Prepared for the Board of the Group
My name is Ho. I have spent twenty five years inside large, multinational organisations, helping them change, most recently advising COOs and CFOs at dentsu, where Daniel and I worked together. Today I run Trinity. The idea behind it is simple: organisations grow through their people, and that growth shows up in how the whole group performs.
The shape of what I am proposing, in five statements.
Operations brought together over time, each with hard won ways of working, and real excellence of its own.
Whether that operating model already exists to build on, or takes shape through these conversations, is something we would find together. The aim is a group that can move as one, which is where much of the Group’s value now sits.
Trust and a shared understanding of each other are built through conversation, in a secure and inviting setting where people speak openly. The teams talk to me first, then through me, and in time with each other.
A straw man to test and refine. A report on where the ports align, and where alignment will need the most care. And the ports, engaging with one another, many for the first time.
The team take the straw man and test it until it holds, an iron man shaped to survive contact with all twenty one ports. An internal owner carries the adoption roadmap, and Trinity can travel alongside that journey, should the Group wish, to be agreed later.
Each port has its own place, its own people and its own way of working. I come to each one, in person, and help the group find where it can move as one.
The colours follow the Group’s three regions today: the Northern Ports, Southern Ports, and Western Ports. The conversation starts through me, runs through the centre, and in time connects the ports to each other, so the group moves as one.
A harbour pilot comes aboard, knows the waters, and brings the vessel safely in. The legacy I create is how people felt whilst working with me.
Large programmes get noisy. Many voices, competing pressures, and a lot of technical language flying past the people who have to live with the result.
My contribution is steadiness. I bring the temperature down, translate the complicated into plain words, and help a room hear itself again. People describe it as clarity and sanity arriving at the same time.
Business, technology, finance and operations often speak past one another, each fluent in a language the others find hard to follow.
I sit in the middle and hold the conversation open until a shared picture appears. Then I turn something tangled into something everyone can read, agree on, and act from.
Korean heritage. British upbringing. Swiss working life. Dynamism, logic and pragmatism, in one place.
Twenty five years of large scale change, with adoption as my specialism. Big picture, clear connections, people at the centre.
Trinity’s logo shows a person, then three marks of speech, each set at its own angle because every conversation is unique, with a pause held in the middle.
The pause matters as much as the speech. Rest, reflection and time are where people work out what they actually mean.
A capable person from within the Group is beside me from the start, as scribe and sense maker. They hold the relationships across the ports, and they carry the roadmap once I step back. Over the engagement, they move from beside me to out in front.
The link between engaged people and how a business performs is among the most heavily evidenced findings in workplace research. For a group whose owners care about its value, that engagement shows up in productivity, in retention, and, for critical infrastructure, in fewer safety incidents, the outcome an Audit and Risk Committee watches most closely. It is a commercial argument as much as a human one.
Gallup Q12 Meta-Analysis, 11th edition (2024). Based on 183,806 business units across 53 industries and 90 countries.
From colleagues and clients, on LinkedIn.
Ho has an exceptional gift for engaging audiences drawn from a wide range of personal and professional backgrounds. He brings energy, clarity, and a genuine sense of inclusivity to every interaction.
Ho brought a level of clarity, sanity and collaboration into a fast moving, high stress, high pressure environment. In a virtual room of 50 people, Ho had the ability to make us all sit back, pay attention and listen.
His eye for detail, sharp articulation, and effortless collaboration make him stand out in any team. Almost like watching an orchestra conductor at his best. What I appreciated most was his kindness.
A rare combination of strategic vision, emotional intelligence, and practical execution. His talent for connecting people at every level and in every geography sets him apart.
Beyond deliverables, Ho left a lasting positive impact through role model behaviour, commitment to appreciation, and dedication to teamwork. His communication style was open, empathetic, and motivating.
He noticed a cumbersome task in my day to day and offered to automate it. No ulterior motives. Years later I still rely on Ho as a mentor, a consultant, and a source of deep knowledge and advice.
Very professional and structured but also a kind and well spirited human. His polite, calm but still distinct nature created the perfect work environment.
Ho’s soft skills, happy warrior demeanor and common sense approach were important in successfully changing the way business and technology stakeholders cooperate on such large ERP programs.
Ho knew how to cultivate a good spirit, which was his signature, thus facilitating the work of all the team to achieve the objectives. A manager who trusts you.
I really appreciated his leadership and diplomatic skills which helped to keep the team motivated.
Effortlessly unique and intelligent. Focused on delivering quality and sustainable solutions, adaptable in agile environments, with a very communicative approach.
dentsu Ecosystem Adoption Readiness. The core challenge was whether a service line was ready to move onto the global operating model, and what big rocks it needed to deal with in that journey. dentsu Creative was the pilot, and the findings were presented at the global Creative Transformation Forum.
It created an environment where teams truly talked to each other: operations, the service line and technology. Trust and understanding between them was established for the first time.
It let the leadership team articulate what they will and will not be working on, and the logical rationale behind it. Every outcome sat on a single page, in the spirit of a Gartner magic quadrant.
Every outcome on one page, so the eye goes straight to the top right.
I come with curiosity first. Give me time in each port, with your people, and I will come back with a way of working we shape together, and an internal owner ready to carry it.
Excellent operations matter, and the people behind them matter more. That belief sits underneath everything I do, and I would like the chance to bring it to the Group, and to help lift the value of the group through the people who run it.
Where the résumé lives, for anyone who reads all the way to the bottom. Thank you for being that person.