Mohan Gurusamy has held the roles of Assistant Sales and Service Manager. In these roles, he introduced several initiatives to improve communication, establish goals, implement clear revenue systems, and develop employee competencies. He also championed accreditation to expand service offerings and increase revenue. Mohan helped improve profitability, debt collection, inventory management, talent development, principal relationships, key accounts, and compliance with standards and regulations. Through his efforts, the business unit achieved over $6.5 million in contributions and strengthened key client partnerships and market position.

1. MOHAN GURUSAMY
Asst Sales & Service Manager

2. Roles and Responsibilities:
• Asst Service Manager
• Asst Sales Manager
• Achievements:
1. Profitability of the Business Unit
2. Debtors Management
3. Stock and Inventory Management
4. Talent Acquisition and Development
5. Principal Management
6. Key Account Management
7. Conformance to Standards and Regulation
Overview

3. Asst Service Manager
• Promoted to Asst Service Manager to manage the Central Services Department after two years
with the company in a sales role.
• Initiatives introduced to the department as the new service manager:
1. Opening up an honest and transparent channel of communication with the team to establish trust
and cooperation.
2. Highlight complementary strengths and outline common goals within the team.
3. Implement a clear system of inter-department revenue recognition, so that Service Department
does not cannibalize key accounts.
4. Populate a comprehensive user list of all customers and brands that services constitute the
department’s revenue source.
5. Develop a competency matrix of products vs engineers, and fill out competency gaps via cross-
training.
6. Introduced the new role of Customer Service Executive. Historically, service revenue was passively
generated from customer inquiries. The CSE is a dedicated role for the active sales of Calibration
and Maintenance Packages. This generated an additional RM800k in Service contribution.
7. Championed the accreditation of the Mecomb Calibration Laboratory to ISO17025, so that
calibration services can be offered to customers as a new revenue stream.

4. Asst Sales Manager
• Three months later, assumed the dual role of Asst Sales and Service Manager after the Asst Sales
Manager of the Physical Testing Department at the time had resigned.
• Initiatives introduced to the department as the sales manager:
1. Close daily engagement with the sales team to provide mentorship and address issues faced by the
team.
2. Enforcement of Daily Report and Weekly Plan submission by the team to ensure sales activities are
aligned with department targets.
3. One-on-one coaching with the team to practice presentation skills.
4. Weekly sales prospect and debtors review with the sales team.
5. Preparation of business plan and market analysis report in-line with principal’s requirement.
6. Set clear timelines for marketing events (seminars, dealer day, exhibition) to be conducted throughout
the year, and ensure cooperation among the team to materialize these events.
7. Maximum productivity of sales team coverage through market segmentation via industry and
geographical region.
8. Key account management to ensure repeat orders and service revenue from key accounts.
9. Developed an effective trade-in program to capitalize on old customers and convert users of competing
brands.

5. Achievements
1. Profitability of the Business Unit
• Involved in the bid team and later directly managed the execution of The Pagoh Project (Turnover
RM25 mil, contribution RM6.5 mil) to ensure milestones are met and revenue could be recognized
on time.
• Identified the key value-adding activities for generating revenue using the 'Machine Chart' business
model pioneered by Mecomb Group MD Mr Tommy Chua, and drove the team to increase active
sales via cold calls, seminars and university visits, monitored on a gant chart for each agency line.
2. Debtors Management
• Conducted weekly debtors meeting with the sales and service teams to follow up on outstanding
accounts payments.
• Personally visited the home residence of two problematic debtors to discuss the issue.
• Overdue payments past 60 days was reduced from 40% to 23% during my time in the role. This
greatly improved the ROAIC rating of the company.

6. Achievements
3. Stock and Inventory Management
• Was tasked with the challenge of clearing over RM60k in non-moving stock.
• Revamped the stock procurement process to streamline incoming and outgoing stock. A trend
analysis was done on the most commonly purchased models and their frequency of purchase.
Stocks were purchased according to this matrix.
• Drove the sales team to generate potential buyers for demo machines. One old MOCON demo
machine with an inventory value of RM5k was refurbished and resold to Stenta Films for RM167k.
4. Talent Acquisition and Development
• Mecomb Malaysia has a culture of hiring fresh graduates and grooming them for key roles in the
organization. This not only minimizes salary overhead, but also allows Mecomb Malaysia to
cultivate and retain a unique working culture.
• As department head, leveraged on university interns and SL1M program trainees to drive the
department's activity. Many of these trainees and interns later returned to the company to pursue
permanent employment with the department.
• Conducted weekly "Chalk Talk" training sessions with the sales and service team. Imparted
knowledge and set performance expectations for the team in areas such as customer
management, technical competency and business acumen.

7. Achievements
5. Principal Management
• Recognized Mecomb’s business model as a trading organization that relies on principal-agent
relationship.
• Developed confidence in our principals, Instron, HunterLab and MOCON. Hired and empowered
one Sales Engineer to be the Product Manager for each brand. The Product Manager is the
principal's point of contact whose responsibility it is to provide accurate monthly sales forecasts,
organize marketing events, and provide annual SWOT analysis to help the principal understand the
local market environment. Ensured each Product Manager regularly submitted exemplary reports
for all the above.
• In 2014, the agency line HunterLab had raised concerns about poor sales and poor communication
with the previous Product Manager in Mecomb. Persuaded the HunterLab Asia Sales Director and
committed that Mecomb Malaysia would show double-digit year-on-year growth. Personally took
over the role of Interim Product Manager and revived the principal's confidence in Mecomb
Malaysia as a capable agent by providing greater transparency into the local business. Hired and
trained a fresh graduate to assume the role of HunterLab Product Manager. HunterLab has since
expressed satisfaction and supported all marketing events organized by Mecomb Malaysia with the
attendance of product experts.

8. Achievements
6. Key Account Management
• Committed to providing the best user experience possible. The sales and service team under my
leadership were able to dominate the rubber glove industry (Kossan Group, Hartalega Group),
biopolymer industry (PETRONAS, TITAN, etc) and government sector (public universities, SIRIM,
MARDI, etc).
• Key accounts generated over RM2mil per year for Mecomb Malaysia in repeat business, without
any unethical business practices on either side.
7. Conformance to Standards and Regulation
• Tasked to be on the Mecomb Malaysia GST implementation committee in 2014, to study the
mechanism of Malaysian GST and advise the management on how our day-to-day business
operations would be impacted. Conducted training for the sales team and sales coordinators on
GST prior to its implementation in April 2015.
• The project lead in getting Mecomb Malaysia Calibration Laboratory certified to ISO17025. This was
a two-year long process which involved thorough documentation review, coordination with
Malaysian Standards Dept, and development of staff technical competence.

9. Thank You
Developing Sustainable Futures