KWONG PEI MENG

Directed comprehensive end-to-end finance operations across three countries, encompassing statutory reporting, tax compliance, audit coordination, and treasury governance for a RM600M 12MW greenfield data center project.

Collaborated with CEO-Founder and investors, developing runway forecasts and scenario models that secured capital calls and funding decisions for critical RM600M data center development.

Implemented Xero and established scalable financial close processes and controls, building Malaysia finance operations and fostering cross-functional alignment with Ops, Engineering, Sales, and Real Estate teams.

Directed group consolidation, ensuring Bursa Malaysia compliance and ESG reporting, while tightening internal controls and closing processes to strengthen governance and reporting discipline, culminating in the successful publication of the Annual Report.

Orchestrated a RM16.5M equity placement and led a RM9.3M term loan restructuring, significantly improving liquidity, balance sheet resilience, and stakeholder confidence during a critical turnaround phase.

Co-led group financial strategy with the CEO and Board during restructuring and repositioning, also overseeing Group MIS/IT operations.

Built the entire finance function from inception, establishing governance frameworks, policies, month-end close procedures, and investor reporting, alongside robust rolling forecasts and CAPEX governance.

Served as the primary finance interface to the Board and project teams, providing critical scenario analysis, funding runway assessments, KPI reporting, and ensuring statutory compliance.

Implemented Xero and developed scalable processes, enhancing financial transparency and accelerating decision-making speed across operations.

Led the finance workstream for a USD25M, 200-bed greenfield hospital project in Cikarang, overseeing all financial aspects from land acquisition and design to procurement, commissioning, and go-live handover.

Strengthened FP&A business matrices reporting and delivered action-oriented monthly management reports with KPI analysis, significantly driving cost discipline, service performance, and value creation.

Played a pivotal role in a successful USD30M IPO, establishing post-IPO stock exchange reporting, disclosure, and governance frameworks, which enhanced audit readiness and investor communications.

Orchestrated the successful application and draw-down of a USD25M ECA equipment loan from a European bank, and led a USD33M China trade-debt refinancing, reducing borrowing costs and strengthening security terms.

Managed working capital instruments including SBLCs, LCs, BAs, and TRs, and implemented FX hedging strategies aligned with procurement and sales exposures to mitigate risk.

Improved unit economics and margin visibility by implementing robust costing governance, BOM/yield optimization, variance analytics, and SKU mix break-even analysis.

Promoted to China Head of Finance, leading a team of 25 (5 managers) and generating RMB500K in annual tax savings through strategic transfer pricing mechanisms while ensuring compliance.

Streamlined reporting cadence and significantly improved the internal control environment across 18 diverse entities within coffee plantation, furniture retail, and investment holdings.

Successfully implemented Sage Accpac ERP across four entities within nine months, reducing the financial close cycle from 14 to 6 days.

Developed and implemented a comprehensive job costing framework from scratch for a wood-chip mill operation.

Established and built finance operations across five Asian countries (Japan, Korea, China, Malaysia, Hong Kong), ensuring IFRS/US GAAP reporting and SOX compliance, and strengthening multi-currency consolidation.

Managed manufacturing accounting, including job costing, BOM, and PPV, and optimized inventory controls (IAS 2) within a LEAN environment, driving down manufacturing unit-economics.

Led the restructuring of the Singapore business model from a distributor to a cost-plus operating entity, achieving SGD2.2M in tax savings and securing government grants for technology transfer initiatives.

Achieved promotion to Controller within eight months, demonstrating rapid advancement and exceptional performance.

Provided critical APAC-wide product and pricing analytics, conducting performance and business case evaluations to inform strategic decisions and optimize product profitability.

Directed regional FP&A activities in compliance with US GAAP, achieving promotion from Manager to Senior Finance Manager in July 2002 due to demonstrated leadership and performance.

Provided comprehensive audit and corporate finance services, developing a robust foundation in technical accounting principles and internal controls for diverse clients.