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Sunny is a Management Executive with over twenty years’ experience in programme and project work

Many project managers learn their trade within IT organisations. This is because, as well as purely technical infrastructure projects, almost every business change will have an IT work stream that needs to be managed. Therefore most people in IT will, at any one time, be involved with one or more projects. Working on a project gives a deep insight into the workings of any business. It is therefore not surprising that many business project managers come from an IT background. My experience is no different. Due to my strong IT background, I can manage complex technical projects. I can also manage complex business projects, utilising the project management skills and business knowledge I have gleaned in over twenty years.

On top of my all-round Programme and Project Management background, I have developed various knowledge and experience from my management roles in the past. This includes:

  • Establishing a PMO from scratch for an investment bank that had HK$100M Project Capex spend annually
  • Implementing a three years IT Strategy Programme for an Investment Bank
  • Recovering a HK$500M programme from major overspend, and realigning stakeholders’ interests to regain project momentum
  • Managing an IT department of 100+ people for a major network operator
  • Directing a Data Centre and Professional Services organisation for a Singapore Technologies Group Company
  • Developing and Implementing Business Continuity Planning (BCP)
  • Implementing Internal IT Control Policies for a Financial Group including worldwide subsidiaries
  • Liaising with regulators (such as HKMA and SFC) on audit events

I have delivered many complex projects across a range of sectors including financial services, IT, logistics, telecoms, and transportation.   I have good experience of managing large-scale projects with cross-cultural teams in cross-functional environment.  Some examples including setting up a PMO, building-out IT infrastructure, implementing regulatory improvement projects; implementing an eEnabled Aircraft Programme, and developing an Asia Pacific Data Warehouse.

Having spent 8 years in a Financial Institute, I understand the need to stay focused on regulatory related issues, and have substantial experience dealing with financial regulators.


Good project process does not guarantee success. Constant vigilance is still required.

Top down planning provides the strategy

Bottom up planning provides the commitment

You need both