A Human Resources professional with a difference, he is able to lead and manage HR from a Finance, Business Development and General Management perspective.   He aligns company HR activities to the business needs, consciously trying to maximize Return on Investment (ROI) on HR costs incurred.   Continually challenges the business to operate at a higher operational efficiency and effectiveness by pushing for productivity gains, optimizing the use of manpower, balancing fixed and variable costs, introducing performance-based rewards & incentives, etc..

28 plus years of working experience gained in world-class MNCs and GLCs has afforded Ramlan exposure to use best practises and unconventional “out-of-the-box” thinking in resolving various issues.   Companies employed with include Shell, American President Lines (APL), Coopers & Lybrand, Petronas, Edaran Nasional Berhad (EON), Advanced Micro Devices (AMD), Dutch Lady, etc..

The roles which Ramlan assumed with the various companies focused on fast pace changes addressing often difficult and complex issues, which if not well executed would have cost the companies huge liabilities.   Unlike many others, Ramlan is able to achieve visible results in 1-2 years as compared to 2-3 years for top talents and 4-5 years for those with average ability,

A firm believer of people development with many subordinates progressing to Management roles with the most successful attaining a GM position.   Maximizes his leadership & management impact by practising strong employee engagement; not afraid to meet and sit with employees to talk about their concerns and issues faced.  

Leads the HR profession by piloting several initiatives which now have become the standard practises emulated by others.   These include Performance-based Union Collective Agreements, a Promotion model developed jointly with technical staff using Regression Modeling, Deferred bonus retention plan, Values-based Leadership & Management development plan, etc..

During the 40s age range, Ramlan was driven by challenges, hunger and thirst for knowledge and new experiences thus changed roles every 2-3 years.   Today in his early 50s, he is looking for consulting, coaching, mentoring and developmental roles helping talent grow to their full potential and leadership maximize their impact to the organization.