Collaborated with team members to comprehensively understand their goals and objectives, complementing their individual working styles to identify and implement opportunities to foster their professional development.

MANAGER OCT 2017 – DEC 2018 DELOITTE SOUTHEAST ASIA

-  Collaborated closely with Senior Leadership and management within the Financial Crimes and Compliance team of a prominent Australian bank to thoroughly review and revamp the existing business model, aligning it with the strategic vision.

-  Despite the technical nature of the subject matter being new to me, I proactively engaged with individuals ranging from junior to senior levels at both Deloitte and the Client, leveraging their expertise to acquire knowledge while simultaneously building strong relationships to support the project.

SENIOR CONSULTANT MAY 2015 – SEP 2017 CAPCO

-  As Product Manager, successfully led the delivery of a digital card sign-up solution that enabled seamless application capture via tablets, significantly reducing manual processing and expediting approval times. Collaborated closely with a remote technical team based in HK and an onsite cards sales team in Singapore to ensure smooth execution.

-  Served as the project manager for a CHF100m core banking transformation initiative at a Swiss Private Bank, overseeing multiple vendors and ensuring the successful implementation of strategic management plans.

MANAGER APR 2011 – MAY 2015 KPMG SERVICES PTE. LTD.

-  Collaborated closely with the APAC COO to lead and successfully deliver an AML/KYC compliance program for a prominent US bank in Singapore, ensuring its timely completion and passing the assessment by regulators.

-  Took charge of the redesign of the Client Onboarding process for a Swiss Wealth Management bank, leveraging digitalisation, automation, and parallel processing to propose a significant reduction in onboarding duration from 30 days to 15 days.

-  Conducted a comprehensive data analysis to evaluate the impact of care delivery locations on patient treatment and associated costs. The findings played a pivotal role in the establishment of a regional healthcare system that prioritizes the utilisation of step-down care, resulting in improved efficiency and cost-effectiveness.

CONSULTANT OCT 2007 – DEC 2011 DELOITTE MCS LIMITED

-  Took the lead in validating crucial assumptions and calculations for a contact centre cost model, involving operational costs totalling £10m. Successfully delivered a revised model that incorporated additional functionality, such as scenario modelling, to cater to the needs of a healthcare provider.

-  Developed a comprehensive cost model to support a business-wide transformation initiative for a UK mortgage provider, which had a cost base of approximately £1.5m. The cost model played a crucial role in informing decision-making and ensuring the financial viability of the transformation efforts.

MEng. Aeronautical Engineering University of Bristol, UK