Vietnam
17 years building and improving commercial systems across Vietnam — from channel execution to profit governance. Each role has contributed a distinct layer: distribution economics at Coca-Cola; pricing architecture and trade governance at Rémy Cointreau; greenfield GTM design at Thai Wah; commercial model transformation and profit governance at Sense Plus; growth engine architecture at Urgo Healthcare. What this looks like in practice: → Growth Systems — route-to-market design, channel ecosystem development, market entry architecture, stage-gate investment planning → Profit Systems — pricing architecture, trade investment governance, margin improvement, cost-to-serve analysis → Operating Systems — S&OP governance, cross-functional incentive alignment, AOP integration, working capital discipline → Trade-off Management — what to gain, what to concede, and why; economics of growth, not just scale of growth Currently completing the Wharton Chief Strategy Officer Program to expand this commercial and operating foundation into enterprise strategy, capital allocation and organisational transformation. A long-game strategist by disposition — pilots with structure before scaling with conviction, and reserves concentrated force for moments when signal is clear. Strongest fit: PE-backed or founder-led businesses (VND 100–500B revenue) transitioning from entrepreneurial growth to managed, profit-disciplined scale. Healthcare, consumer, FMCG and distribution-intensive sectors. Open to: VP Commercial Strategy · Head of Strategy · Commercial Transformation Director
Completing the Wharton Chief Strategy Officer Program (Sep 2025 – Sep 2026). Key frameworks: Build-Borrow-Buy · ADDING · CAGE Distance · AAA (Adapt-Aggregate-Arbitrage) · Value Stick (WTP/WTS) · Stage-gate Funded Test-and-Learn · 4S Lifecycle · Three Horizons · Efficiency Frontier Concurrent certifications: · Corporate Governance: Maximize Effectiveness in the Boardroom (Jun–Aug 2026) · Executive Presence & Influence: Persuasive Leadership Development (Mar–May 2026)
Expanded scope: Growth Engine Development & Portfolio Strategy · Reframed MT and Pharmacy channel strategy around pharmacy-chain consolidation — developed market-entry roadmap for dermo-cosmetics as a second growth engine. · Redesigned trade spend structure and introduced net-pricing guardrails — restoring margin visibility where promotional drift had compressed gross margin systematically. · Elevated key accounts to structured JBP — linking volume commitments to DSO boundaries and credit risk thresholds.
Expanded scope: Commercial Model Transformation & Profit Governance · Led the shift from revenue-led expansion to profit-accountable growth — a reorientation from operational effectiveness (every competitor chasing the same promotional playbook) to strategic positioning around margin quality and portfolio differentiation. Restructured KPIs from volume targets to gross margin and trade ROI · Rebuilt trade investment framework governing annual trade spend — recovered gross margin, reduced inefficiency. · Drove AOP cycles integrating Sales, Finance and Marketing under shared margin accountability — replacing siloed targets with integrated performance governance
Built full national GTM infrastructure using stage-gate investment discipline: · Piloted distribution in validated markets first, scaling by demand signal and supply readiness — preventing premature capital deployment · Embedded value-over-volume and stage-gate criteria into channel selection from day one, protecting gross margin baseline through the high-burn launch phase
· Built the first structured pricing architecture balancing global brand equity with Vietnam profitability thresholds · Developed market intelligence loops converting field data into strategic inputs for regional AOP and boardroom commercial reviews · Governed trade investment across key accounts with strict profitability guardrails
· Established the first disciplined spend governance framework for the portfolio · Introduced structured trade planning cycles connecting investment to distributor economics and category growth objectives