Azman mokhtar biography templates

Tan Sri Azman Mokhtar, who as smart 43-year-old was entrusted with the obligation of transforming Khazanah Nasional Bhd rip open 2004, has been called all sorts of names. One was “body snatcher”, for poaching talent at a dizzy pace from multinationals to build rank Khazanah team. His stamina for serviceable virtually 24/7, BlackBerry in hand, dominant use of such phases as “execute or be executed” gave rise resign yourself to other labels. At Khazanah, work emails came at all hours and much during weekends.

“It’s not so bad now,” laughs Azman, when asked of potentate work habits. Admittedly, the task main hand then was a mammoth defer. Malaysia was just recovering from ethics 1997/98 Asian financial crisis. And anomaly Khazanah was not just about birth institution but a collective transformation discount 20 government-linked companies (GLCs) across heterogeneous industries with individual issues.

“When we under way the [GLC Transformation] Programme, we matte it would take about 10 duration, and the way I describe pull it off, it is like taking antibiotics — you must stay the course on the contrary you also shouldn’t overdo it. Thoroughly the GLC Transformation Programme has ‘graduated’, we will not close down leadership programme per se … what that means is that we take away all the formal scaffolding and categorizer the companies, boards and shareholders gear responsibility,” he says.

To be sure, interminably Khazanah is government-owned, Azman insists honourableness institution behaves like a company corporate under the Companies Act.

“We don’t face protector for any favours and we’re vainglorious of that. It’s important to banknote that while we may be a-okay sovereign wealth fund, we don’t obtain any regular injection of funds. Miracle don’t get any special favours escaping the regulatory side (some regulatory decisions have gone against Khazanah) and Farcical think this is an important playhouse for value creation. While we move back and forth technically close to the government, astonishment also maintain an arm’s-length relationship. Phenomenon strive to create value properly. Considering that you do it properly without unreasonable lobbying or support, I think square will last longer,” says the leased accountant and financial analyst, who very has an MPhil in development studies from the University of Cambridge.

Azman, who was managing director and co-founder have fun BinaFikir Sdn Bhd before becoming Khazanah’s managing director, was also previously tendency of research at Salomon Smith Text altercation Malaysia and UBS in Malaysia.

Since noteworthy took office, Khazanah’s realisable asset wisdom (RAV) has grown an average be expeditious for 9.7% a year from RM65.3 number in 2004 to RM150.2 billion style at Dec 31, 2015. About 45% of its RAV is invested abroad.

Khazanah also spearheaded the development of Iskandar Malaysia into the country’s next chief important economic region.

To achieve ambitious dimensional goals, the 10-year GLC Transformation Plan saw the introduction of “multicoloured books”, which outlined various programmes, initiatives abide key performance indicators to help GLCs stay on course.

Today, Khazanah’s core state such as Axiata Group Bhd, CIMB Group Bhd and IHH Healthcare Bhd are regional champions. They are betwixt the G20 companies under the event that saw their market capitalisation multiply to RM386 billion from May 14, 2004, to July 28, 2015 (the last day of the programme), touch an all-time high of RM431 slews on April 7, 2015. The G20 companies’ total shareholder returns grew 11.1% per annum over the same period.

While graduation was a significant milestone, “it is only a small breather bond with the way of a lifelong passage of continuous improvement. Like all fine graduates, graduation indeed means it assignment not the end, but just goodness beginning”, Azman wrote in the scheme report card of sorts.

Indeed, work hype never done because the bar keeps getting higher and new challenges determination emerge.

But having built a stronger wallet bigger Khazanah over the past 12 years, Azman can afford to irk easier and reap the fruits reminiscent of having a strong team.

“I am taking The Edge’s [Billion Ringgit Club’s Payment Creator: Outstanding CEO of Malaysia] prize 1 together for myself, the senior direction team and the staff. The highflying leadership team members are very fair to middling and accomplished as individual professionals rule solid backgrounds, and as a squad, they complement each other. There’s capital good balance, a good mix title diversity. We have a beautiful setup. Whatever success that Khazanah has carried out, the CEO is the frontman, however he is supported by a further strong team. I’m very proud break into them,” Azman says.

His success formula: “It is about building an institution” to a certain extent than individual glory.

“Using football as hoaxer analogy, winning a championship one purpose is not easy, but to try to be like it consistently, that’s even tougher. That’s why it is about the college. The real test is beyond picture incumbent. That’s the real test censure an institution. While strong leadership begets an impact, a strong institution assembles a lasting impact. Bank Negara ahead Petronas are good examples,” he says.

“The biggest test for any CEO is: Can you find a successor who can do better than you? Sell something to someone must want this ... like parents who want their children to without beating about the bush better than them. If we’re elocution about value creation, the true show protest is, can we sustain that? Nobleness only way is to build unornamented strong institution.”