Beyond helping teams operate smoothly day to day, an ERP system gives executives access to critical data so they can make sharper, informed business decisions. 

Because an ERP system plays a central role in business operations, implementing one is never simple. The challenge grows for large organizations with multiple subsidiaries, complex processes, or many external systems to integrate. 

But complex challenges are exactly where Bluebik does its best work. 

In this article, Warat Laithong (Prame), ERP Advisory Director at Bluebik Group, shares 3 secrets behind implementing SAP S/4HANA Public Cloud for a company with annual revenue of THB 1 billion. 

The project came with every major challenge mentioned. 

First, the system had to consolidate data from 3 subsidiaries, each operating under a different business model. 

Second, it had to connect data from more than 15 storefronts. 

Third, it required integration with over 27 interfaces, including e-Tax systems, e-marketplaces, banking systems, warehouse management, and more. 

As if that were not challenging enough, there was one final condition: the entire system had to be completed and fully operational within 5 months. 

No matter how tough the challenge, Bluebik’s ERP Advisory team didn’t flinch. The team cracked every requirement on the list and delivered right on schedule, without a single day’s delay. 

So how did they pull it off? Prame is ready to share the full story. 

Secret #1: Nail Down Requirements With Total Clarity 

In the world of digital solutions development, everyone knows that requirements gathering matters more than almost anything else. 

“The main reason many SAP projects fall behind schedule is a lack of true understanding of the business process. Teams spend too long designing a workflow that fits the client’s needs. The worst case I’ve seen is when a finished system is tested with the client, only to discover it wasn’t what they wanted, forcing multiple rounds of rework before it’s usable. Also, missing requirements or hidden constraints often surface later because the system was designed without grasping the underlying business process,” says Prame, drawing on more than 20 years of experience in the industry. 

That is why the Bluebik team invested significant time in discussing and validating requirements with the client. 

“We combined the experience of team members with expertise in different areas. Instead of accepting every requirement as given, we asked the client where each came from, whether it was necessary, and what impact it would have if implemented.” 

“Through this process, we designed business processes and system functions covering almost 90% of the client’s needs during the design phase. When we moved to implementation, there was little rework. Everything progressed according to our plan.” 

Just as a business strategist must win the battle on paper before stepping onto the field, a systems developer must win at the system design stage before writing any code. 

Secret #2: Work Closely With Senior Executives 

A determined Bluebik team alone isn’t enough. The client’s senior leadership has to be just as willing to get in the boat and row alongside the team. 

For this project, Prame was upfront with the client from day one. Given the limited timeline, he explained the client would need to support the team with fast, decisive calls whenever a decision or direction was needed, so the project could keep moving without delays. 

“The client responded by sending C-level executives to join our requirements and system design sessions directly, making key decisions with us in real time. In some sessions, the CEO showed up in person. That level of involvement let us move fast, and it was a major reason the project came together on schedule. We weren’t working on this alone. It took real collaboration with the client, and in this case, the client’s cooperation was outstanding.” 

That shared commitment, everyone rowing in the same direction, is exactly what got the project across the finish line on time. 

Secret #3: Customize With Precision, Exactly Where It Counts 

A bit of context first. Our ERP Advisory team aims to implement as much of the software’s standard functionality as possible. This helps clients get full value and efficiency while keeping customization minimal. But some customization is almost always unavoidable. Every business has needs off-the-shelf software can’t cover. So the team customizes the points that matter most to the client’s business, tailored precisely to their needs. That’s why writing supplementary programs is standard in nearly every project. 

What made this project unusual was one particular interface the client relied on heavily, one that didn’t exist even in the base version of the software. So the team built that interface entirely from scratch, writing every line of code from the very first one. 

“As developers, once we’ve made a commitment to the client, we find a way to make it happen,” Prame says, describing the team’s mindset. 

That level of dedication didn’t just win the client over. It also became a reusable foundation for future projects that need a similar type of interface. 

Give every project everything you’ve got, and the results will follow, whether in the short term or the long run. 

More Than Successful Delivery: Building a System That Creates Real Business Impact 

More important than solving a difficult puzzle or meeting a tight deadline is seeing the systems the team implements actually work and create a clear, measurable impact for the client’s business. 

After this client’s new SAP system went live, the organization began seeing noticeable improvements across several areas of its operations. 

• Previously, the monthly financial closing process took dozens of days. With the new system, it was reduced to only a few days. 

• Previously, downloading and consolidating sales data from every e-marketplace took approximately two to three days. Today, the team can access daily sales summaries in real time directly through a dashboard. 

• Previously, information from each subsidiary had to be reviewed separately. The organization can now view data from all subsidiaries through a single dashboard, significantly improving overall visibility across the group. 

• Previously, manually counting inventory took almost an entire week. Today, the information can be accessed directly through the dashboard. 

Following the project’s success, Prame, the Project Director, shared how proud he was of every member of the ERP Advisory team. 

“Our team implemented a system this complex under an extremely tight deadline, with zero delays. And this wasn’t just a standard SAP rollout. We built highly complex custom integrations across 27 different interfaces. I genuinely believe that if it wasn’t our team, no one else could have pulled this off. That’s what I’m most proud of.” 

If you’ve read this far and you’re drawn to challenging work in the SAP space, don’t miss your chance. Bluebik Group is hiring across multiple roles. Check out our open positions and apply now at https://bluebik.com/th/job/ 

For organizations interested in Bluebik’s ERP services, feel free to explore our SAP ERP Advisory & Implementation service or contact us at hello@bluebik.com to discuss how our ERP solutions can support your business.

The post 3 Keys to a Successful SAP Implementation Under a Tight Deadline by Warat Laithong, Bluebik’s ERP Advisory Director appeared first on Bluebik.

This is the diagnosis that 13-year-old ‘Earth—Soranun Choochut’ received from doctors after being admitted to the hospital with severe migraine headaches. 

This diagnosis not only improved the health of one boy but actually changed his life path forever. 

From a kid who enjoyed programming with friends (of course that friend could be none other than our CEO, Boat—Pochara Arayakarnkul), Earth decided to shift his focus to design and has grown in this field continuously until becoming both an award-winning designer who received Best of the Best – Red Dot Design Awards in 2012 and 2020, the president of Etran, a Thai electric motorcycle company, and most recently taking on the position of Chief Experience Officer (CXO), heading the Bluebik Group’s Design & Experience business unit. 

Earth says he believes in solving design problems without references, focusing on a no-nonsense work approach, designing fresh ideas, solving problems in meeting rooms right in front of clients, and most importantly, creating a fun and enjoyable atmosphere so the team can deliver the best work possible no matter what obstacles they face. 

