Head of People at high-growth Asian tech companies. Ten years of org design, hiring strategy, comp and L&D. Currently scaling a regional engineering org from 600 to 1,200 while keeping eNPS above 60 — proof that growth and culture aren't mutually exclusive. Believer in transparent levelling, well-paid managers, and meeting agendas with actual outcomes.
Experience 4 ROLES
Leading the people function across Singapore, India, Indonesia and Vietnam. Scaling engineering from 600 to 1,200, redesigned the levelling framework, rebuilt comp bands across four currencies, and shipped a manager-effectiveness programme attended by 100% of engineering managers. Sit on the regional ELT; own the headcount conversation directly with the CFO.Org scalingComp redesignManager developmentELT member
Built and led the people-partner team for R&D — twelve partners supporting 2,000 engineers across 18 time zones. Owned performance, comp and DEI strategy through the company's digital-first transition. Designed the levelling-and-comp framework that's still in use today across the org.PerformanceDEIRemote-first transitionTeam of 12
First dedicated people-partner hire for the infrastructure org. Helped shape the levelling framework that's still in use today. Ran calibration for three review cycles across 400+ engineers.LevellingEarly-stage HRCalibration
Three years at GS in the technology division supporting 600 engineers across India and Singapore. Learned how to do HR at scale, how to run rigorous calibration, and how to handle the harder conversations.Enterprise HRScale operations
Tech Stack 6 AREAS · CLICK TO EXPAND
Org DesignLevelling · Spans · Layers
+Designing organisational structures that hold up as the company doubles. Comfortable with the maths of spans and layers — and the politics of changing them. Have collapsed three layers out of an engineering org without losing a senior leader.
CompensationBands · Equity · Multi-currency
+Comp redesigns across four currencies and three legal entities. Familiar with cost-of-labour models, equity refresh cycles, and the trade-offs of grant vs cash vs RSUs. Comfortable presenting comp philosophy to a board.
PerformanceCalibration · Promotion · Reviews
+Built calibration processes that engineering leaders actually trust. The trick is showing the maths, not hiding it. Have run 14 calibration cycles across three companies; the framework holds up.
HiringStrategy · Operations · Brand
+Owned the hiring strategy through three doublings. Strong views on structured interviewing, hiring committees, and the cost of a bad hire (much higher than the cost of a slow one).
People AnalyticseNPS · Attrition · Forecasting
+Workforce data as a first-class function — not a quarterly slide deck. Comfortable in SQL and Looker. Have built attrition-prediction models that the exec team actually used.
ProgrammesManager · Mentorship · L&D
+Designed and ran a manager-effectiveness programme attended by 100% of engineering managers at RailHub. Outcome: manager-effectiveness scores up 14 points year over year.
Achievements CLICK TO EXPAND
Doubled the engineering org across four APAC countries in 18 months. Designed and ran the hiring strategy, rebuilt levelling and comp, and shipped a manager-effectiveness programme. eNPS held above 60 throughout — typically it drops 10–20 points during this kind of scale.
Designed the engineering levelling-and-compensation framework adopted across Shopify R&D. Used by hiring, calibration, comp, and career conversations. The framework is still in use today and was the basis for the company's public levelling guide.
Board member for Singapore Women in Tech, a 4,000-member professional network. Lead the mentorship-programme committee. Matched 240+ mentor-mentee pairs in 2024.