Singapore
I build and run the operating systems behind growing organisations. For over a decade across Southeast Asia, I've been the operator leadership hands its strategy to — reporting to COOs and managing directors and owning the execution layer beneath them. I turn messy, manual operations into systems that scale. I've led day-to-day operations for a Singapore-based business, owned P&Ls and brought a loss-making unit back to profit, and run a PMO that aligned timelines, budgets and risk across global offices. I'm at my best when the problem is ambiguous and the team is lean — building the processes, controls and reporting that let leadership decide on data, not vibes. In 2025 I stepped out to search for a business to acquire, running structured due diligence on targets globally. I didn't close one, but it proved I can operate with high agency when there's no playbook. Now based in Singapore (PR), I'm looking to bring that operating skill to a mission-driven organisation — where a #2 operator who can scale an office, run the numbers and bridge teams across time zones genuinely moves the needle. short-term home: www.pascalsamsoon.ai When not working, find me🚶🏻within 🇸🇬 or 🛝🏀⚽ 👦🏻
Portfolio-wide ops transformation. Suppressed the delivery/SLA details leading to solid cost reduction across supplier base and reducing customer inquiries by 90% (pre-AI era) on core lean team of 3. Flipped the switch from commercial to back office. All about P&L.
Solving challenges various aspect of the ecommerce marketplace business in Pakistan, Bangladesh, Nepal and Sri Lanka Portfolio of 5+ cross-functional projects with 2 core projects on seller education, engagement and seller-owned fleet operationalisation. Help sellers grow revenue through big ticket item sales, ~2% GMV contribution.
Laser focus on growing pipeline from 6 to 7 figures on a lean budget. Coordinated with stakeholders to accelerate closing a 6-figures deal, and increasing net retention revenue by 20%.
Chief of Staff to CEO of Aersure, A Shipper Company. Helped to rebuild pipeline during COVID-crash (if anyone can still remember) and improve the business' financials from negative to positive.