Let’s find a comfortable seat, put on some upbeat music, and let’s learn techniques for working without stress while creating super cool work like Earth. 

After reading this, if anyone still works in the same old way and stays in a narrow box, beware! It could be life-threatening! 

Why did you have such severe migraines at 13 years old that the doctor had to prescribe morphine? 

I used to be a computer kid, competing in programming since I was young. One day I was writing programs with Boat (Pochara Arayakarnkul) at school and got a headache. At first I didn’t think much about it. I went home and even watched Star Wars with my mom before going to bed. But I woke up at 1 AM with such a terrible headache that I threw up. My mom was worried so she took me to the hospital. The doctor examined me and said I needed to be admitted because I had migraine. At that time, I didn’t even know what migraine was. I stayed in the hospital for 4 nights, and the doctor gave me morphine morning and evening. It really stopped the pain, but when the morphine wore off, the pain would come back. 

It was probably so severe because when I was younger, I had a high fever that required a spinal block. My brain and nervous system had already been through trauma. When I left the hospital, the doctor wrote on my medical certificate: “Recommend avoiding stress as it could be life-threatening.” 

Before that, in the guidance class, I would write in my guidance notebook that I wanted to study computer engineering, just like Boat. But after leaving the hospital, I thought, “I can’t do that anymore, it would be too stressful.” So I wondered what I should study instead, but couldn’t figure it out. Then one day, I was having dinner at a rice porridge shop at Paknam Market and met an older man who was there with his wife. While eating, they were joking around and laughing. The man put cilantro on his teeth and smiled, pretending not to notice. I thought it was funny and asked my dad what this man studied because he seemed humorous and relaxed. My dad said he studied architecture, and that his generation included people like Panya Nirunkul from Workpoint. That’s when I understood. If I wanted to study something not stressful, I should study architecture. 

So I asked for my guidance notebook from the teacher and changed my answer to architecture. Then I told Boat that I wouldn’t code or compete in programming anymore, but I’d design for him instead. 

So your very first design project was with Boat. 

Yes, Boat competed in the games category in the programming contest. He wrote the game, and I designed the UX/UI for it, making buttons, screens, and things like that. 

And what is your most recent design work? 

I just reviewed the UX/UI design for a financial application in Southeast Asia. We’re currently in the process of presenting the work to the client. 

From your first design work to your most recent one, how have you grown and changed? 

From when I was 13 until now at 38, it’s been 25 years already. I’ve been obsessed with design, but I didn’t stop at just design. I see that everything can be designed. Maybe it’s because I studied industrial design too, which makes me a duck, being able to do everything. For example, if I’m asked to design a business model, I can do it despite not having a business degree. But because my brain has gone through creative thinking and innovative thinking, I can design anything. 

For example, if I were to design a drinking glass. I need to know who my customers are, which means I must understand marketing. I need to know what the cost is and how much to sell it for, which means I must understand finance. I need to know how to make this product successful, which means I must be able to think strategically. And of course, in the end, I need to design a beautiful glass too. 

From your 25 years of experience, is there any project that changed your perspective? 

It was probably a 2016 project, when I worked as a consultant for the innovative lab of a bank’s subsidiary company. An executive said, “Earth, I need your help with something. Our CEO just saw an application design by a foreign company and didn’t like it at all. Can you redesign it for me quickly within 1 month? I want to present it to the CEO.” 

For me, there’s no such thing as impossible. So I looked at their work and understood why the CEO didn’t like it. It looked good, but it wasn’t the style Thai people would like. Then I thought about how to finish it within 1 month, so I divided the work into parts. For the presentation part, I asked Boat to help. For the design part, I recruited about 20 people from different departments in the bank to help. We sat together in front of a 100-inch TV screen, and used my own design approach called “live design.” We designed it live so everyone could see the prototype right away and participate in designing this app together. People could point directly, saying “this should be like that” and “that should be like this,” while I controlled the computer and asked questions for others to answer and comment. We met up like this 1-2 days per week. 

After finishing the design, I had to talk with the team that develop and test the app. At first, they didn’t want to work on our version because they had already done a lot on the other one. But I told them, “The CEO wants to see it. If the test result is worse, you can continue with the original one. But if it’s better, isn’t that better?” They agreed. We tested it across the country in many segments, and our design won. 60% of Thai people preferred our design. 

How did this change my view? First, I learned there’s nothing I can’t do, even with limited time or resources. My job isn’t just good design but also creating smart ways to work successfully, such as the live design method, where all stakeholders help brainstormed and designed on the spot. We didn’t go the traditional route – hold a meeting, I design, and then hold another meeting to ask for feedback. When time is short, we take action right away. This became my regular process up until today. If during a presentation, a client says, “I think we should change the color,” I change it right then and there. 

Another perspective that changed is that even though we need to complete projects with limited time and resources, we must never stop dreaming. It’s not that if time and resources are limited, we have to dream small. No, we still dream big, but we work smart to make it happen. This means we don’t dilute our dreams, compromise our imagination, or minimize our passion, no matter what limitations we face. 

As a project owner, how did you persuade others to help despite having many limitations and obstacles? 

I make people want to work with me because it’s fun. It should be like the day I chose to study architecture because that uncle stuck cilantro on his teeth. It’s super fun! People already had a stressful 7-hour workday, so when they met with me for 1 hour, they should have fun. That’s enough for me. 

I can’t just order people around. I’m not that talented or smart. But there’s one thing I’m good at that others might not do as much: creating the right atmosphere. When I invite people to brainstorm together, the vibe needs to be good. So I’ll put on some dance music to create good energy. Or I’ll openly cheer people on: “Wow! That’s beautiful! Amazing!” I put my energy into creating an atmosphere that’s fun and friendly to creative thinking. 

Let’s come back to the present. Why did you decide to take the CXO role at Bluebik Group? 

Actually, I’ve been working with Boat since the inception of Bluebik. We’re friends, so we’ve been helping each other from the start. I’ve been around here, coming and going, because I have my own business and need to take care of my clients. So I couldn’t be here full-time. But whenever Boat called, I’d help right away. As for why I decided to work full-time this time. I think working at Bluebik will give me more opportunities to create good design for this world through Bluebik Group’s platform, which is very equipped.  

You said you’ve been with Bluebik since the beginning. Don’t tell me that you’re the one who designed the Bluebik logo? 

Yes, I designed the current logo. 

There are several philosophies behind it, but what I like most is the font option. First, you’ll notice that the word “Bluebik” in the logo is all lowercase because I wanted us to be a humble company. I think this world needs good and humble people, and Boat is one of the best people I’ve known in my life. Second, I chose the font DB Moment by Cadson Demak because I wanted to suggest that in work, the most important thing is to stay in the present moment, to be with reality, and not to be too attached to the past. 

