Ryan Ridu

I lead and develop a multidisciplinary consulting team, building capability and ensuring high-quality delivery across complex, multi-stakeholder engagements. My responsibilities include project delivery, business pipeline development, client relationships, and P&L management for Deloitte’s Infrastructure & Capital Projects practice.

My work spans government, GLCs, and private sector clients across energy and climate, agriculture, industrial development, creative industries, and infrastructure — from legislation and masterplan design to corporate diversification strategies. I engage stakeholders from working groups through to Ministers, CEOs, and Boards to deliver practical, high-impact solutions.

• Government & Policy: Designed legislation, national frameworks, and sectoral masterplans to strengthen governance, financing, and regulatory capacity.

• Private Sector & GLCs: Advised on diversification, business planning, and innovation strategies, embedding sustainability and transformation.

Held a leadership role in cross-functional teams driving the transformation of a national icon. 

• Corporate Restructuring
  • Overall Lead for the Group's Corporate Restructuring exercise which saw 12 standalone businesses consolidated into 3 new profit centres operating under a new full-fledged OpCo - as part of the Groups'  long-strategy to transition towards a streamlined aviation and travel solutions entity
  • Project managed 8 work-tracks and cross-functional teams covering critical path issues across the 11,000 staff organisation to transition the Group to "Steady-State" by Jan 2023 covering amongst others: People, Process, Technology, Interco Charging Mechanisms, Regulatory Issues, and Policy and Governance
• Design & Setup of Innovation Hub & Corporate Incubator
  • Overall lead for the design and setup of the Group's Innovation Hub and Corporate Incubator overseeing GTM model, Funding and Partnerships, Internal Processes, Risk and Governance as part of Groups' push into building new ventures and products within the aviation business, and explore potential in adjacent industries

Shaping the Digital Economy landscape of the Country as Head of Macrostrategy at MDEC. Role focuses on providing Strategic guidance to the enterprise, whilst developing tactical frameworks for the Digital Ecosystem:

• Enterprise Strategy
  • Aligning of MDEC's Vision and Mission to Malaysia's goal of growing the Digital Economy to contribute 25.5% of GDP, Create 500,000 jobs, and attract RM70bil of investment by 2025. Facilitated setting of Corporate KPIs across 7 divisions to achieve National Targets.
  • Lead Corporate Restructuring exercise of over 500 staff into identified functional and sectoral themes aligned to new National Targets and Corporate Vision
  • Led the Organisations' Strategy and Business Planning process across 7 Divisions covering 106 high-impact initiatives and catalytic projects amouting to RM400mil to drive the Nations' Digital Economy for 2022.
    • Programme managed multiple cross functional teams across Industry Development, Investment, Finance, Operations, Risk, HR, Transformation to provide holistic performance analysis, insights and summaries from divisions down to operating unit level - to prepare Leadership Team and Board of Directors to discuss performance, outlook, and business plans for the coming year
• Digital Ecosystem Development
  • Led the development of Malaysia Digital - a refresh of the 25-year old MSC aimed at spurring the Digital Sectors growth through fiscal and non-fiscal support to Digital and Tech Companies and Entrepeneurs
    • 7 Key Industrial Sectors identified potentially providing an uplift of RM250bil in GDP.
    • Developed key fiscal and non-fiscal incentives for companies across the 7 industries with involvement and support across various Government Ministries and Agencies

Chief of Staff to the Chairman overseeing key initiatives across the organisation with particular focus on
Governance and Strategy:

• Key liaison between Chairman, the Board and Senior Management - Oversaw the setting of Board Meetings, Agenda, and Board Papers and Content. Ensure coordination and success of monthly board meetings.
• Formulation and Implementation of Organisations' Discretionary Authorisation Limits covering 120 Governance and Controls initiatives to strengthen SOPs across the Board, Senior Management, and Divisions.
• Streamlining of various Strategic Plans (MyDigital, Malaysia 5.0, etc) into a single coherent Digital and Tech blueprint for the Organisation and the Country.
• Policy advice and speech-writing for the Chairman's various National and Regional engagements

Worked across various projects delivering strategy, and implementation to both Public and Private Sectors clients. Key Projects across 5 years include:

• Led a change management, transformation, and implementation program for a Caribbean country, shifting their waste management strategy and achieving 80% savings in both CAPEX and OPEX for the government.
• Developed Malaysia's Shared Prosperity Vision (SPV2030) Logistics blueprint, identifying 12 high-impact projects and initiatives that contributed a total of RM14.4 billion in GNI and created 6000 jobs.
• Created a business turnaround plan for a leading utility company in the State of Sabah, increasing profitability and reducing dependence on Federal Government subsidies by up to RM1.2 billion by 2027.
• Led the strategy and turnaround for an oil and gas company in New Zealand, diversifying their business into new growth sectors and aiming to grow Profit After Tax (PAT) by 20-fold by 2028/2029 through identified quantum leap projects.
• Facilitated the Tourism Lab in Oman under the National Program for Enhancing Economic Diversification
  (Tanfeedh) where 14 initiatives were developed to implement an integrated tourism development framework for sustainable growth of the Omani Tourism industry by increasing private investment of OMR1.8bil and tourist arrivals from 1.9mil to 2.7mil arrivals by 2020
• Programme managed the initiatives in the tourism sector under Malaysia's National Transformation Programme (NTP) - Led the implementation of 12 initiatives in the Tourism portfolio that would generate RM28.4 bil worth of GNI growth
• Facilitated the Tourism Lab for the State of Sabah 2030 Development plans, covering the southern and eastern regions of the state of Sabah - identified initiatives to achieve a total of RM10.12bil in GNI uplift by 2035 along with increasing tourist arrivals 4 times to 1.25mil arrivals in 2035

Samalaju Properties - a Division of Cahya Mata Sarawak focused on the development of the Samalaju Industrial Park as part of SCORE (Sarawak Corridor of Renewable Energy). Worked across a variety of roles and functions within the company focusing on Strategy, Planning & Product Development. Highlights include:

• Successfully planned, developed, and constructed a RM60mil, 150-room 4-star hotel within one year, meeting the State Government's request to accommodate visitors to the Samalaju Industrial Park. Acted as the key liaison between consultants, architects, engineers, contractors, and government agencies, ensuring timely and budget-friendly project delivery.
• Part of core team that worked on the masterplan and defined the product mix for the Company's flagship 2000+ Ha township development, spread over a development period of 10 years.
• Part of team that drew up a Sales and Marketing plan for the launch of both commercial and residential
  elements of the Township covering the following:-
  i) Pricing & Market Segmentation
  ii) Leasing Strategy - Negotiating with Industries and SMEs on leasing of both commercial and residential units to ensure guaranteed rental to buyers'

Worked across a variety of industries delivering consultation and insights to clients. Highlights include:

• Successfully managed stakeholder communication and facilitated international corporate branding exercises for a large multinational oil and gas company.
• Developed and implemented key performance indicators (KPIs) for the retail business arm of the oil and gas company, resulting in improved operational efficiency and profitability.
• Conducted comprehensive studies on new product development for both local and international automotive manufacturers, including concept/prototype testing, optimum price mapping/evaluation, and car clinics.

2005 - 2009 BA (Hons), Philosophy, Politics, Economics
Selected Coursework: International Politics since 1945, Practical Ethics, Public Choice, Political Philosophy,
International Relations, Development Economics, Macroeconomics and Institutions, The American Relationship with Asia, Advance Philosophy of Social Science, Political Economy of the Environment