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KTP Careers

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Johor Bahru
KTP Careers

Welcome to KTP careers pages
(AF1308) (LLP0002159-LCA) 1.Introduction

Facebook allows us to share the KTP experience with you.

The information we share is intended to give you as much detail and insight as possible into our business and life at KTP. We are keen to do this so that you gain a better understanding of what we do and what a career with us can look like. But if there’s something not covered, just ask us. Post a question on our wall and we’ll reply.

2.Company overview:

We think there is more to chartered acco

untant than just compliance work in accountancy, secretarial, audit and tax. We provide these service, but we do much more. We fulfill the essentials, and more.

3KTP fully leverage technology

At KTP, we have been looking at digital option, within and outside of the firm, to make working easier for our people. A social media bootcamp will be enforced on the first day of working for all new recruitment whereby newcomers are required to register a KTP facebook, linkedIn (if applicable).

*Audit software – Audit Express
*Tax software – Brasstax
*Secretarial software – S 2000
*Time sheet and leave management software – MIS
*Client billing and receipt management – MIS
*Accounting – SQL
*Payroll management – Million
*Collaboration software within KTP – Trello
*Collaboration software with client – Proofhub
*Email marketing solution for weekly ektp – Mailchimp
*Event registration management – Form123

Your Privacy:
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08/05/2026

Two weeks ago on Friday, I tried something new with my back-end support team.

No CPE.
No external trainer.

Just a handphone with each teammate, a 3-minute video on emotional intelligence in the meeting room

Cost: RM0.
Time: 60 minutes.

Process :
We watched the video,
We talked on the spot, and
We posted public reflections on LinkedIn the following week.

Let me share why this matters for SMP firm like me.

I face the same problem.
Our back-end support staff are seasoned and trained staffs. They know the law.

But put them in front of a client?
👉 They argue when they should listen.
👉 They quote the Act when they should ask a question.
👉 They miss out emotional intelligence.

I know this. But how do I teach it?

So I tried a different way:

1️⃣ Pick one short viral video (less than 5 mins). Strong story, clear lesson.
2️⃣ Watch together. Whole back-end support team. No projector. Just gather around.
3️⃣ Reflect on the spot. Let them talk first. I talk last.
4️⃣ Homework: write their reflection publicly on LinkedIn. Their name. Their words.

That last step is the magic.

When you ask someone to teach a lesson back to the world under their own name, they internalise it differently.

They have to think.
Choose words.
Stand behind it.

Four of my team did it.
Four completely different angles.
All theirs. I didn’t write a single word for them.

👉 Christina wrote about why “knowing when NOT to be right” is the hardest thing to teach a smart professional.
https://lnkd.in/gDhCTRuM

👉 Farina wrote about the shift from “having the correct answer” to “providing a way out.”
https://lnkd.in/gScPSjfG

👉 Mqteo wrote about why “being right is not the same as being effective.”
https://lnkd.in/gAk8dFAq

👉 CL Chong wrote in Mandarin: “别让你的’专业判断’，卡着工作进度，之后变成沟通的阻力。”
https://lnkd.in/gf7fir7Q

Read them. Judge for yourself.

Training is not about budget.
It’s about method with the boss heart

A 3-minute video + 30 minutes of conversation + 1 LinkedIn post per person =
✅ Lesson learned
✅ Team bonded
✅ Firm culture uphold

All from one Friday afternoon.

I am an SMP firm.
I will never out-spend Big 4 on training.
But I can out-care, out-personalise, and out-flex.
And if it works, Issahlah. 🙏

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal LinkedIn post.

07/05/2026

Claude Code is powerful, but wah ...
Claude Code burns tokens like nobody’s business

11.15am before lunch.

My AI project team was deep into compilation report. Claude Code helping them draft the content. Things moving smooth.

I was thinking, today maybe can finish this report early, go for a quick nine holes golf after work.