As an CXO, what would Earth like to develop or build upon for Bluebik Group? 

I studied Industrial Design which has no boundaries, plus I had a design consulting company before. So I have a lot of freedom and don’t get stuck on anything. I focus on making design absolutely outstanding. Design must be the hero, the number one priority. For example, when making slides, I put design on the first page. So I want Bluebik’s design and experience work to become more unique. Did you see Jaguar’s Copy Nothing campaign from last year? That’s exactly how I work. I never look up any references, not even my own old files. I just dive in, sketch hundreds of ideas until something emerges. I give our all to clients without needing to look for inspiration elsewhere. 

Additionally, I want to develop leadership in design, meaning developing our people to become design leaders. Nobody wants to be in junior positions until they’re old, right? No matter what, they need to grow. So besides improving work quality, I’ll also develop the quality of our team members. 

I’ll be straightforward. It will become more challenging. I didn’t come here to be a superstar walking the catwalk. I didn’t come for the popular vote or to be the most loved executive. I came to make changes, to improve things. So it definitely won’t be comfortable, but I promise I’ll be completely honest. If people allow me to help develop them, I’ll go all out, because people are what make an organization grow. And at the end, when designing experiences, we need to also look within our organization. We treat customers like gods, but what about our employees? Do our people have good experiences? And I don’t mean good experiences like having ping-pong tables, pool tables, or Friday beer. If that were the case, we could just buy 100 tables and drink beer all day. That’s the “what,” but we need to look at the “how.” How can we make working here meaningful for everyone? How can we make everyone love and be proud of their team and organization, and want to contribute their best work? 

There’s one more thing I want to do, and I’ll gradually scale its impact, which is doing small things that we can participate in together. For example, I’m an early riser, but when I come to the office early, I don’t see anyone. It’s lonely, and the air conditioning isn’t on yet, so it’s hot. One day I made a plan to ride my motorcycle to catch the morning breeze, and I rode past my old school (Chulalongkorn University Demonstration School) to get that childhood vibes. As I was in a good mood, I went to eat rice porridge in Samyan. Then I thought, why not order some for the people at Bluebik? Maybe they’ve never tasted the original flavor, because what they order in the delivery apps isn’t the same. So I bought 10 serving for people, plus 20 pieces of fried dough from across the street. I texted on Line Group: “I don’t want to eat breakfast alone, whoever comes early can have some, maybe we can chat.” Oh my, it became a big gossip topic: “What’s going on with him? Did he win the lottery?” But for me, it was very chill because I wake up early and was planning to eat the rice porridge anyway. I just bought extra for others. It saved people money on one meal, got 10 people to sit and talk together, and gave 50 others something to gossip about. These are the small things I want to do. 

You’ve been leading very directly to my other points. One question on my list – I’d like to know what makes a good leader in your opinion? 

Being your own true self. 

Going back to childhood, my school provided students many opportunities to do extra-curricular activities. In my year, Boat was the student president, I was the vice president, and another friend was the captain of the cheer sqaud. We often swapped these roles around among the three of us. Back then, I understood leadership as a child in that context as working hard, making things fun so people want to work with you, and putting in energy and passion. 

Then when I started my own business – I’ve had my own business since sophomore year because I enjoy working and making money – leadership took on additional meanings: planning, setting direction, initiating new creative work. I just did what I understood. 

Until one day I questioned myself: am I a good leader? What results should good leadership produce? All this improvising, crazy ideas, having fun, or being loud and taking initiative – is that leadership? I couldn’t answer. So I decided to study leadership. I researched until I found a session at Berkeley’s Haas Business School. There was one keyword: “authentic leadership.” What makes a good leader? Just be yourself. There’s no specific way you must be. There’s only one method – be the best version of yourself and let everyone know who you are. Don’t fake it, don’t try to be Steve Jobs because you can’t. I can only be me – Soranun Choochut.  

Because I was impressed by that session, I decided to take Berkeley’s Executive Leadership course. Surprisingly, I was the first Thai person to attend – no one had studied there before me, though many have gone since. After studying, I discovered that besides authentic leadership, another topic I was interested in was communication styles, which are divided into two types: talking a lot versus asking a lot. Most people talk a lot, speak well, can talk all day, but few people are good at asking questions. Those who ask good questions can also be coaches. I like asking questions, so I took an additional executive coaching course. I’m not a life coach – my own life isn’t necessarily that great. However, in professional context, coaches are very popular in the US. After completing my executive coaching course, I understood leadership even better. As I mentioned, one of my goals is developing people. This means when working, I definitely won’t do everything myself. Instead, I’ll inspire people to want to work at 200%, and I have methods for discussing how to develop and build upon work together, without being the loudest person. You can see how studying changed my world completely. 

To summarize and answer the question, what makes a good leader? I think, first, you should be yourself as much as possible, and second, you should have excellent communication skills. Because as a leader, if you stay quiet all day, don’t speak, don’t listen, don’t do anything – that doesn’t work. 

For the final question, what’s the most important lesson you’ve learned from your entier professional career? 

First lession: trust is extremely important for work. Let’s say we’ve trusted each other all along, but we’re dishonest with each other just once – it’s ruined, even after 10-20 years of good relationships. Trust is the biggest value for people who want to grow. Don’t lose trust, and build trust every day. Don’t let it disappear because once it’s gone, it’s hard to get back. It takes time, like a broken glass that’s been put back together, you can still see the cracks. 

Second lesson: you need to be mindful and stay in the present. Sometimes when talking with others, many people are just mentally eleswhere. Please come back and be in the present first. Don’t think about old issues or connect unrelated matters. If everyone stayed in the present, the world would be very powerful. People would have the mindfulness to think creatively, work sharply, and reach their highest potential. 

And the final lession is concentration. It’s very necessary in this chaotic world. We’re already distracted, using social media and messaging apps all day. Therefore, everyone should have meditation skills, which doesn’t necessarily mean Buddhist meditation. I’m not that religious myself, but find a meditation method that suits you, so you can meditate and maintain your concentration and mindfulness. 

I hope these three lessons will be useful for everyone reading. 

8 Fun Facts to Know Earth CXO Better 

1. His favorite book is… The Little Li Flying Dagger by Gu Long because it’s full of imagination. It teaches me that I can do anything I want. If I want to fly up to the roof, I can do it! It also teaches many philosophies: gratitude, respect, nature, love, and alcohol. 

2. After work in the evening, you can find Earth at… a bar or an Isan style restaurant. 

3. If Earth has to ‘pick his poison,’ it’d be... tequila. If I have 3 shots, let’s meet again in 2 hours. I think good tequila with good sound and good friends is the best. 

