Thammasat University

Regional Head of Customer Implementation for Asia Pacific

Heading the Regional Customer Implementation Team across Asia Pacific for new and existing customers, ensuring an excellent and seamless customer onboarding experience.

A.P. Moller - Maersk

Responsible for the largest Sales team in the Area of Thailand, Malaysia and Singapore. Effectively leading 31 sales representatives and sales managers through the new company strategy while delivering record results. 
 
•   Leading the team to successfully achieve over 400% gross profit growth. 
•   Coaching the team through the strategy changes, uplifting morale and helping each team member to navigate the fast-changing environment in this turbulent year. 
•   Effectively communicate organization direction and team strategies and developing 2025 Business Plan for TMS Segment Sales.    
•   Understanding customer’s true needs to deliver sustainable and effective solutions. 
•   Promoting digitization and automation to internal stakeholders and customers for process efficiencies.

Head of Segment Sales - Thailand, Malaysia and Singapore

Managed all aspects of the Maersk, Safmarine and Sealand Asia – A Maersk Company office in Myanmar. Overall responsibilities include vessel and landside operations, Sales, Customer Service, Supply Chain Management, Human Resource, Administration and Finance. Leading the organization through strategy and culture change with the new One Maersk policy. 
 
•   Responsible for total P&L of Maersk Myanmar office to ensure sustainable profitability. 
•   Through various initiatives turned the country’s negative P&L to positive and increased the business market share from 18% to 22%. 
•   Establishing new processes and framework for efficiencies and standardization. 
•   Strategic planning of terminal and depots to meet the aggressive growth ambitions of the country.  
•   Driving change for a cohesive and high performing culture in the local teams. 
•   Actively managing complex government relations and other key stakeholders to foster cooperation, support, and advocate for better standards in Myanmar’s logistics industry.

Managing Director at Maersk Myanmar Ltd.

Responsible for a Sales team which consists of various customer segments in Thailand as well as 
branch office customers in Laem Chabang and Songkhla. Leading a team of 11 sales 
representatives and team leaders to achieve the sales team's targets. 
• Drove the largest sales team to achieve volume/revenue targets - responsible for 60% of 
Thailand’s total targets. 
• Established good rapport with customers to support long-term relationships. 
• Coached and motivated the team to increase engagement and reach targets. Achieved 97% 
favourable score for the Manager Effectiveness Index in the 2014 Employees Engagement Survey. 
• Promoted Salesforce.com adoption and usage within the team.
• Drove the marketing strategy for 2012 to meet the needs of the local organization as well as 
the global Maersk Line business. 
• Procured marketing materials, promotional items/customer events to improve customer 
satisfaction and give the best customer experience.

Sales and Marketing Manager

Supporting the development of the value proposition for projects, effective communication with all stakeholders, creating sales tools and training clusters. 
 
•   Produced sales tools for competitor benchmarking and monitoring customer booking patterns. 
•   Developed Training programs and effectively trained relevant frontline sales. 
•   Created communication packages to distribute to all stakeholders globally. 
•   Involved in business proposals and presentations to the Maersk Board.

Project Manager 

Managed Thailand’s Pacific and Latin America trade strategy with a portfolio representing $49 
million and 36,000ffe per year. Responsible for yield/allocation management for EU-FE trade 
ensuring vessel’s optimal weekly loadings. 
• Pacific and Latin America focal engaging with Sales on trade strategy and market feedback. 
• Feeder management and product suggestions to HQ String Managers to ensure lowest cost 
while maximizing yield. 
• Cluster focal for Cargo Yield Prioritisation Project driving the success of the Thailand pilot. 
• Accurately forecasted booking levels to ensure high utilization on the vessels. 
• Demonstrated strong stakeholder communication with CEN and APA. 
• Introduced process improvements to simplify the team's daily tasks.

Trade and Capacity Analyst

Project Coordinator, Siam Shoreside (Thailand)   Dec 2008-Oct 2009 
Ran process improvement projects in an inland container depot working in Siam Shoreside co., ltd. As well as implementing new cost savings KPIs with a result of $90,000 by the end of 2009. 
 
•   Managed the successful integration of GCSS and Maximus (internal backbone system) along with driving mindset change for users. 
•   Supported the finance function to compose aspects of the P&L statements and was a primary influence over the 2010 sales budget. 
•   Designed orientation package material for new employees. 
•   Constructed a detailed investigation into the smart card gate system – a new concept for container yard truck handling. 
•   Developed campaign material for external advertisement for the company. 
 
 
Process Excellence Analyst, Maersk Line (Thailand)   Apr 2008-Dec 2008 
A pioneer in driving the process excellence mindset into the local organization. Being part of multiple PEX projects and facilitated PEX basics workshop across the organization. 
 
•   Played a vital role in embedding the PEX mindset as part of the newly launched PEX function.  
•   Worked on various projects with a demonstrated proof of success in the Damco Amendment Project receiving a Blue-Ribbon Award (Internal Recognition Award). 
•   An ambassador delivering workshops, training and the kaizen model to local organization. 
 
 
Logistics Client Coordinator, Maersk Logistics (Thailand)  May 2007-Mar 2008 
Primarily responsible for communicating with vendors, the warehouse, and our internal stakeholders to ensure effective operations and alignment with our expected forecasts. Along with identifying waste in internal processes and cutting non-value-added tasks from the daily work, to achieve lean efficiency in our operations and allow more time to focus on our key priorities.

Flora Pintusoontorn