I never expected that starting my career with a machine I barely understood would make me fall in love with business.
I began my career in drilling as a Business Analyst, initially focused on understanding how operational data was generated and used. As I worked closer with operations, I realised that the real challenge was not only the data, but the people, processes, and decisions behind it.
This became clear when I helped implement [system], an integrated drilling management platform. Each project had different processes, data structures, and client requirements, while the platform itself was evolving. Yet operations could not wait for a perfect system. Data had to remain reliable, invoices had to be processed on time, and drilling had to continue. I become the bridge between business needs, operational teams, clients, and technology.
I aligned with management and the invoicing team to understand priorities and the impact of operational delays. I then visited client sites to understand how work was actually performed, identify gaps between business processes and the platform, and translate findings into actionable requirements. I empowered team members to lead client engagements, including site visits, follow-ups, and negotiations to secure timely data delivery. For international projects, I established online coordination with clients and stakeholders to strengthen accountability and resolve issues before they disrupted operations.
When the platform could not immediately support a requirement, I refused to let technology limitations stop the business. I brought relevant teams together, assessed alternatives, and implemented interim solutions that kept operations running while maintaining the direction toward the target system.
As a result,[system] supported 16 projects across Indonesia, the Philippines, Malaysia, Botswana, and Zambia, while maintaining business continuity and timely invoicing.
This experience reshaped my understanding of leadership: empowering others, influencing stakeholders, making decisions under constraints, and turning complexity into progress.
I began my career in drilling as a Business Analyst, initially focused on understanding how operational data was generated and used. As I worked closer with operations, I realised that the real challenge was not only the data, but the people, processes, and decisions behind it.
This became clear when I helped implement [system], an integrated drilling management platform. Each project had different processes, data structures, and client requirements, while the platform itself was evolving. Yet operations could not wait for a perfect system. Data had to remain reliable, invoices had to be processed on time, and drilling had to continue. I become the bridge between business needs, operational teams, clients, and technology.
I aligned with management and the invoicing team to understand priorities and the impact of operational delays. I then visited client sites to understand how work was actually performed, identify gaps between business processes and the platform, and translate findings into actionable requirements. I empowered team members to lead client engagements, including site visits, follow-ups, and negotiations to secure timely data delivery. For international projects, I established online coordination with clients and stakeholders to strengthen accountability and resolve issues before they disrupted operations.
When the platform could not immediately support a requirement, I refused to let technology limitations stop the business. I brought relevant teams together, assessed alternatives, and implemented interim solutions that kept operations running while maintaining the direction toward the target system.
As a result,[system] supported 16 projects across Indonesia, the Philippines, Malaysia, Botswana, and Zambia, while maintaining business continuity and timely invoicing.
This experience reshaped my understanding of leadership: empowering others, influencing stakeholders, making decisions under constraints, and turning complexity into progress.