4. When it comes to pets, Earch is… team dog all the way. I have a shiba dog named Issey Miyake, or Issey for short. 

5. Right now Earth wants to ride an Etran motorcycle to… Everest Base Camp. I’ve already planned everything. I want Etran to be the first electric motorcycle in the world to reach Everest. I almost went already, but I broke my leg so I had to postpone the plan. After I recover fully in a year, I’ll find time to go. 

6. The thing Earh most want to redesign right now is… The customer experience of visiting temples, to reduce commercialized Buddhism and make people want to make merit, do good deeds, observe precepts, and avoid sinful actions more. Even just for a day or two would be good. 

7. Earth’s unforgettable moment with Boat is… too many. We were inseparable – we were in the same classroom, played football together, and did many extra-curricular activities together. I once asked Boat to run for student council president. We came up with a campaign where we wore marigold garlands and went around saying hello to younger students throughout the entire school. But the most unforgettable moment was probably when Boat asked me to competed in programming. That changed my life forever. 

8. Favorite dish that Earth’s wife, Chef Belle from MasterChef Thailand Season 5, makes is… candle-smoked coconut ice cream, served with gin infused with Thai herbs. It’s really delicious. (Writer’s note: If anyone wants to try it, you can find it at MIA: Made In Ari!) 

The post Work without Reference, Make Work Fun & Be Mindful Everyday. Wisdom from ‘Earth CXO,’ a Designer Who Believes in Limitless Potential appeared first on Bluebik.

This is because his carefully curated career portfolio precedes him. With a mission to create long-lasting, positive impact for Thailand, he works as the Expert Member, Monetary Policy Committee (MPC), Bank of Thailand; Subcommittee Member for Drafting Digital Platform Legislation, Office of the Council of State; and Future Economy Advisor, Thailand Development Research Institute (TDRI). 

Now that Dr. Tonson has taken on a new role as a board member at Bluebik, we invite him to share how he, as an economist and executive wearing multiple “hats,” plans to use his knowledge and experience to push Bluebik’s growth beyond its current boundaries. 

Put on your learning cap and let’s hear Dr. Tonson’s vision together. 

Hat #1: The Metaphor-Loving Storyteller  

One of Dr. Tonson’s favorite roles is that of a storyteller. 

For him, storytelling is as natural as breathing, especially when it involves metaphors. Anyone who has conversed with him has likely encountered an analogy or two. 

In his latest book, “Twists and Turns,” the award-winning economist compares life to driving on a long and winding road. We must attempt to strike a balance — accelerating on straight paths, easing off in sharp turns, and decisively changing direction at crucial intersections. 

When asked to compare Bluebik to a car on this road, Dr. Tonson describes us as a Sports EV — not just powerful and fast, but also environmentally friendly. We have qualities one would not expect to find in a single vehicle. And right now, we are accelerating forward relentlessly.  

“Bluebik made a crucial turn when we entered the stock market and set our sights on growth beyond Thailand. Now, Bluebik is speeding ahead on a straight path towards growth. The focus now is on driving well from here on out. The challenge of pushing digital & AI transformation is spot-on and very timely. It’s just a matter of executing it well. 

“If we talk about the mission or the destination of this road, there are 2 dimensions. First, Bluebik will be a key enabler for Thailand, leading the country towards Digital Transformation, especially AI transformation, which is the latest wave. Second, Bluebik will prepare Thailand for the future, connecting the country and Thai organizations to the global stage. It’s not just about Bluebik going global alone, but taking others along. This is Bluebik’s crucial role, and success will be at the destination. 

These 2 dimensions are important because the road or the context we’re in now is the Thai economy, which needs both digital & AI transformation and globalization. Thailand is facing 2 major challenges. First, we’re facing a massive labor shortage at all levels. Thailand is becoming an aging society, with a shrinking working-age population. This is hampering the growth of Thai economy, resulting in a very slow average growth, especially compared to neighboring countries like Indonesia, Malaysia, or Vietnam. 

“Normally, to grow, we either increase the population or increase productivity per capita. For Thailand right now, increasing the population isn’t really an option, so we must increase productivity per capita. Technology, especially AI, can make this happen. Some might worry that AI will replace humans or take away jobs, but looking at the other side of this coin, AI is a crucial opportunity for a country facing a severe labor shortage. It will be an enabler allowing us to create productivity and continue growing without relying too heavily on human labor. 

“Of course, technology doesn’t automatically make people smarter; people need to know how to use it. Bluebik has the potential to be an enabler helping society adapt and fully utilize technology. This mission is why I joined Bluebik — the company fully addresses the country’s needs. 

The second challenge Thailand faces is expanding businesses to regional and global markets. With the domestic economy slowing down, we can’t stay in our market alone. We need to seek opportunities outside of the country. As mentioned, Indonesia and Vietnam are growing fast, so why don’t we expand our businesses into their markets and make their growth our own? If we can do this, there’s a huge opportunity for growth.  

“As I said, if Bluebik succeeds in our own challenge of growing beyond Thailand, we can take Thai people and Thai organizations along. We will help connect Thailand to the regional or global levels through technology.” 

Hat #2: The Executive at One of Asia’s Fastest-Growing Tech Companies 

One of Dr. Tonson’s most well-known roles was as the Group Chief Economist at one of Asia’s fastest-growing tech companies, a position he created and wrote the job description for himself. 

Life at this company moved at a rapid pace, with change being the only constant. Whenever Dr. Tonson shares stories from his time here, he always emphasizes the importance of keeping up with the technological changes. 

The question is, in this era where AI is transforming both lifestyles and business operations, how can organizations adapt to keep up with these changes? 

“When we talk about adaptation, we sometimes set the wrong challenge for ourselves. In some organizations, when AI arrives, they ask how to use AI. This isn’t necessarily wrong, but it might not be the best approach. The best approach is actually to ‘know your customer, know your competitor, know yourself.’   

“Knowing your customer means understanding how their needs or challenges have changed in this new world. The changes aren’t just technological; technology is tied to many other changes. As I mentioned earlier, Thailand’s changes include slower growth, the need to go more global, using fewer people, and more technology, while also focusing more on sustainability. As an enabler or a helper, we need to understand that in a world with so much change, our customers’ challenges and needs are changing. How can we help address their needs? 

“The second thing to know is your competitor because in the business world, we’re not alone. If our challenges are changing, our competitors’ challenges are changing too. We need to know how they’re adapting, where their strengths lie, where our strengths lie. In some areas, they might be better than us, in others, we might be better than them. What can we do better than others or how can we add value? 

“The last part is knowing yourself. Who are we? What’s our organization’s purpose? What are our strengths? What do we want to be for our customers in this world? What do we want to stand for? It’s about understanding the soul of the organization. As Satya Nadella of Microsoft said, find the soul of your company. 

