Future Manager World - Singapore, Indonesia and Malaysia

Planning Future - Acting Present

One single simple Mission: supporting Companies HR needs Worldwide

APAC - EMEA - IMEA - LATAM - USA & North America

Singapore, Indonesia and Malaysia

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Adam Price - Singapore, Indonesia and Malaysia Country Manager

Adam Price is 49 years old. He lives with his family in Asia and spends his time between his home in Indonesia and Singapore where he founded and runs the Singapore licensed recruitment company Fortitude Partnership.

Educational Background

Adam holds a BA (Hons) Degree from The University of Derby.
In additional to his academic and vocational qualifications Adam is also a qualified Group Fitness Instructor, Spin Instructor and Les Mills RPM Instructor.

Managerial Background

Professional Recruitment Sales and Operations Director with more than 25 years of experience providing bespoke recruitment solutions to Education, Power, Renewable Energy, Capital Markets, IT&T, Life Sciences, Engineering, Oil & Gas, Property, and Construction Industries.

Has successfully managed startups from concept to sale in addition to established Oil and Gas specialist recruitment business with overall responsibility for more than 100 staff across 11 offices in 9 countries with a US$100m+ regional turnover.

"C" Level expert headhunter conducting retained and contingent searches in the technical IT, Education, Telecommunications, Life Sciences, Engineering, Construction & Property markets. Notable placements of CEO, CIO, CTO, COO, Directors, and Vice Presidents with medium to very large global industry leaders.

Adam was an inaugural APSCo Asia Executive Committee member and contributor.

Entrepreneurial Background

Adam is the founder of Fortitude Partnership and has been involved in start ups in the Renewable Energy sector and in Training and Development.

 

 

Adam-Price-federal

Adam Price

Singapore Country Manager

Ready to find out more?

Contact us today and talk with our Singapore, Indonesia and Malaysia Global Expert!

Planning Future

Capabilities:

Corporate: Entrepreneurial Succession, Managerial Succession, Change Management, Compensation & Benefit Analysis, Management Relocation, International Employer Branding planning

Talent Acquisition: C-Level Executive Search, Middle Management Executive Search, Existing top and/or existing middle potential assessment programs, Pre-employment aptitude and personality testing programming, International Graduate Recruitment Programs

Flexibility: Temporary Management, HRPO Human Resource Process Outsourcing, RPO - Recruiting Process Outsourcing, White Collar Outsourcing, Payroll Calculating

Training - Future Manager Business School

Industries:

Financial: Private Banking, Investment Fund, Banking Technology, Corporate Banking, M&A, Consumer Financing, Mortgage

Industrial: Aeroespacial, Automotive, Agribusiness, Aviation, Chemical, Energy, Building, Manufacturing, Oli & Gas

Hi Tech: Software Networking, Telecommunications, Platforms

Roles and Functions:

Board: Ceo, Indipendent board member

Financial: Global Chief Financial Officer, Global Chief Treasury Officer, Global Chief Controlling Officer, Country Chief Financial Officer, Country Chief Treasury Officer, Country Chief Controlling Officer

Marketing: Global Chief Strategic Marketing Officer, Global Chief Operational Marketing Officer, Country Chief Strategic Marketing Officer, Country Chief Operational Marketing Officer,

Sales: Global Sales Officer, Country Sales Officer

Supply Chain: Global Chief Supply Chain Officer, Country Chief Supply Chain Officer

Human Resources: Global Human Resource Director, Global Recruiting Director, Global Development & Training Director, Country Human Resource Director, Country Recruiting Director, Country Development & Training Director

Information Technology: Global Chief Information Officer, Global Chief Digital Information Officer, Global Chief Technology Officer, Country Chief Information Officer, Country Chief Digital Information Officer, Country Chief Technology Officer

Today in Future Manager Singapore

That’s Global #1

Author: Future Manager Research Center Before getting to the heart of this storytelling series, I would like to briefly explain why “That’s Global“ was born. Future Manager is rooted in the concept of Globality and not because it has developed an international temper with the passage of time, but because Future Manager was born with a conscious global identity. It is certainly true that when a company has an international way of thinking, everything takes on a strategic value which translates into investments for growth. It is often thought that to implement an HR strategy outside of one’s own country, the processes used at the local level are sufficient to ensure success, however the practical experience of FMW shows that this is not always the case. The most frequent threats are costs of “repetition”, delays in the implementation of the plan or ROI that is below expectations. Accompanying and supporting every company in the implementation of their HR strategies, whether international or global, is our norm every single day. On this basis, the desire to share this new series of episodes was born to make everyone understand our normality, highlighting the level of performance that FMW is able to ensure with its specialized processes. Today’s case began in late January of this year. We are talking about Chemical APAC (a fictitious name), a US company based in Michigan which has a leadership position in its sector. The company has an expansion plan in the APAC area and after the People’s Republic of China looks to South Korea, where it wants to develop a “Market”. As mentioned before referring to the title of this post, I want to highlight the level of specialization necessary for the market of companies that have growth and management strategies abroad. In 60 days a US customer met FMW Japan in Tokyo, which immediately activated FMW HQ in Milan and FMW South Korea in Seoul. The “fine-tuning” meeting between FMW Japan, FMW South Korea and “Chemical APAC” gave positive results. FMW HQ in Milan provided for the contractual regularization and subsequent invoicing. In Mid-March “Chemical APAC” hired its Business Development Manager. In short, a US customer finds the solution in South Korea through Japan, everything regulated with an Italian contract. Four countries involved in a successful solution. This is the sense of FMW’s concept of Globality. So That’s Global!

