Singapore, Singapore
👤 Profile Picture: "SMRT CEO" rank, remade in high resolution from original meme. This is my testament, that what many perceive as a joke, I take seriously. 📸 Cover Picture: Slideshow of CSERvice in action (Photo credit: Danial Nurhakim) 📜 My core values for the public transport industry: Safety • Practicality • Accessibility • Cost-effectiveness • Efficiency ✍️ My motto: Towards public transport excellence and inclusiveness ✨ Other insightful quotes: 🚇 "Communication breakdown is worse than train breakdown" 🤝 "For the people and together with the people", I place a heavy emphasis on what I like to call #StaffWellfair, ensuring that all is well and fair for them in their workplace. ⛑️ "Safety first, Security always, Quality in every detail." 🧑💼 "Taking care, Taking charge, Taking responsibility, and Taking ownership." 👲 “要有人才，才会有人。” (There must be talent, only then will there be people.") 🎎 “没有改正，怎么改善？” (No correction, how to improve?) I wear many hats 🎩👒👷🤠🧢⛑️ Your Volunteer. Your Free Labour. Your Guardian Angel. Your Resident Expert. Your Service Ambassador. Your Shadow Station Manager. Your Cleaning Supervisor. Your Service Operations Manager. Your Head, Circle Line. Yours Faithfully, Your Future SMRT CEO. For issues specific to SMRT Corporation Ltd and its subsidies (including but not limited to Stellar Lifestyle, STRIDES, etc.), please send them to [email protected]. I will attend to your feedback to the best of my ability and capability, thank you.
• Leveraged expertise in Rail and Station Operations to provide strategic advice and guidance on rail matters. • Collaborated with cross-functional teams to optimise train operations and enhance customer experience. • Implemented innovative solutions to improve safety and efficiency in rail operations. • Instituted proactive Rail Incident Management Plan (RIMP) alert network by leveraging on a shadow network of Line Heads and by crowdsourcing feedback and reports. • Also supported the EWL Train Service Adjustment in December 2025 during an unreported Track Point Fault and acted as the interim Operations Control Centre (iOCC) when official channels were silent, leaving both commuters and staff confused.
• Spearheaded initiatives to optimise efficiency and ensure customer satisfaction in Circle Line (CCL) operations, often serving in a wide variety of roles ranging from Service Ambassador to Cleaning Supervisor to Service Operations Manager informally. • Implemented strategic improvements in Station Operations to enhance passenger experience. • Ensured data consistency across stations in preparation for CCL Early Closure & Late Opening (CCL ECLO). • Coordinate, manage and support Special Projects (i.e. CCL ECLO, CCL Train Service Adjustment, etc.) and their associated Shuttle Bus Services (S37, S37A) • Promoted cross-PTO cooperation and collaboration for knowledge exchange with formal Line counterparts (i.e. NEL, DTL). • Ensured improved reliability of the Bukit Panjang LRT (BPLRT) system through collaboration with shadow Deputy Head.
• Advised on strategies to enhance land and public transport operations in Singapore, covering functions from bus and rail as well as road safety and active mobility. • Collaborated with the group's successor to ensure a smooth transition of leadership. • Implemented innovative solutions to improve efficiency and customer satisfaction.
Scholarship terminated because some people still do not see the great plan I have for the company.
G8 Branch, HQ 3rd Singapore Division Initially held the role of Personal Assistant (PA) to Operations/Training Warrant Officer (OPS/TRG WO) before carrying the title of Branch In-Charge (Branch IC). While not an official position, I was recognised by many, both peers as well as superiors. This was also how I got the de facto, unofficial and informal title of mini Warrant Officer (mWO). Oversaw overall branch administration inclusive of attendance taking, indentation, raising of Approval of Requirement (AOR) forms and undertaking another unofficial role of regulars-NSF liaison. As the Branch IC, I was most often than not the first point of contact (POC) for anyone contacting the branch, be it within the Division or outside of it. Through this unique role that I held, I met many people and as time went by, anyone who needed to contact the branch would be referred to me almost immediately, be it through office phone, email or even personal phone. While many would prefer to not be disturbed by work during non-work hours, I on the contrary left my phone on 24/7. Services rendered outside of job scope included troubleshooting of IT problems thanks to my background and general knowledge surrounding IT, verification of reasons given by personnel for reporting late especially if public transport is involved and general help to sections within the branch. With my presence, office personnel could simply approach me to have their simple IT problems fixed, rather than calling for IT support which takes time to arrive. There was once when a personnel who reported late claimed that he was late due to the bus ride he was on. Upon verification of his ez-link card transaction records, there appeared to be none. This is an example of someone taking advantage of my "welfare before punishment" style as I knew everyone detested National Service (NS) and so despite of allegations that I abused my power, I always did the best to balance the interests of regulars and NSFs alike.