“Once we understand these 3 aspects, we can then determine what technology we need to use. Does AI answer our purpose or our identity? Does it allow us to use our capabilities to the fullest? It’s about buttoning the first button correctly. If we start with technology, we end up with a tool that we then have to figure out how to use. That’s not the right approach. We need to start with the challenge, then find the technology that best addresses this challenge. 

“I think Bluebik is in an interesting position because Bluebik isn’t just a technology implementer. It’s not that customers come to us saying they’ve figured everything out and just want Bluebik to execute. Bluebik’s role is to help from formulating the strategy, asking what the customer’s challenge is, what they want to achieve. We help crystallize these ideas together until the strategy is clear. Other consulting firms might stop there, but Bluebik goes on to help implement the technology, figuring out how to transform the organization with technology, whether AI is appropriate or not. Bluebik’s hybrid nature is our strength. We help from identifying the challenge, thinking of solutions, to implementing the technology to solve the challenge, and even developing human resource strategy. It’s end-to-end. That’s why I said Bluebik is like a Sports EV, a hybrid with multiple aspects combined into one.” 

Hat # 3: Headmaster of the Academy of Changemaker Excellence (ACE)  

One of Dr. Tonson’s new roles after returning to Thailand is being a Program Director, or headmaster, at the Academy of Changemaker Excellence (ACE). This is a leadership training program for a new generation of leaders who want to create change for themselves, their organizations, and society.  

In this role, Dr. Tonson boils down his lifelong experience as a leader and changemaker into lessons for his students. He believes there are various types of changemakers, and a good changemaker can switch between these 6 hats as needed, depending on the time and context. Dr. Tonson himself has been an initiator, coming up with new ideas; an influencer, communicating ideas to inspire others to follow; and a supporter, encouraging younger colleagues to shine.  

“There are 6 types of changemakers. The one we often think of first is like Greta Thunberg — outspoken and impactful. We call this type an accelerator, which is crucial when the problem is inertia, when people feel there’s no rush. Accelerators can really light a fire under people, which is great. But each organization faces different challenges in making change. In some organizations, people might already be fired up and skilled, but they’re frustrated that change isn’t happening. In that case, a supporter with high empathy might be more helpful, offering encouragement, understanding, and wisdom from past mistakes.  

“At Bluebik, I think I could help in several roles, but I see myself primarily as a supporter. In a fast-growing organization with plenty of ideas, communication skills, and accelerator energy, what’s needed is someone to focus on people, checking if everyone’s aligned, motivated, and seeing where support is needed.  

“At Bluebik, I think we already have a diverse range of changemakers. To nurture them, we just need to provide a safe space for them to discover their changemaker type. By giving them different contexts to try various roles in different teams and situations, they’ll uncover the changemaker within. They might surprise themselves. Someone who thinks they’re not good at public speaking might turn out to be an excellent one-on-one connector. I’ve discovered new sides of myself in certain contexts, too. If we provide a safe space for employees to experiment, they’ll discover their identity and other hats they can wear. So, the best thing Bluebik can do is create this safe space and embrace the diversity of changemaker types.”  

Now that Dr. Tonson has become another “headmaster” at the Bluebik school, the key message he wants to leave us with is to “Stay Humble.”  

“This doesn’t mean being self-deprecating. It actually has 2 or 3 meanings. First, it means being ‘ready to unlearn.’ We might be very skilled in some areas, but we’re in a rapidly changing industry. As soon as we reach one peak, we’re already heading to the next, with new competitors and challenges constantly emerging. What we know today might not apply tomorrow. It’s not just the world that’s changing — we’re changing, the organization is changing. We need to question ourselves, our competitors, and the world about what we’re doing. Is it still the same as it was last year?  

“The second meaning is ‘under-promise, over-deliver.’ We don’t need to announce grand plans. Let our actions and results speak for themselves. If we think we can do 100, let’s say we can do 80-90, but then deliver 120. Let the results build our credibility. This applies both at the employee and organizational level. Promise less, manage expectations well, and then exceed them. The gap between expectations and actual delivery is what shapes people’s perceptions of us. If we consistently over-promise and under-deliver, people will see us as unreliable. But if we promise modestly and consistently over-deliver, they’ll trust and believe in us.   

“The final meaning is having a ‘challenger mindset’ — seeing change as an opportunity. This differs from a ‘champion mindset,’ where you feel you’re already the best and might resist change for fear of your throne being upended. A challenger mindset embraces the underdog spirit — always feeling like we’re fighting something bigger than ourselves. With this mindset, change becomes an opportunity to grow and reach new heights.” 

Hat #4: The Father Who Learns to Be a Sushi Chef 

Outside of work, Dr. Tonson’s most important role is being a father to his 2 sons, which he describes as “the most humbling experience.” 

“Everyone gets excited when becoming a parent. You read lots of books, talk to various doctors about how to raise children, and look for formulas. But in reality, what I’ve discovered is this: if we compare it to being a chef, I used to think I was an Italian chef or any kind of chef that focuses on cooking. We would cook to our heart’s content, and however we seasoned the food, that’s how it would taste. But when it comes to raising children, I’ve found that I’m actually a sushi chef. The most important thing is the fish itself. The fish comes with its own flavor, and we can’t force it to taste the way we want. What we can do is get to know that fish as best we can and ask ourselves how we can bring out its natural flavor. White fish needs to be prepared one way, mackerel another, and red fish yet another. We can’t season it much. What we can do is understand the nature of the fish and bring out its flavor. 

“That’s what I’ve learned about children. I’ve read books until my eyes hurt, but most books are written based on averages, which come from everyone. But everyone is different. I have two children, and they’re not alike in the slightest. Methods that work for one don’t work at all for the other. So we have to see that this child is white fish, that child is red fish. We have to recognize this and treat them differently. I even sent my 2 children to different schools because I think their characters are different. 

“To bring this back to managing people, I think in the end we need to know each team member as they are. They’re different types of fish. And as a leader, how do we enable them? How do we help them bring out their own flavor? 

“I want everyone at Bluebik to apply this mindset when they go to enable other organizations as well. As enablers, we need to see what kind of fish the organization we’re helping is, and figure out how to bring out their flavors.” 

Hat #5: The Pine Tree with Deep Roots and Shading Branches 

The final role, or you could say the overarching umbrella covering all of Dr. Tonson’s roles, is being a pine tree with deep roots and spreading branches that provide shade to support and benefit those around him. 

Many might wonder why an economist and executive who had worked on the global stage for most of his life would decide to return to Thailand. But in truth, this is Dr. Tonson’s ultimate goal in his professional life — to use the knowledge and experience he has accumulated throughout his life to create positive ripples for Thai people and society. 

