Prepared for boards, nomination committees & search advisers
File No. COO-096
Turning enterprise ambition into dependable execution.
| Subject | Suri Iskandar |
|---|---|
| Position | Chief Operating Officer |
| Base | Singapore / Southeast Asia · Global perspective |
| Languages | English, Malay, Mandarin |
| Board seats | 2 current · 0 previous |
| Status | Open to board appointments, advisory roles, speaking invitations |
Summary
I help organisations deliver on the promises they make to customers. My work connects operating design, frontline capability and performance discipline so that growth can be supported by a dependable business.
| Item | Measure | Figure |
|---|---|---|
| 01 | On-time deliveryUp from 81% across the network | 97.6% |
| 02 | Cost removedWithout reducing service quality | ₹1,150 Cr |
| 03 | Sites runPlants, warehouses and service centres | 64 |
| 04 | Safety incidentsOver three operating years | −48% |
Operations should make dependable delivery repeatable. I make ownership and constraints visible, listen to frontline evidence and improve the whole workflow rather than optimise one function at another's expense.
Signed — Suri Iskandar
Independent Director
Operations & Safety (Chair) · Risk
2023 — Present
Advisory Board Member
Workforce Development
2020 — Present
Matter 01Ref. COO-096-M01
An organisation had grown through local improvisation, leaving hand-offs between commercial and delivery teams unclear. I mapped the end-to-end workflow with team leaders, assigned ownership at the points where work crossed functions and established a shared escalation routine. The redesign made service commitments and capacity decisions part of the same conversation.
Matter 02Ref. COO-096-M02
Delivery teams were responding to recurring exceptions as if each were new. We separated demand variation from avoidable process failure, reviewed the causes with frontline colleagues and gave recurring issues a named owner. The operating review shifted from reporting yesterday's misses to removing the conditions that produced them.
Matter 03Ref. COO-096-M03
A productivity programme risked moving costs from one function to another without improving the customer outcome. I introduced end-to-end measures alongside local targets and tested changes in a contained operating unit before wider adoption. Quality, workload and service reliability remained visible throughout the decision.
2020 — Present
Aldermoor Group
Leading enterprise operating performance, delivery reliability and capacity decisions. Connecting commercial commitments with the processes, resources and accountabilities required to fulfil them.
2016 — 2020
Fairhaven Holdings
Managed operating teams through process redesign and service improvement. Built an end-to-end view of quality, productivity and customer outcomes across functional boundaries.
2012 — 2017
Harrow & Vale Industries
Redesigned a fragmented supply network into three regional hubs, improving service and resilience at once.
2006 — 2012
Calder Logistics
Ran the group's largest site and learned that operating discipline begins with the people closest to the work.
Turns ambition into an operating system people can actually run.
Safety, service and cost improved together. I had not seen that before.
Functions can meet their own targets while customers experience delay between them.
Read the essayDemand commitments and delivery capacity belong in the same discussion.
Read the essayA local cost improvement can create rework elsewhere or move effort to the customer.
Read the essayThe Operations Excellence Journal · 2025
“From 81% to 97% on-time without a single new plant”
The Boardroom Review · 2024
“What boards should see in an operations review”
The Leadership Ledger podcast · 2023
“Episode 109 — Keeping the promise to customers”
An invitation
Chairs, nomination committees and search advisers may write directly. References and fuller records are available on request.
office@suriiskandar.example