Then the screen flash. "Usage limit reached. Try again in 5 hours."
5 hours. Lima jam. 五小时😩

I sit back, look at the screen. Half-finished report on one side.

For the past 60 days, My AI project team been testing Claude Code in our real audit and tax work from queries, checklist, compilation reports, document extraction.

Honest speaking, the productivity boost is real.
What used to take half a day, now maybe less than one hour.

But the 5-hour wall? That one really painful.
A few times I scolded the monitor "Claude also got office hour ah?"

Then this morning, I saw the news scrolling phone .
Claude tied up with SpaceX. 🚀

Three things changed overnight:
✅ Claude Code 5-hour limit doubled
✅ Pro and Max users no more peak-hour restriction
✅ Opus API rate limits also boosted

I literally smile on spot.

Because the lesson from these 60 days is clear ...

Claude Code is also a token-burning machine.
Especially when the assignment is big.
If the prompt is blur, tokens burn.
If the client data is messy, tokens burn.
If the template is not clear, tokens burn.

The tool is only as good as the hand that holds it with clear prompt, proper template, enough data.

When the limit suddenly open up, the small firm like us got
more room to test,
more room to learn,
more room to grow,
more for KTP to push further into AI.

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal LinkedIn post

Claude Code 很强,但是 wah…
Claude Code 烧 token 真的是一流的 🔥

早上 11.15,午餐前。

我的 AI project team 正在赶一份 compilation report。Claude Code 帮他们 draft content,一切顺顺利利。

我心里还在想,今天报告搞早一点,放工后可以去打个 nine holes 高尔夫。

突然 screen flash 一下:"Usage limit reached. Try again in 5 hours."
5 个小时。Lima jam。五小时 😩

我坐回椅子,看着屏幕。一边是做到一半的报告,另一边…… 没了。

这 60 天来,我的 AI project team 一直在用 Claude Code 跑我们真实的 audit 和 tax 工作 ... queries、checklist、compilation reports、document extraction,样样都试。

老实讲,生产力的提升是真的。
以前要做半天的工,现在一个钟头不到就搞定。

但是这个 5-hour wall?真的很痛。
有几次我对着 monitor 骂:"Claude 你也有 office hour 的咩?" 😅

然后今天早上,我滑手机看到新闻

Claude 跟 SpaceX 合作了 🚀
一夜之间,三样东西改变:
✅ Claude Code 5 小时的 limit 翻倍
✅ Pro 和 Max 用户不再有 peak-hour 限制
✅ Opus API rate limit 也大大提高

我当场笑出来。
因为这 60 天给我的功课很清楚……

Claude Code 也是一台烧 token 的机器。
尤其是 assignment 大单的时候, 烧 token
Prompt 模糊,烧 token。
客户的 data 乱七八糟,烧 token。
Template 不清不楚,烧 token。

工具再厉害,也要看用的人。
Prompt 要清楚,
template 要齐,
data 要够。

现在 limit 一开放,我们这种小型 firm 就有……
更多空间去试,
更多空间去学,
更多空间去成长,
让 KTP 走得更深入 AI 这条路 💪

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal Meta post

06/05/2026

别让你的“专业判断”，卡着工作进度，之后变成沟通的阻力

做审计/税务一段时间后，
会发现一个很现实的问题：
很多时候，
问题不在于你“对不对”，
而在于你“怎么说”。

今天看到一个挺有感触也蛮典型的一段与客户沟通的视频。

客户对某个税务或会计处理的理解有偏差。
作为执行人员，
我们第一反应通常是直接指出问题：

“这个处理不符合规定 /有tax risk/不可以这样做。”

从专业角度来说，
这样讲没有错。

但很多时候，
接下来的结果是：

* 客户开始解释、辩解
* 沟通变得拉扯
* 文件迟迟拿不到
* 工作进度被拖慢

问题往往不在专业本身，
而在表达方式。
后来慢慢学到一种更有效的方式：
与其直接否定，
不如换一个角度

“如果你的目标是 X，
目前这个处理可能会有 Y 风险。
我们可以考虑用另一种方式 Z，
效果会更稳，
也更符合规定。”