And today, he intends to do that through Bluebik, a company that will help lead Thailand towards world-class status through technology. 

“My main mission is to create impact for Thailand. There are sub-missions within that. When I came back last year, I set out to create change for Thailand through 3 channels, or ‘3 Connects’. First, connect Thailand with the world. Second, connect the new generation with the older generation. And third, connect people with technology to create opportunities. 

“I set these 3 missions even before I found Bluebik. So when I curate my work portfolio, I ask myself which of these 3 missions it aligns with. It has to align with at least one. If it doesn’t, I don’t do it. Bluebik aligns with all 3 of my missions. The focus on technology and aiming for world-class standards is already very clear. As for connecting different generations, I see Bluebik as a company with many new generations. You could see it as them connecting with me, who’s a bit more senior. Or you could see Bluebik as an enabler, which doesn’t grow by itself, but has to work with organizations full of people from other generations. The question is how can we connect to create good and sustainable change. 

“As you can see, Bluebik’s identity aligns very closely with my 3 missions. That’s why it’s the perfect place to create impact for Thailand together.”

The post 5 Hats That Dr.Santitarn Sathirathai Wears to Guide Bluebik’s Global Growth appeared first on Bluebik.

This is the conclusion we come to after talking with Jesada “Keng” Tanrattanakul, Chief Operating Officer of Bluebik.

Keng has broadened his horizons by going to the United States during high school, furthering his business management knowledge during his master’s studies in the United Kingdom, and returning to help global clients enhance their competitiveness as a management consultant at leading consulting firms in Thailand. He then took on the challenge of overseeing the entire production process of the largest stationery factory in the world and served as CEO for one of the pioneering telemedicine startups in Indonesia.

The cumulative experience from studying, working, and living in 4 countries has equipped Keng with a broad perspective, allowing him to compare similarities and differences to select the best aspects from each country to add value to the clients.

Now that Keng has stepped up as Chief Operating Officer at Bluebik, we would like everyone to get to know him better and learn from the insights he shares with us.

First Step out of the Comfort Zone in the United States

Even though he couldn’t speak English and had never lived independently, when the young man from Chiang Mai saw the opportunity to step out of his comfort zone for the first time, he didn’t hesitate to take the leap.

The leap involved traveling across the globe to study high school in the town of Gering, Nebraska, USA.

“I was in the middle of nowhere. Gering is a small town with less than 10,000 people. At school I was the only exchange student from Asia who couldn’t speak English at all. The first two months were very stressful. Some nights I wanted to scream but didn’t want anyone to hear, so I screamed softly into my pillow. It was a very dark time, but once I started dreaming in English, I found myself enjoying the new cultures very much.

“Studying in the US taught me to live independently and I truly immersed myself in their culture. As it was such a small town, they had their own community and frequently organized activities. I joined many of their activities such as church activities. The school also had many activities, in which I participated because I thought I was there for a short time, so I needed to make the most of it. 

“At the time, I realized that if I really want to see the world, I need to go out, engage in activities, and meet new people.”

And believe it or not – even though Keng was very active in extracurricular activities, being in the marching band, performing in musical theater, and competing in speech contests, his GPA was 4.00!

Discovering Passion in Business Management While Studying in Thailand and the UK

After returning from America, Keng decided to study business for his bachelor’s degree at Assumption University before pursuing a master’s degree in business at the London School of Economics and Political Science.

Even in university, Keng’s life philosophy remained the same: study hard and participate in activities even harder. This is evidenced by graduating with first-class honors for his bachelor’s degree and a distinction for his master’s degree, alongside countless business case competitions.

Keng defines studying business as something “close to home.”

“When I was young, my family ran a business selling recycled goods. They bought scrap paper, bottles, and aluminum, shredded them, and compressed them into bales before sending them to factories. My family were hustlers; home and the factory were the same place. I saw this every day: buying, selling, adding value, reducing costs while increasing efficiency. Sometimes I liked lying on big piles of paper (laughs). It felt comfortable. I really grew from that business.”

“At first, I wasn’t sure what I wanted to do. As a kid, I wanted to be a scientist. Later, when I liked playing drums, I wanted to be a musician. But when it was time to choose a major, I wanted to keep my options open in case I discovered my true passion, so I chose to study business. It turned out to be very close to home. The content was tangible, with theories and frameworks to use, not too abstract. I thought about how to apply theories in the real world, and whether I could do it well. During my studies, I competed in many business competitions, and seeing that if you study hard and apply the theories, you get feedback that helps you improve, making it even more enjoyable and successful.”

Living in Thailand but Making Changes in Many Countries 

Before graduating, Keng set his goal on becoming a management consultant because it is a job that requires a balance of both soft and hard skills.

Of course, Keng achieved his goal, working as a management consultant for almost ten years at leading consulting firms in Thailand, including Accenture, L.E.K. Consulting, and BCG (where he also met Pochara “Boat” Arayakarnkul, our CEO).

Keng’s experience as a management consultant was rich and flavorful. All management consultants at Bluebik would surely nod in understanding, from working tirelessly to meet deadlines, jumping into various industries, the challenge of analyzing problems and finding solutions for clients, and much more.

“These flavors made me feel that time passed very quickly. Over nearly ten years, I really grew a lot,” Keng recounted.

“The key takeaway is that we, management consultants, need to be thought partners for our clients. Clients are willing to pay us a lot because they want value from us. That value is not just being a rubber stamp to confirm their ideas. For me, that’s not real value. Real value is delivering something that can be truly implemented, not just selling dreams. We need to walk the talk. When the project ends, the client implements our strategy and sees real changes. By doing this repeatedly, they come to know us as true advisors they can trust in any situation. If they have a problem or need help in a certain area, they know who to call because they know they’ll get answers and trust.”

During his nearly ten-year tenure as a Management Consultant, Keng worked on over 100 cases across almost every industry and function, gaining the opportunity to collaborate with clients from various countries. The last client he helped strategize for was the key factor that pushed him out of his comfort zone once more.

That client was one of the largest and most influential conglomerates in Indonesia.

Rolling Up His Sleeves and Getting Ready to Rock in Indonesia 

Despite being a passionate management consultant, Keng always had one question at the back of his mind, “I believe every consultant has this question: are we really adding value to the client?”

Coincidentally, after closing a project, the client recruited Keng to work in Indonesia. After careful consideration, Keng decided to accept this new challenge and work within a business organization.

“I thought if I didn’t take the leap now, I might not get another chance. I wanted to try being hands-on as an executive in a business organization. If I had an idea, I wanted to test it out to see if it worked. Sometimes, as a consultant, I said things were easy and doable, but I wanted to know if I could actually do it.”

