Siapa Saya?

✨ Sebuah Perjalanan ✨

Saya anak ke-6 daripada 9 adik-beradik. Dari umur 16 tahun lagi, saya sudah mula merantau – berpindah dari satu negeri ke negeri lain kerana belajar dan kerjaya. Saya adalah alumi MRSM Kuala Terengganu, Kampus Kejuruteraan Mekanik Universiti Sains Malaysia dan Open University Malaysia. Selain itu saya juga pernah mengikuti Diploma in Palm Oil Milling Technology & Management yang dianjurkan oleh MPOB. 

Tahun 2004, pertama kali kaki saya jejak ke Sabah. Dari situlah bermula kisah saya dalam industri sawit – bermula sebagai jurutera stim dan kemudian memegang amanah sebagai pengurus kilang. Dari satu kilang ke kilang yang lain, setiap pengalaman membentuk siapa saya hari ini.

Tahun 2015 pula, perjalanan saya membawa ke sektor downstream. Cabarannya berbeza, tapi di situlah saya belajar bahawa ilmu dan semangat tidak pernah berhenti berkembang.

Selain menjadi jurutera stim, saya telah terlibat dalam pengurusan kilang upstream dan downstream industri sawit lebih 20 tahun. Minat saya pada pengurusan, kepimpinan, dan komunikasi datang bukan hanya kerana kerja menuntutnya, tetapi kerana saya percaya inilah kunci untuk menjadi lebih baik – sebagai individu, pemimpin, dan hamba Allah.

Lebih 20 tahun di industri ini mengajar saya bahawa hidup ini adalah tentang perjalanan. Dan kerana itu, saya mula menulis di Blog Kembara Insan – tempat saya berkongsi pengalaman, jatuh bangun, dan sedikit sebanyak inspirasi untuk sesiapa yang mahu membacanya.

🌱 Saya percaya setiap langkah ada hikmahnya.
🌍 Saya percaya setiap cabaran membentuk kita jadi lebih kuat.
✍️ Dan saya percaya dengan menulis, saya boleh memberi sedikit manfaat.

Kalau anda berminat nak baca atau sekadar singgah, jemput ke Blog Kembara Insan.

🤝 Mari kita berhubung, berkongsi cerita, dan mungkin membina sesuatu bersama.

#kelantan #malaysia #mrsmkt #usm #oum #mba #mekanik #mpob #palmoilmill #blog #blogger #kembarainsan #penang #sabah #sarawak #miri

Amir – The Engineer Who Built People Before Machines

In the quiet yet industrious township of Long Lama, Miri, Sarawak, the palm oil mill roared with the rhythm of production. To most, the mill was just a workplace—an endless cycle of boilers, turbines, and conveyors. But to Amir, it was a living, breathing organism powered not just by steam and electricity, but by the people who kept it alive.

Amir had joined the mill as a fresh-faced mechanical engineer years ago. Back then, he was known for his meticulous execution—solving breakdowns fast, improving efficiency, and ensuring that every job was completed on time. His reputation as a “fixer” grew, and soon he was promoted to a role that carried more than just technical responsibilities.

But Amir saw something others missed. The mill’s future wasn’t just about maintaining machines—it was about building the next generation of talent. Without skilled, motivated people, even the most advanced machinery would eventually fall silent.

He began small. Each week, he gathered his team—technicians, operators, and even trainees fresh from polytechnic—for short coaching huddles. These weren’t boring lectures; Amir believed learning should be learner-focused, energetic, and immediately applicable. He would walk the shop floor, stop at a machine, and ask:

> “If this pump fails at midnight, what’s your first move?”

It was never just about the “right” answer—it was about building confidence.

Drawing on his own experience, Amir developed a Practical Execution Framework for the mill. It wasn’t complicated; it revolved around three principles:

1. Clarity of goals – Everyone knew exactly what the target was, from reducing downtime to improving extraction rates.

2. Structured follow-through – Plans didn’t sit in files; they lived in daily checklists and visible progress boards.

3. Ownership mindset – Problems weren’t passed upwards; they were solved where they happened.

His coaching style was unconventional. When a young technician named Haris made a costly mistake, Amir didn’t scold him in front of others. Instead, he invited him for coffee after shift.

> “Machines can be fixed,” Amir said. “But skill and confidence take time to build. I’m here to help you get there.”

That moment turned Haris into one of the mill’s most reliable engineers.

Over the years, Amir’s impact multiplied. Several of his trainees moved on to lead maintenance teams in other mills across Sarawak and Sabah. Some even joined multinational palm oil companies.

Industry peers began to notice that Long Lama’s mill wasn’t just producing high-quality palm oil—it was producing leaders. Amir was often invited to speak at industry forums about “Execution-Driven Talent Development,” but he always remained humble.

