The Beginning: Taking the Helm as COO (2021)
When I joined Pos Indonesia Digital (formerly PT Pos Finansial Indonesia) as Chief Operating Officer in 2021, the company was at a crucial turning point. While it had a strong legacy within the Pos Indonesia Group, it needed a clear strategic direction to thrive in the rapidly evolving digital landscape. The financial services industry was undergoing massive disruption, with fintech startups, e-commerce players, and digital banking redefining customer expectations.
One of the most immediate challenges I encountered was the absence of a dedicated technology team, despite the company's core business being technology and platform-driven. Without an internal tech team, we relied heavily on external vendors, which limited our agility and ability to innovate at the pace required. Recognizing this as a critical gap, I prioritized building a strong in-house technology team to lay the foundation for long-term digital transformation.
Another major challenge was that key technological infrastructure was managed by third-party vendors or individuals who were no longer working with Pos Indonesia Digital. This created significant operational risks, as we lacked direct control over our core systems, data security, and the ability to swiftly implement changes or improvements. Recovering access to critical technology assets, stabilizing operations, and reducing dependency on external parties became one of my top priorities. We undertook a rigorous review of all existing contracts and systems, ensuring that we regained full ownership and control over our digital platforms.
My initial focus was on stabilizing operations, optimizing processes, and identifying quick wins that could drive efficiency and revenue growth. We needed to strengthen our core offerings and enhance our digital capabilities to remain competitive. I worked closely with the team to streamline internal workflows, introduce data-driven decision-making, and implement key performance metrics to track progress effectively.
The Transition to CEO: Setting a Bold Vision and Driving Cost Efficiency
As I transitioned to the role of CEO, my priority was to set a bold and ambitious vision for the company. I saw immense potential in transforming Pos Indonesia Digital into a leading player in digital payments, financial technology, and digital solutions. Our goal was to leverage Pos Indonesia’s vast network while embracing a more agile, innovation-driven approach.
However, before we could execute our long-term vision, I had to address the immediate financial and operational inefficiencies. One of my first major decisions as CEO was implementing a cost-efficiency program, which included a significant workforce reduction. More than 30% of employees were affected by the restructuring. While this was a difficult decision, it was necessary to ensure the company’s sustainability, streamline operations, and allocate resources more effectively toward our digital transformation goals.
Recognizing the talent that was lost during the layoffs, I made it a priority to rehire those employees who were critical to the company's success whenever possible. By offering them opportunities to return, we ensured that our core expertise remained intact while fostering a culture of resilience and long-term growth.
Additionally, I had to navigate a PKPU (Penundaan Kewajiban Pembayaran Utang) process filed by creditors. This legal challenge required strong financial discipline and strategic negotiations to ensure the company's survival while maintaining trust with stakeholders. The impact of the PKPU process was significant, and just three months after it was initiated in May 2022, both the previous CEO and the President Commissioner left the company. This abrupt leadership transition added another layer of complexity, requiring swift action to stabilize the organization and restore confidence among employees and stakeholders.
One of the key strategic shifts was expanding our business into three main portfolios:
Digital Payment – Strengthening Pospay and driving adoption as a trusted digital financial service.
Digital Channel Aggregator – Positioning ourselves as a key enabler for financial transactions through multiple platforms.
Digital Solutions – Creating tailored fintech solutions for enterprises, SMEs, and consumers.
Overcoming Negative Equity: Debt-to-Equity Swap Strategy
One of the most pressing financial challenges I faced as CEO was the issue of negative equity. Years of operational inefficiencies and accumulated financial burdens had put the company in a vulnerable position. To restore financial health, we implemented a Debt-to-Equity Swap strategy, converting liabilities into equity to strengthen our balance sheet. This strategic move significantly improved our financial standing, reduced debt obligations, and provided the company with greater flexibility to invest in future growth initiatives.
Through careful negotiation with creditors and stakeholders, we ensured that this transformation not only benefited our financial structure but also positioned the company for long-term sustainability. The improved financial position allowed us to attract new investments, enhance operational efficiency, and focus on scaling our core business.
Support from Holding: A Crucial Backbone
Throughout this transformation, the support from our holding company, Pos Indonesia, was instrumental in helping us settle the fundamental aspects of our business. Pos Indonesia provided critical backing in restructuring efforts, strengthening governance, and reinforcing our operational framework. This strategic support allowed us to focus on innovation and growth while ensuring a solid foundation for long-term sustainability.
Driving Growth & Transformation
Under my leadership, the company achieved 50% year-over-year revenue growth consecutively in 2022 and 2023 (audited) and is on track to continue this momentum in 2024, where we started booking positive net income. This growth was driven by several key initiatives:
Building a Strong Technology Team: Establishing an in-house tech team to develop, maintain, and scale our digital platforms efficiently.
Regaining Control Over Core Systems: Ensuring that all critical technology was internally managed, reducing reliance on external vendors and enhancing security and operational stability.
Enhancing Product Innovation: We introduced new features and services within Pospay Agen, making it more accessible and valuable for customers.
Expanding Partnerships: Collaborating with key financial institutions, fintech companies, and e-commerce platforms to strengthen our market presence.
Leveraging Data & Technology: Implementing AI-driven analytics, automation, and customer insights to optimize our services.
Improving Customer Experience: Redefining user journeys, reducing friction, and ensuring seamless transactions across all digital touchpoints.
Rebranding & Legacy: Pos Indonesia Digital (Posdigi)
2025 marks a pivotal year for our company as we build on this strong momentum. As part of our transformation, we rebranded from PT Pos Finansial Indonesia to PT Pos Indonesia Digital (Posdigi), symbolizing our evolution into a true digital-first enterprise. This strategic move aligns with our mission to redefine digital financial services in Indonesia while leveraging our deep-rooted expertise in financial transactions and logistics.
Financial Governance: Achieving WTP Audit Opinions
One of the achievements I am most proud of during my tenure as CEO since September 2022 is securing Unqualified Opinions (Wajar Tanpa Pengecualian - WTP) from the external auditors (KAP) consecutively, including another WTP audit in 2024. This reflects the company's commitment to strong financial governance, transparency, and compliance with the highest standards of financial reporting.
Impact & Future Vision
Looking ahead, my vision is to further scale the company by focusing on expanding into new fintech verticals, strengthening cybersecurity, investing in AI-driven financial services, and enhancing regional partnerships.
This journey has been both challenging and rewarding, and I am proud of what we have achieved as a team. Leading Pos Indonesia Digital has reinforced my belief in strategic execution and stakeholder collaboration. The best is yet to come.
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