The company Keng worked for was in a conglomerate with footprints in various industries. Keng’s first role was Head of Operations at the Asia Pulp & Paper factory in Surabaya, the largest stationery factory in the world. There, he immersed himself in understanding and improving processes. Later, he moved on to become the Head of Strategy for the Consumer Business Unit.

After that, Keng switched industries again to work in healthcare, co-founding SehatQ, a telemedicine startup connecting patients with hospitals, clinics, and pharmacies through an online platform. Keng started off as the Head of Platform, overseeing all aspects, before being promoted to CEO.

Even though these new roles were highly challenging with everything being new – new industries, new responsibilities, new country – Keng said he tackled it with confidence, which has been built from years as a management consultant.

“When switching industries, people’s first fear is whether they can speak the same language or manage a team with deeper expertise. These things can undermine confidence. I faced this many times as a management consultant. It made me realize that I have other skills to add value, including people management, problem identification and solution development, and having frameworks to solve problems.

“But that doesn’t mean I shouldn’t learn technical or industry-specific jargon quickly. I need to learn fast and create significant changes quickly. However, I should not assert authority without understanding first. That would be a misstep,” Keng concluded.

The More You See the World, the More You Can Apply Knowledge Effectively

In addition to his quick learning and problem-solving skills from his time as a Management Consultant, another crucial factor that helped Keng adapt to new roles quickly was his experience of seeing the world and immersing himself in diverse cultures.

“For example, when working at Asia Pulp & Paper, I noticed that Thailand has only a few copy paper brands, but in Indonesia, there are hundreds. I thought something needed to be done because having so many brands leads to increased marketing costs, production costs, inventory complications, and different channels to promote them. Experiencing different parts of the world allowed me to use one point of reference and apply it to another. I didn’t need to be an industrial engineer or understand machinery, but I could still add value.

“Opening up to new cultures has taught me that diversity is a valuable asset. It allows us to view the world and address problems from various perspectives. When discussing cultural diversity in organizations, I encourage exploring many places and not limiting ourselves to just one country. While we may develop best practices, opening our minds and learning from the experiences of other countries can teach us many new things. This concept goes beyond cultural diversity; it includes people with different ways of thinking and backgrounds. We can learn a lot from each other. So, I encourage you to keep an open mind and broaden your perspective.”

Returning to Thailand with an Important Mission at Bluebik

After living in Indonesia for about eight years, Keng felt it was time for a change. He also wanted his children to grow up in Thai culture, so he decided to move back to Thailand. During his career break to reflect and plan his next steps, he happened to meet Boat at a friend’s wedding. “And the rest is history,” Keng said with a smile.

“I think it was serendipity. My life came full circle. I started as a consultant, then moved to management roles in business organizations, which helped me understand what I wanted, what I did right, and what I did wrong. This has made me a better consultant because I can use perspectives and experiences from both sides, as a consultant and a client, making my advice more substantial.”

As the Chief Operating Officer at Bluebik, Keng oversees many areas. Simply put, he is here to ensure the quality of Bluebik, both in terms of projects and people.

“For projects, it’s about how we execute them and maintain the quality of execution. For people, since the quality of a service organization depends on its people, it’s about providing them with the right resources, motivating them, and ensuring they deliver gold-quality work.”

Keng views Bluebik as a rapidly growing company filled with specialists. However, as someone who wants to help Bluebik grow continuously, he notes, “What made us successful in the past might not necessarily ensure our future success.”

He explains further, “Of course, we need to maintain our quality of work and keep the clients who have supported us. But we shouldn’t limit ourselves to our comfort zone. Currently, we offer multiple services within the digital transformation umbrella. In the future, I believe we can go much further. We can even create products from our services. We can demonstrate why our products are better than off-the-shelf ones and have a team ready to tailor solutions to specific clients’ requirements.”

In Keng’s view, Bluebik will grow exponentially in the future. “We will be a global firm with footprints in multiple locations. Our team will expand, and in terms of expertise, we will have specialists in every field.”

This is the story and vision of Keng, the Chief Operating Officer who will strengthen Bluebik and help us grow further than ever before.

If you see Keng at the office, don’t hesitate to say hi. He is always ready to share his experiences and ideas one-on-one!

3 Work Insights from Keng COO

1. Dare to step out of your comfort zone to broaden your perspectives, explore the world, and learn about diverse ideas and cultures to improve yourself both in your career and personal life

2. No matter what job you do, the most important thing is to add value to your organization or clients. Pause and ask yourself: what are you doing? Are you adding value? If the answer is no, find a way to adjust or start over your plan

3. Confidence is a top priority. Find ways to build your confidence, whether by accumulating experience, honing skills, or creating a positive mindset. With confidence, you’re already halfway to success.

5 Fun Facts to Know Keng COO Better

1. His favorite Indonesian word is… 

“Bisa,” which means “can.” In whatever situation, I always say, “Bisa, bisa!” (laughs).”

2. The dish he misses the most when abroad is…

“Mee Krob Rad Na Moo (crispy noodle with pork gravy) from a now-closed restaurant in Chiang Mai (laughs). I can’t have it anymore.”

3. On weekends, you can find Keng at…

“A kid cafe. I like taking my kids out. We change the location every week.”

4. His favorite song to play on the drums is…

“Metropolis by Dream Theater. It’s a very challenging song, not just for drums, but for every instrument. Everything must be synchronized so the band practiced it day and night.”

5. If he could go back in time and talk to his 20-year-old self, he would say…

“Go be a musician. Don’t become a consultant. Life isn’t as easy as you think” (laughs).”

The post 3 Insights from “Keng COO” Ex-management Consultant Who Believes in Adding Value & Running Away from Comfort Zones appeared first on Bluebik.

On his tenth birthday, the boy got his first computer. (“an intel 386 running windows 3.1,” he still remembers vividly.) He played with it, broke it, and fixed it—all by himself.

On a visit to the library, the amateur technician asked for an MS-DOS manual and read it cover to cover. “I was very inquisitive,” he describes himself.  

Fast forward to today, Martin is the director of Bluebik Global, an end-to-end digital transformation consultancy and delivery company with offices in the UK and Vietnam and a technology center in India. Mind you, the company is only 1 year old, and this is just the first few yards of his sprint to bring Bluebik Global’s mastery to the world. “One thing I don’t do is move slowly. If I want something, I do it immediately.”

Speed is not the only success factor, however, as Martin’s deep passion for tech also comes into play, though he may phrase it differently. “I think it’s more that I’m into building things. I like complex, intricate systems, and in tech, there are infinite numbers of ways you can build complex, intricate systems.” 