重点不在“你错了”，
而在“这样做对你更好”。

这几年一个更清晰的体会是：
在确保合规的前提下，
沟通方式会直接影响工作能否顺利推进。

我们不是在降低标准，
而是在用更有效的方式，
让正确的事情被接受、被执行。

1. 客户要的是结果，而不是被教育
他们找我们，
是希望在符合条规的情况下顺利完成申报，
而不是被“教育”, 被“指责”。

与其去指责，
倒不如在了解公司为什么选择这样的方式，
提出也许“可以怎么做”。

很多时候，
我们不是敌对的关系，
而是需要在商业考量和会计准则中找到最好的办法。

2. 专业很重要，但不是全部
专业决定你能不能参与，
但能不能把事情做成，
很多时候取决于你怎么说、
怎么让人接受。

很多时候，
人不是因为不懂，
而是太急着证明自己懂。

3.专业判断，要配合沟通策略
同一句话，
说法不同，
结果可以完全不一样。

讲“风险”，不如讲“影响”；
讲“不可以”，不如讲“更好的做法”。

4. 推进的前提，是守住合规底线
坚持专业判断的同时，
也需要考虑沟通方式，
才能让工作真正落地，
而不是停留在“对与错”的讨论里。

5. 有些话，看懂就好，不一定要说破
当场指出对方错误，
很容易让对方进入防御状态。
换一种方式，
反而更容易被接受。

6. 信任，是专业被接受的前提
在没有信任的情况下，
道理越正确，
越容易变成“压力”。

沟通从来不是比谁更对，
而是谁更让人愿意继续谈下去。

总结一句很现实的话：

职场更像是合作，
而不是证明对错的地方。
重点不在于谁更正确，
而在于事情是否能够向前推进。

当我们既能把控风险，
也能有效沟通，
专业价值才会真正落地。

与其急于纠正他人，
不如先理解对方的出发点，
并寻找更好的协作方式。

沟通与协作能力，
往往决定了专业被看见的程度。

PS : Authored by Ms Chong, our Group Finance Manager, in her personal LinkedIn post

05/05/2026

Before You Join an Audit/Tax Firm, Ask This First

She walked into my interview room last month.

Just resigned from her audit firm. 3 years there.
Then she said something that made me put down my pen.

"Mdm, my ex-boss is not an approved auditor. The audit reports passed to other people to sign. I just do accounts and audit for the clients."

3 years thinking she was building her audit career.

Gone. By law, she is not supposed to do account and audit on the same client.

I sat there quiet for a while. Then I realised something.

She is not careless. Nobody taught her what to ask before joining a firm.

Most candidates ask "how much salary".
Some ask "got OT claim or not".
Smart ones ask "annual leave how many days".

All fair questions.

But in audit and tax, there are other questions that decide whether your next 2 to 5 years actually count.

Here are 13 questions you should ask BEFORE you sign any offer letter.

Save this post first. You will need it.

1. Is the signing partner an approved auditor or tax agent?

Auditors must be approved by Ministry of Finance. Tax agents must hold a Section 153 licence from LHDN.

Both registers are publicly accessible from MIA and LHDN. Verify the boss name before you sign.

2. How big is the department?

A 5-person department and a 50-person department offer fundamentally different training experiences.

Smaller teams give broader exposure. Larger teams give structured mentorship. Know which suits your career stage.

3. What is the client-to-staff ratio?

10 staff handling 150 clients is sustainable. Ten staff handling 500 clients is burnout.

This single metric tells you more about work-life balance.

4. What is the intern-to-permanent-staff ratio?

Some firms operate on rotating intern labour to keep costs low. If interns outnumber permanent staff, your training will suffer.

