Chief Marketing Officer / Singapore / Southeast Asia
The floor's origin belongs on the box face
An export manufacturer's own brand should state where the floor was made and where its timber grew.
01 / Chief Marketing Officer
Company revenue
VND2,140bn
2025; engineered timber flooring and wall panels
Own-brand share of sales
24%
Mocvanh-branded revenue of VND520 billion in 2025
Mapped smallholder plots
1,180
Acacia core supply for every board sent to the EU
＋
Designed for consequence.
A factory that makes floors for other companies' brands already has a reputation; it is simply held by its customers. When we build our own name, I want the private-label buyers, distributors and installers to be able to check what we say: where the board was made, where its timber grew, and which markets we have chosen not to enter yet.
I build a contract manufacturer's own brand in an order its existing customers can live with, and I put the floor's origin where a buyer reads first.
I am chief marketing officer of Mocvanh Flooring Joint Stock Company, which makes engineered timber flooring and wall panels in two plants north of Ho Chi Minh City. We reported VND2,140 billion of revenue in 2025, with 1,640 employees and 88 per cent of sales outside Vietnam. For most of its history the company made boards that importers sold under their own names. Our founding family holds the majority and a Singapore-based private-equity fund holds a minority. I lead 34 marketing colleagues in Ho Chi Minh City and Sydney, covering brand, trade marketing, technical documentation and the customer-facing traceability record.
I am Singaporean, and my working life has followed the timber and building-materials trade of the region. I began by selling exhibition space at building fairs, then marketed imported flooring to Singapore contractors. In Johor I learnt what private-label door contracts paid and what they withheld. In Bangkok I built dealer programmes for a tile maker in Australia and Malaysia. Each move showed me that a manufacturer's customers are rarely the people who finally walk on the product, and that a brand has to earn its place with the intermediaries first.
The decisions on this site concern the move from making floors for other people's brands to selling our own without losing the customers who filled the plants. We launched the Mocvanh brand in Australia rather than Europe so that our largest private-label customer kept its markets. We cut the European range to the products whose core timber could be traced to a mapped plot. We also kept Vietnamese manufacture on the face of the European packaging when a distributor asked us to hide it. Each choice cost revenue or price in its first year.
An own brand reached a quarter of sales without displacing the largest customer
Mocvanh-branded revenue rose from VND38 billion in 2022 to VND520 billion in 2025, 24 per cent of company sales. Our largest private-label customer renewed in 2023 and bought VND471 billion of boards in 2025, the same value as in 2021.
1,180 smallholder plots mapped for the European range
We paid two acacia-growing cooperatives VND4.6 billion towards mapping their members' plots, cut the European range from 46 to 29 products and accepted about VND64 billion of lost 2024 sales so that every board sent to the EU had a traceable core.
Stated origin at a measured price
Our European brand launch carried "Made in Vietnam" on the box face. We accepted an ex-works price six per cent below our Australian price for the launch year and lost two of five collections at one distributor.
Current focus
I am preparing our second European season: converting the traceability record into structured data that distributors' systems can load on arrival, and deciding whether the Korean apartment-refurbishment channel deserves its own range or a narrower version of the range sold in Australia.
Conversations I welcome
I would consider one non-executive board seat with an export-oriented Southeast Asian manufacturer, up to twenty days a year, once my chief executive and our investor have reviewed any customer, supplier or competitor relationship involved.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of Business (Marketing)Quillmount College of Business · 1999
Serena asked us to delay Europe for three years and to say so plainly to our investor. She was right about the order, and candid that her route would be slower.
Doan Khanh VyChief executive, Mocvanh Flooring Joint Stock CompanyThe full record ↗
Contact
I would consider one non-executive board seat with an export-oriented Southeast Asian manufacturer, up to twenty days a year, once my chief executive and our investor have reviewed any customer, supplier or competitor relationship involved.
