Hary Effendy

Entrusted with new challenges to lead the most challenging team in Consultation and Diagnostic, with a focus on supporting the 2024 Key Performance Indicators (KPIs).

• Established the Primary Clinic (as Project Manager), overseeing legal processes, renovations, procurement, and necessary documentation.
• Expanded business operations into new territories for home care services, successfully launching in Bandung and Semarang in Q1 2024, previously limited to the Jabodetabek Area. This initiative led to a notable increase in daily transactions (from 55/day to 75/day).
• Pioneered a new initiative, Community Events, targeting specific segments to generate micro B2B leads for the business.
• Successfully tendered to several companies for Business-to-Business Medical Check-Up (MCU), winning contracts with three companies for mid-year MCU initiatives.

Essentially, the scope of responsibilities aligns closely with those of my prior role

• Manage four sub-unit teams (Operations, Supply, Medical staff and Catalog)
• Ensure smooth end-to-end operations and development of new products.
• Ensure efficient supply chain management and cost-effectiveness of suppliers.
• Maintain high-quality catalogs within the company's application, specifically for the home lab section.
• Support career growth opportunities for team members and foster a supportive work environment.
• Work closely with high-level management in determining the next steps and initiatives.

• Manage four sub-unit teams (Operations, Supply, Medical staff and Catalog)
• Ensure smooth end-to-end operations and development of new products.
• Ensure efficient supply chain management and cost-effectiveness of suppliers.
• Maintain high-quality catalogs within the company's application, specifically for the home lab section.
• Support career growth opportunities for team members and foster a supportive work environment.
• Work closely with high-level management in determining the next steps and initiatives.

• Enhanced operational performance and reduced labor expenses by developing and optimizing standard practices.
• Managed internal operational standards and productivity targets.
• Conducted root cause analysis in deficient areas to identify and resolve issues.
• Oversaw all aspects of operational business for Home Care, enhancing the quality of the admin, phlebotomist, and specialist teams and reducing negative user feedback.
• Expanded service coverage area from Jakarta to include JABODETABEK and Surabaya.
• Conducted analysis and introduced new initiatives to increase traffic, resulting in a daily transaction increase from 5 to 15.

Received a promotion and opportunity to serve as Head Quarter Partner, focusing on bottom line cost and profit and loss (PnL).

• Monitored and evaluated staff cost performance nationwide, successfully optimizing staff costs annually from 13.7% to 12.9%, while achieving better sales performance compared to 2020.
• Implemented new deployment strategies for nationwide stores, resulting in an increase in Item Per Labor Hour (IPLH) from 8.1 to 8.9 nationwide.
• Concentrated efforts on enhancing the speed of service for special stores, particularly those following the Starbucks Reserve concept.
• Implemented initiatives to reduce the number of expired items, especially Whole Bean products. Introduced a new initiative to utilize beans nearing their expiration date as Espresso of Choice, resulting in a decrease in mark-out whole bean contribution from 2% to 0.9%.

• Successfully managed Starbucks Reserve Puri Indah, consistently achieving forecast targets for nine consecutive months out of twelve months in charge.
• Managed Starbucks Lippo Puri Indah, achieving forecast targets within fourteen months out of twenty-four months as store manager.
• Promoted and developed a team of 11 Supervisors and 4 Managers.
• Nominated for Store Manager of The Year in 2019.
• Oversaw inventory stock control and partner development.