5. What is the average duration of an audit or tax assignment?

Standard audit fieldwork is 7 to 14 days or even more. Tax computations are typically 1 to 3 days or more per client.

If the firm budgets 3 days for a full statutory audit, the working papers will reflect that compromise.

6. Has the firm faced any MIA disciplinary action or adverse practice review?

MIA publishes disciplinary cases publicly. Audit firms also undergo periodic practice review.

A firm with class 3 or even 4 practice review result. Will you go into that firm?

7. What is the firm's policy on study leave and exam support?

Professional papers are expensive. ACCA, MICPA, and CTIM exam fees add up significantly over 3 years.

Ask whether the firm covers exam fees, provides study leave, and offers increments upon paper completion. Get the policy in writing.

8. Who signs off your professional training logbook?

For ACCA practising certificates, MIA membership, and CTIM licensing, your training hours must be verified by an approved supervisor/boss.

If your supervisor/boss is not properly accredited, your training hours will not count toward membership. Confirm this before you join.

9. What is the staff turnover rate?

Ask directly how many senior staff left the department in the past year, and why.

Exit data reveals organisational health more accurately than any onboarding deck.

10. What technology and software does the firm use?

In 2026, some firms still use Ms Excel instead of any audit or tax software.

11. What is the overtime policy?

Overtime in audit and tax is unavoidable, particularly during busy season.

The relevant question is whether overtime is compensated through cash claims, time-off in lieu, or simply absorbed into the role. Clarify upfront.

12. What is the typical career progression timeline?

Junior to senior, senior to assistant manager, assistant manager to manager.

Ask how long each transition typically takes, and how many staff were promoted in the past 12 months.

13. Who is your direct reporting line?

Candidates often interview with a partner but report daily to a manager they have never met.

Request to meet your direct supervisor before accepting the offer. A firm that declines this request is telling you something important.

Choosing your first audit or tax firm is one of the most consequential career decisions you will make in your twenties.

The right questions, asked at the right time, save years of regret later.

To fresh graduates: ask the hard questions.

Want to build a real audit or tax career as we are HIRING now

DM us or call Ms Angela, HR Manager at 07-361 3443. Email your full resume to [email protected]

PS : Authored by Ms Angela Fong, our HR manager, in her LinkedIn post.

进Audit/Tax Firm之前,先问 These 问题

她上个月走进我的面试房。
刚刚从她的audit firm辞职。在那边做了3年。
然后她讲了一句话,让我把笔放下来。

“Mdm,我前老板不是approved auditor。Audit report都pass给别人签的。我只是帮client做accounts和audit。”

3年,她以为自己在build她的audit career。

没了。法律上,她是不可以同一个client又做accounts又做audit的。

我坐在那边静了一阵子。然后我才发觉一件事。
她不是粗心。是没有人教过她,进一间firm之前要问什么。

大部分candidate都问”薪水多少”。
有些问”有没有OT claim”。
聪明一点的问”年假几天”。

这些问题都OK。
但是在audit和tax这一行,还有一些问题,会决定你接下来的2到5年到底有没有用。

下面13个问题,
你sign任何offer letter之前一定要问。
先save这个post。你会用到的。

1. Boss是approved auditor或licensed tax agent吗?
Auditor必须是Ministry of Finance approved的。Tax agent要持有LHDN的Section 153执照。

两个register都可以从MIA和LHDN公开查到。Sign之前,先check清楚老板的名字。

2. 部门有多大?
5个人的部门和50个人的部门,training完全两回事。

小team给 yeah,你broader exposure。大team给你structured mentorship。看你现在的career stage适合哪一种。

3. Client对staff的比例是多少?
10个staff handle 150个client,可以的。10个staff handle 500个client,直接burnout。

这一个数字告诉你的work-life balance,比什么都准。

4. Intern和permanent staff的比例?
有些firm靠intern轮流来cut cost。如果intern比permanent staff还多,你的training一定受影响。

5. 一个audit或tax assignment平均做多久?
正常audit fieldwork是7到14天,甚至更长。Tax computation通常一个client 1到3天,或更多。

如果firm budget 3天就要做完一份statutory audit,working paper你想想看是什么质量。

6. 这间firm有没有被MIA纪律处分过,或者practice review有问题?
MIA的纪律案件是公开的。Audit firm也会定期接受practice review。

一间practice review拿到class 3甚至class 4的firm,你还会进去吗?