> “It’s simple,” he would say. “Machines will give you output, but people will give you results that last.”

Today, as Amir walks through the mill, he sees something he is proud of—not just the hum of turbines and the glow of control panels, but the spark of competence and pride in the eyes of his team.

And in the palm oil industry, where change is constant and challenges never stop, that spark is worth more than gold.

The one skill that changed his career

When Amir first arrived at the palm oil mill in Kunak, Sabah, he was known for one thing—his technical brilliance.
He could trace a process flow blindfolded, detect a boiler’s issue from a single hiss of steam, and calculate extraction rates faster than most could open Excel.

Naturally, when the senior maintenance manager retired, the board decided Amir should take the role.
After all, if he could solve mechanical breakdowns in record time, surely he could manage a team, right?

The first few months told a different story.
Suddenly, Amir wasn’t just fixing machines—he was managing people.
He was in meetings more than in the workshop, listening to conflicting complaints between fitters and operators.
Tasks he thought were “clear” came back incomplete.
Delegation felt like giving up control, and frustration became his new shadow.

One day, his mentor, Encik Rahman, pulled him aside.
“Amir, you don’t have a people problem. You have a skill gap. You were promoted for what you can do, but now your job is to help others do it well.”

Rahman gave him one challenge:
“Pick one skill—just one—that you will master. The one that will make everything else easier.”

After a week of thinking, Amir chose Communication & Delegation.
Not the glamorous “strategic thinking” skill. Not the tempting “decision-making under pressure” skill.
Just the humble, often-overlooked art of explaining clearly, assigning wisely, and listening fully.

Over the next six months, Amir learned to:

• Explain the why behind tasks, not just the what.
• Match jobs to the right people based on strengths.
• Set checkpoints instead of breathing down necks.
• Listen without rushing to fix everything himself.

The change was slow but visible.
His team grew more confident. Breakdowns were solved faster without him always jumping in.
And for the first time, Amir left work with energy instead of exhaustion.

Years later, when asked about his biggest career turning point, Amir didn’t mention his degree, his promotions, or the million-ringgit project he led.

He simply said:
“The day I realised managing machines and managing people are two different jobs—and I learned to do the second one well.”

First time promoted to manager

When the mill manager resigned unexpectedly, the company scrambled to fill the gap.

The clock was ticking, production couldn’t stop, and eyes turned to one name — Amir.

He had been a solid performer as a technical lead, someone who knew the palm oil mill inside and out. But leading people? That wasn’t in his original career plan. Still, with no time to waste, he was appointed Senior Mill In-Charge almost overnight.

At first, the transition felt like being thrown into a fast-moving river without a life jacket.

Technical issues piled up, but now there were also people problems — shift conflicts, morale dips, and constant questions demanding clear decisions. The skills that had made him an excellent engineer didn’t automatically make him a confident leader.

Amir knew he could either sink… or learn to swim fast.

So he did what he always did best — learned.

He asked experienced managers for advice instead of pretending to know it all.

He listened more than he spoke, especially to operators who’d been in the mill longer than him.

He learned to balance targets with empathy, realising that numbers only improved when people felt valued.

It wasn’t instant. There were mistakes, long nights, and moments of self-doubt. But over months, Amir grew into the role — not just as someone running a mill, but as someone leading a team.

That period became the turning point of his career. Years later, when people spoke of him, they didn’t just remember his technical skills — they remembered his calm leadership in a crisis, his willingness to grow, and how he turned a forced promotion into a foundation for a lasting management career.

Lesson:

Great managers aren’t born ready — they are developed. With the right support, even unexpected appointments can become defining moments in someone’s leadership journey.

Learner Mindset

A learner's mindset is a way of thinking that encourages people to see new experiences as opportunities to learn. It can help people adapt to change, absorb information, and achieve more. Characteristics of a learner's mindset

Open-minded: People with a learner's mindset are receptive to feedback and new ideas. 
Curious: They are eager to learn more about things that interest them. 
Growth-oriented: They believe that their skills and talents can be developed. 
Proactive: They take initiative to solve problems and learn new things. Benefits of a learner's mindset

Better adaptation: People with a learner's mindset can adapt to new environments and learn new skills. 
Better performance: They can achieve more and perform better at work. 
More creativity: They can be more flexible, creative, and connected. How to develop a learner's mindset

Set goals: Set realistic goals that are measurable and time-bound. 
Practice gratitude: Focus on what you're grateful for and acknowledge the positive in your life. 
Take initiative: Ask questions, seek information, and take on new projects. 
Be open to feedback: View feedback as a tool for growth.