At sixteen, Martin got his first job as a technical support worker at the UK office of ThoughtWorks, one of the world’s leading technology consultancy. Initially, his primary responsibility was to build laptops and install the necessary software for new employees. It was enjoyable to some extent, but the first jobber craved something more complex and intricate. So, he started to play with it, automating as much of the process as possible. This initiative, of course, was noticed by the upper-level managers, one being Ajey Gore, who took the bright-eyed prodigy under his wings.

“He taught me a lot of the stuff that I use today,” Martin said of Ajey, who was Gojek’s CTO and now works for Sequoia Capital as the Operating Partner, Technology. 

By “teaching,” Ajey assigned Martin more and more complex projects, which he was excitedly up to the tasks. At one point, Martin was flown to the US and India to help with ThoughtWorks’ international telephony system. And before he knew it, Martin started to work in a client-facing role, giving out technological consultancies. 

“I think Ajey saw someone technically competent and, more importantly, excited about this sort of stuff. A lot of people come to work because it’s work. Some people come to work because they really want to work. I was the second type.”

“There was a time when we were in our Bangalore office in India, working on the telephony system to go outbound from the India office to the telephone network. We had a problem, so Ajey and I were in the office until 5 a.m. trying to fix it, tearing apart the cables, and doing cable tests. It was purely deep tech work, and neither of us had to stay there realistically, but we just enjoyed doing it. It turns out it was not our fault. The ISP connected the cable wrong, so we wasted our time. But I think that was what Ajey saw. Tech people can see tech people who enjoy it.”

After ThoughtWorks, Martin became a software developer in Montreal, Canada, for a year. Although the project didn’t work out, he had fun and understood the business of digital products more. (“Some software developers think they can get rich off just building a good application, and it doesn’t require any marketing and sales effort, but those applications are few and far between,” he reflected.)

Back in the UK, Martin worked as a system administrator at a company for a while. Then he started to work as a contractor on many IT and digital projects for multiple companies. One of his more extended, significant projects included developing digital platforms for F1. (Yes, if you’re a fan who likes to watch the motor race on tablets or any mobile devices, you have him to thank.) For this project, Martin also learned how to code in Ruby.

At this point, if we can learn one thing from Martin, it’s this: don’t ever stop learning and evolving. If there’s a list of his competencies, here’s how it looks.

Tech support – checked 

System administration – checked 

Software development – checked 

Coding – checked 

DevOps – checked

Being a tech all-rounder, Martin was sought after by many companies, even a company in a country half the world away—you guessed it—Thailand!

“A company in Thailand needed a travel system, so I moved to Thailand to build that system. It went from nothing—literally the first line of code being written—to this application that gets millions of searches per day.” 

By the time he left the company, Martin was the DevOps engineer and CTO with an entire team running the travel system. They pivoted and scaled, and in Martin’s own words, “we went through a full digital transformation, not only the company but I myself.”

Now, with this full-stack experience, Martin is ready to take on the most exciting project: Bluebik Global.

“Bluebik is fantastic in what it does, we have a good reputation amongst the largest consultancy companies in Thailand. I want to take what Bluebik has built and done—its reputation, its brand, the total package—and bring that to the rest of the world and compete internationally with all the top consultant firms.” 

“What sets us apart from other firms is the combination of tech and consulting abilities. They usually have very good consultants and may have their tech people, but tech integration is not deep enough in those organizations. On the contrary, the projects I run with Bluebik Global have tech people all the way up. I’m the director of Bluebik Global, and I have extensive tech experience, and so does everyone working on the client’s team. Our consultants’ combined tech skills and people skills add more value to the projects.”

In terms of people skills—Martin is at his best leading by example.

“When I talk to clients, I might be talking to non-technical people. I have to explain why the company should change its architecture in a way that non-technical people can understand and still be true to the underlying vision. I also have to explain it in a way that doesn’t make them feel like I’m all high and mighty. If there’s an engineer on the client side, I have to ensure they understand that I’m here to help them, not fight them, because they might not want me there. Better yet, I have to explain it in a way that the engineers want to work with us. 

“The last project we had, we had a meeting set up for ten people, but twenty-four people joined. Those extra fourteen people heard the meeting was happening and just wanted to listen. This is all people skills. I can tell them what I’m doing tech-wise, but it’s useless unless I make sure they want to do it.”  

Although Martin loves building and maintaining complex, intricate systems, he admits to doing less of that now as the director of Bluebik Global. 

“Most of my work these days is recognizing what we need to do as a company on a high strategic level and making sure things run smoothly. Preparing for what you can’t plan for. Expanding. Looking out for risks—mitigating, but also taking the risk when you need to. So what I’m doing right now is still building something, but it’s not a computer system, it’s a big operating model for a company, and that’s where all the skills come into play, especially the people skills. I may not be able to convince you of something, but at least I will be able to explain. Make sure you understand it and get your point of view. From there, we have a shared understanding. A shared understanding can then be used to move forward. Working with my team, I don’t like to be, “Let’s do it because I said so.” I want to be, “Let’s do it because we agree it’s the right way to do it.” I want to have a good discussion with my team. 

These days, Martin rarely has any free time, but when he does, he goes flying the plane. “I got a private pilot license for a small plane. I love flying because, firstly, when you look out the window, it’s beautiful. Secondly, flying is relaxing. It’s like a form of meditation. When you fly, you’re not thinking about anything else because the task load is high. You’re focusing on what you’re doing, not about tomorrow, not about next week.”

“In a way, flying is similar to running a business; you have multiple things you need to do simultaneously, and it helps prepare you for dealing with difficult situations. If the engine goes out when you’re 5,000 feet up in the air, you must be able to perform all the emergency procedures automatically. Okay, nose down, look for a place to land, communicate. 

“If something goes wrong when running a business, okay, assess the situation, understand it, and go forward with the best possible solution you can come up with at that moment. Many people scream or cry when something goes bad, but if you’re on a plane and your pilot starts screaming or crying, that’s a problem. You would want your pilot to be the calmest person on the plane.”

For anyone who wants to work in tech, here’s advice from the pilot of Bluebik Global. “Be inquisitive. Go find what excites you and what you want to learn more about, and move towards it. Move fast and break things. The tech industry is constantly evolving. So, get into the latest and greatest tech, understand it, break it, and fix it. All of these will give you the knowledge you need. I guarantee that every single tech person will break things. You will break production. You will take the website down. It’s okay. It happens. That’s the learning experience.”

Want to move fast and break things with Martin? Send your CV at jobs@bluebikglobal.com

The post Martin Simpson Can Fly (the Plane) and He Will Take Bluebik Global to the Sky appeared first on Bluebik.