7. Firm对study leave和考试support的政策是怎样的?
专业paper很贵。ACCA,MICPA,CTIM的考试费,3年加起来不是小数目。

问清楚firm有没有cover考试费,给不给study leave,考过有没有increment。要白纸黑字写下来。

8. 谁sign你的professional training logbook?
要拿ACCA practising certificate,MIA membership,CTIM licence,你的training hours必须由approved supervisor或老板verify。

如果你的supervisor或老板没有proper accreditation,你的training hours是不算的。进去之前一定要confirm。

9. Staff turnover rate多少?
直接问过去一年部门走了几个senior staff,为什么走。

离职数据告诉你的organisational health,比任何onboarding slide都准。

10. Firm用什么technology和software?
2026年了,有些firm还在用Excel做audit和tax,完全没用任何audit或tax software。

11. OT政策是怎样的?
Audit和tax,OT是避免不了的,尤其是busy season。

问题是OT给现金claim,还是time-off in lieu,还是直接吸收进你的工作里。先讲清楚。

12. Career progression timeline典型是多久?
Junior升senior,senior升assistant manager,assistant manager升manager。
问每一个level平均要多久,过去12个月promote了几个人。

13. 你direct report的人是谁?
很多candidate和partner interview,但是每天report的manager从来没见过。

要求sign offer之前先见你的direct supervisor。如果firm拒绝你这个request,这本身就告诉你一些东西了。

选你第一间audit或tax firm,是你二十几岁这个十年里最重要的career decision之一。

对的问题,在对的时机问,可以省下你以后几年的后悔。

给所有fresh graduate:该问的难题就要问。

想要build一个真正的audit或tax career吗?我们现在正在HIRING now。

DM我们,或者call我们的HR Manager Ms Angela,07-361 3443。Resume电邮去 [email protected]
PS:本文由我们的HR Manager Ms Angela Fong在她的LinkedIn post撰写。

28/04/2026

𝗜𝗳 𝘆𝗼𝘂’𝘃𝗲 𝗯𝗲𝗲𝗻 𝗳𝗼𝗹𝗹𝗼𝘄𝗶𝗻𝗴 𝗺𝘆 𝗽𝗼𝘀𝘁𝘀, 𝘆𝗼𝘂’𝘃𝗲 𝗽𝗿𝗼𝗯𝗮𝗯𝗹𝘆 𝘀𝗲𝗲𝗻 𝗾𝘂𝗶𝘁𝗲 𝗮 𝗯𝗶𝘁 𝗼𝗳 𝗼𝘂𝗿 𝗼𝗳𝗳𝗶𝗰𝗲 𝗹𝗶𝗳𝗲.

The workspace.
The trainings.
The team culture.
The small, everyday moments behind the scenes.

But today, I want to share this from a more personal side.

I’ve been in the working world for almost 𝟯𝟬 𝘆𝗲𝗮𝗿𝘀, and out of that, 𝟭𝟳 𝘆𝗲𝗮𝗿𝘀 𝘄𝗲𝗿𝗲 𝘀𝗽𝗲𝗻𝘁 𝗶𝗻 𝗮𝘂𝗱𝗶𝘁𝗶𝗻𝗴 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹 𝗳𝗶𝗿𝗺𝘀 from Big 4s to SMEs.

Over the years, I’ve met many great auditors, professional accountants, and even business owners who started from this field.

Some became managers.
Some became partners.
Some opened their own firms.
Some moved into corporate.
Some built their own businesses.

