Pyi Thein Maung

Project Manager & Complex Support

Nov 2022 - May 2025 • 2 yrs 6 mos

I ran the delivery side of sold ICT projects end to end. This is the seat that lets me review and write bids that hold up, because I have seen exactly how deals fail after signature. I designed and enforced a sales-to-delivery quality gate: every sold project was audited at intake for paperwork, CRM accuracy, scope and logistics, and non-compliant deals were returned to sales before they reached engineers or vendors. A defect caught in the office costs minutes; the same defect reaching delivery costs weeks. Day to day I managed 5 to 10 concurrent projects, from $5K to $100K+, as the single point of contact across multi-vendor teams, contractors, hardware partners and network technicians. The work spanned UC and cloud migrations and network and security rollouts: readiness audits, risk and change control, phased multi-site cutovers, and structured post-launch adoption support. I ran cutover days live, on the phone with on-site technicians, stress-testing each customer-critical function before acceptance sign-off. Over 2.5 years I resolved 400+ complex escalations across Salesforce, Siebel and legacy systems, and I vetoed wrong-fit solutions before they shipped, such as blocking UC on 5G mobile broadband for offices of 10 or more staff. The result for you: the bids and deal reviews I produce are grounded in what delivery can actually carry, not what a proposal hopes it can.

Business Technology Advisor & Relationship Manager

Nov 2021 - Nov 2022 • 1 yr

This was my presales and proposal seat, and it is the core of what I now do for MSPs and ICT resellers. I led consultative discovery across an SMB portfolio, converting needs analysis into fit-for-purpose solutions across unified communications, connectivity and security, then drafted the customer proposals that closed them. Writing the proposal and owning the relationship meant I could not hide behind a template: the solution had to be right and the document had to sell it. I also co-built a cost and gross-profit estimator and an order checklist after diagnosing a systemic margin leak, where advisers were discovering post-delivery that vendor and appointment costs had quietly consumed their profit. The tool made margin visible before quoting, not after. That combination, presales judgment plus margin literacy plus proposal writing, is exactly what a good bid or a pre-signature deal review needs. It is why I catch the scope gaps and margin leaks that generic tender writers miss.

Store Manager

Jan 2020 - Nov 2021 • 1 yr 10 mos

I managed the only telco store in a remote mining town through chronic understaffing, which taught me operational discipline under pressure. I ran the daily performance cadence and took my turn on the WA patch-wide manager rhythm. I turned billing disputes into a repeatable renewals play by teaching staff to decode legacy plans, converting the store's most costly interaction into a sales motion. For roughly half my tenure I also owned store operations unofficially: consignment reconciliation, discrepancy escalation to distribution, and IMEI-level audit forensics. This is where I learned to trace a problem to its source in the numbers rather than accept the surface story. For an ICT client, this shows two things: I understand telecom billing and plans at the line-item level, and I bring the same forensic habit to a deal, following the costs and the scope until the real picture appears.