01 / PT Loka Saji Group
40–45%COGS after the shift
The cost of making it elsewhere.
Best-sellers, 80% cost of goods. One move to in-house production cut it to 40–45%.
Read the story-6.9175° S, 107.6191° E
- [ COST CONTROL ]
- [ CASH FLOW ]
- [ PRODUCTION ]
FINANCE & OPERATIONS MANAGER
The numberstell a story.I change whathappens next.
I work where finance meets the production floor: finding what costs too much, fixing what slows teams down, and building operations that hold up in real life.
01 / SELECTED WORKSome questions are
Some questions are
worth following.
Every story follows the same three beats: what the numbers said, why it mattered, and what we did next.
- 01WhatThe facts on the table
- 02So whatWhy it matters
- 03Now whatThe move we made
02 / Savora Nusantara Indonesia
10+B2B clients signed
A reliable business starts behind the scenes.
Frozen food runs on trust. Systems built behind the scenes won 10+ B2B clients.
Read the story
03 / One Million Coffee
6+months operating through the disruption
When the café could no longer rely on the café.
Road closures emptied the café. A one-liter bottle kept the business running for 6+ months.
Read the story01 / THE STORYPT Loka Saji Group
What would change if we made them ourselves?
0140–45%COGS after the shift
01 · THE WHAT
The facts
Four best-selling snacks, one hidden problem. At a 30-person manufacturer, making them cost about 80% of sales.
02 · THE SO WHAT
The insight
Strong demand was masking a cost-structure problem. The brief ruled out raising prices or cutting quality, so the real lever was who made the product.
03 · THE NOW WHAT
The move
Move the four products from the contract manufacturer to in-house production. Then line up purchasing, output targets, stock, quality checks, and labor behind the new model.
THE RESULT
In nine months, COGS fell to 40–45% of sales, all production costs included. Ramadan revenue tripled and net profit rose almost fourfold year over year.
Next story 1 / 3
02 / THE STORYSavora Nusantara Indonesia
How do you earn repeat orders from day one?
0210+B2B clients signed
01 · THE WHAT
The facts
A frozen food business serving cafés, caterers, and individual customers. A small team had to balance fresh stock, delivery, quality, and cash flow.
02 · THE SO WHAT
The insight
Repeat orders are earned long before checkout. They depend on supplier reliability, clean records, and deliveries that arrive when promised.
03 · THE NOW WHAT
The move
Build the engine first: supplier sourcing, financial records, SOPs, delivery routes, and a demand planning schedule. Then add two lower-cost suppliers on 30-day payment terms and open Tokopedia and Shopee stores.
THE RESULT
The business signed more than 10 B2B clients. Tokopedia reached five-star seller status with over 200 positive reviews in 60 days and zero returns.
Next story 2 / 3
03 / THE STORYOne Million Coffee
What could we sell when people stayed home?
036+months operating through the disruption
01 · THE WHAT
The facts
A Bandung café averaging IDR 30–50 million in monthly revenue lost its dine-in customers to COVID-19 road closures.
02 · THE SO WHAT
The insight
Dine-in was a channel, not the business. If customers can't come to the coffee, the coffee has to go to them.
03 · THE NOW WHAT
The move
Launch a one-liter packaged coffee. Sell it through home delivery and a four-partner reseller network, and keep the existing digital channels running.
THE RESULT
The new format kept the business operating for more than six months through the disruption and opened a new way to reach customers at home.
More about me 3 / 3
02 / ABOUTTHE PERSON BEHIND THE NUMBERS
Curiosity first.
Then the work.
I've learned that the most useful question is often the one nobody has had time to ask.
Why does this product cost so much to make? Where does cash get stuck? What would make a customer order again? I bring those questions into the numbers, then take the answers to the people who do the work.
Across a snack manufacturer, frozen food supply, a perfume brand, and a café, I've worked on both sides of the desk—as a manager accountable to an owner and as a founder accountable for every decision.
Let's talk about your business01Follow the real cost.
Understand the full picture before changing the number.
02Make systems usable.
Build processes people can run after the meeting ends.
03Keep people in the loop.
Good decisions work across finance, operations, and customers.
03 / EXPERIENCEA practical view
A practical view
of business.
Founder roles ran alongside employed roles. Each added a different perspective on costs, teams, and growth.
2020 — NOWFounderSavora Nusantara Indonesia
2024 — 2025Senior ManagerPT Loka Saji Group
2022 — 2024FounderSKÄNT House of Perfumery
2019 — 2022Co-Founder & General ManagerOne Million Coffee
2021Finance StaffPT Pandawa LED
2019 — 2020Sales & Distribution StaffCV Angsana
EDUCATION
Bachelor's in Management, Widyatama University
Cum Laude · GPA 3.92/4.00
TOOLS & CREDENTIALS
Accurate ERP, Excel, Google Sheets, Lark
WPPE-P certificate
04 / CONTACTBANDUNG, INDONESIA · UTC+7