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Green Management and Corporate Sustainability

Author: Future Manager Research Center One of the priorities of a CEO or, in general, of any business leader, is certainly the desire to project their business into the future. Crisis of an economic nature or, as in the case of Coronavirus, of a health nature, can undoubtedly hinder this desire for change and innovation. In these situations of extreme emergency, the company’s top management do everything possible to plug up the gaps that have arisen; however, nothing prevents them from intervening by providing support to their human capital. Worrying about the management of one’s employees is in fact one of the first steps towards the smooth functioning of the company, in order to increase its competitiveness. The component of sustainability can be added to the generic desire for renewal: it is a type of evolution that is increasingly directed towards a model of sustainable development of its business that starts from a radical revolution of the corporate culture, of the individual subjects who operate there, to then reach the entire organizational group. Specifically, there is a management method known as Green Management, a concept that contains important values for a corporate community such as transparency, respect, responsibility and fairness. We recognize the same values shared by the Corporate Social Responsibility (CSR) ethics, which has now become a priority in the strategies of the major global corporations. The decision-makers of most companies have finally realized that in the future it will almost be mandatory to move towards business choices that propose sustainability objectives, summarized in the acronym ESG (Environmental, Social and corporate Governance), the only strategy able to give new impetus to business to get out of the post-pandemic economic crisis. We find confirmation in a survey conducted by the World Economic Forum where emerges that, globally, 9 out of 10 citizens hope to live in a more sustainable and equitable way in their new daily life after COVID-19, and that 72% of them expect a transformation in their style of life, with completely new habits. Exercising green management policies by applying them to your collaborative system means respecting your staff, knowing their limits and not expecting more than they can give since, under extreme pressure, the performance of employees could have negative impacts on the performance of the entire company . In addition, the advantages that companies can derive from the implementation of Green models are evident: increase in the efficiency of production systems, greater competitiveness on a global scale and the ability to attract new consumers who are increasingly attentive to sustainable issues and social values, thus increasing the corporate reputation. In essence, CSR is more important than ever and CEOs must be the standard-bearers of this new business paradigm.

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Silence Culture in Cross-Culture Corporate Communication: the Japanese Case

Author: Future Manager Research Center You may think that silence during a conversation, especially if it is focused on business, is disorienting, as well as it is a negative signal in the development of a business deal. Actually, it has a huge strategic value when approached to some cultures and customs in which implicit and non-verbal communication takes on a central role. If in some geographical areas, such as North America, empty spaces during corporate communication are associated with a feeling of discomfort or even disinterest; in Japan, on the other hand, the so-called chinmoku 沈黙 (silence) is crucial and full of meaning in communication: it represents a sign of respect towards your own interlocutor. If during a business meeting the Japanese counterpart you are interacting with does not respond immediately and remains silent for a few minutes, do not worry! Generally, this attitude denotes that your Japanese partners or colleagues are seriously considering and carefully evaluating what they have just heard. This is certainly a peculiar custom of many Eastern countries, which is also symptom of great wisdom, empathy and self-control, in contrast to the typical way of communicating of Westerners, that can appear almost aggressive and that can be a type of approach that risks leaving no room for reflection. Within Japanese corporate realities, executives are often inclined to adopt the practice of silence in a business context with the aim of preserving and maintaining an atmosphere of harmony and balance, especially in cases of aversion or opposition to a certain way of thinking. When dealing with a Japanese counterpart, it is essential to also know the art of kūki wo yomu 空気を読む (reading the air), in other words, it is the ability to read between the lines. Consider that usually Japanese people never directly communicate their dissent, which is why it is necessary to codify and interpret their real intentions to be able to establish harmonious and long-lasting relationships with them. It is certain that there are also cases in which silence could result in the need to stall in order to find the right way to express dissent in a kind and polite way.

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Future Manager Singapore
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Singapore 

Future Manager Indonesia
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Jl Jend. Sudirman Kav 48A
12930, Jakarta, Indonesia

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