About Ricky Chong
An operating perspective
at the leadership table.
I am Group Operations Director at FSBM Holdings Berhad and the former Chief Operating Officer of Vimigo. I work with founders and leadership teams on the operating structures, performance systems and management rhythms that turn growth into repeatable execution.
Current work
Operating responsibility stays close to the real decisions.
At FSBM Holdings Berhad, I carry group-level responsibility for operational alignment and execution across the group's businesses.
My consulting work serves regional business leaders and corporate teams whose ambitions have outgrown the way their organisation currently operates. The typical challenge crosses functions. Strategy looks sound, but decision ownership, management accountability or performance signals remain too dependent on the founder.
I help make those systems explicit so leaders can see what matters, managers can act within clear boundaries and teams can be held accountable for outcomes.
Experience
Built inside operating businesses.
- FSBM Holdings Berhad. Group Operations Director with responsibility for operational alignment and execution across the group's businesses.
- Vimigo. Former Chief Operating Officer working at the intersection of people, performance and growth.
- Revenue Monster and Touch 'n Go eWallet. Technology and platform leadership inside fast-moving digital businesses.
- Korean Air. Regional commercial leadership and an early foundation in customers, teams and measurable growth.
Consulting focus
The problems I am most useful for
- Reducing founder dependency without replacing it with bureaucracy.
- Clarifying operating structure, management ownership and decision rights.
- Building KPI, OKR, performance and reward systems around business outcomes.
- Preparing workflows, ownership and governance for practical AI adoption.
- Adapting operating and growth plans to local requirements across markets.
Working approach
Start with the constraint. Then design the system.
I do not begin by prescribing more software, more meetings or a generic transformation programme. The first task is to identify where execution leaks: unclear outcomes, decisions without owners, weak handoffs, unreliable performance signals or rewards that point in the wrong direction.
From there, the work becomes practical. We decide what must change, who owns it, how progress will be reviewed and what evidence will show that the new system is working.
My current focus is helping business leaders clarify operating needs and assess practical technology. I examine how records support daily decisions, with human accountability kept explicit.
Selected engagement
Lunox Malaysia
I advised Lunox Malaysia on its business model, positioning, operating structure and performance rhythms as the self-funded business grew.
The engagement reflects how I work. Commercial choices, role clarity and management cadence were treated as one operating system rather than separate projects.
Start here
Use the smallest useful test.
Start with the workflow and the evidence needed for a useful decision.
The SME Scale Diagnostic is a paid working session. You arrive with context, we name the three highest-impact operating gaps and you leave with a prioritised 90-day direction.
If founder dependency is the main concern, begin with the guide to founder dependency in Malaysian SMEs. It explains the operating signs and the first systems to repair.