And one thing I’ve always found meaningful
is watching young auditors grow.

Many started unsure.
Some were quiet.
Some struggled at the beginning.
Some questioned if audit and tax were even the right path.

But with the 𝗿𝗶𝗴𝗵𝘁 𝗲𝘅𝗽𝗼𝘀𝘂𝗿𝗲, 𝗴𝘂𝗶𝗱𝗮𝗻𝗰𝗲, 𝗮𝗻𝗱 𝗲𝗻𝘃𝗶𝗿𝗼𝗻𝗺𝗲𝗻𝘁, they slowly built confidence…
and today, many of them are doing really well in their own paths.

That’s why I always say audit and tax is not just about deadlines, files, or working papers.

It’s a training ground.

You learn:
how businesses actually work,
how numbers tell a story,
how to communicate with clients,
how to think professionally,
and how to grow step by step.

And this is something we have been continuously building and maintaining over the years at 𝗞𝗧𝗣 & 𝗖𝗼𝗺𝗽𝗮𝗻𝘆 𝗣𝗟𝗧.

Not just a place to work,
but a place where you can learn, explore both audit & tax, and grow with proper support especially in your early years.

So yes… after sharing so much about our culture and environment,
I think it’s time to say this properly:

𝗪𝗲’𝗿𝗲 𝗵𝗶𝗿𝗶𝗻𝗴 𝗔𝘂𝗱𝗶𝘁 & 𝗧𝗮𝘅 𝗔𝘀𝘀𝗼𝗰𝗶𝗮𝘁𝗲𝘀.

Especially for:
1. fresh grads
2. interns who just finished and are thinking “what’s next?”
3. those with 2 to 3 years’ experience who feel like they’ve only seen one side and want more exposure

It’s not an easy field (audit never is 😅),
but if you’re someone who wants to learn properly and grow, it can really shape your career.

If you’ve been quietly following and thinking,
“this feels like a place I can learn…”

𝗝𝘂𝘀𝘁 𝗗𝗠 𝗺𝗲 𝗱𝗶𝗿𝗲𝗰𝘁𝗹𝘆.
No pressure let’s just start with a conversation 🙂

PS : Authored by Angela Fong, our HR manager of KTP Group, in her personal LinkedIn post.

20/04/2026

University taught me theory.

Being in this role taught me how to actually build - from networking, ITSM, maintenance, configuration, Human Computer Interaction, documentation to AI Infra.

I didn’t just “assist” or “observe” — I was thrown into setting up real systems that our staff rely on daily.

I 𝘀𝗲𝗹𝗳-𝗵𝗼𝘀𝘁𝗲𝗱 𝗻𝟴𝗻 and deployed it securely using 𝗖𝗹𝗼𝘂𝗱𝗳𝗹𝗮𝗿𝗲 for company-wide access. Then setup a 𝗽𝗿𝗶𝘃𝗮𝘁𝗲 𝗔𝗜 𝗰𝗵𝗮𝘁 𝗽𝗹𝗮𝘁𝗳𝗼𝗿𝗺 — again, self-hosted, secured, and configured for internal use.

Just research, trial and error, and figuring it out until it worked.

Then came 𝘀𝗲𝗿𝘃𝗲𝗿𝘀.
I set up a Mac Mini from scratch and am currently preparing another deployment. What sounded simple turned into days of researching switches, comparing options, validating long-term reliability, and making decisions that actually matter — because these aren’t temporary setups, they’re investments.

Behind the scenes?
𝗔 𝗹𝗼𝘁 𝗼𝗳 𝗳𝗮𝗶𝗹𝗲𝗱 𝗮𝘁𝘁𝗲𝗺𝗽𝘁𝘀, 𝗱𝗲𝗯𝘂𝗴𝗴𝗶𝗻𝗴, 𝗮𝗻𝗱 𝗳𝗶𝘅𝗶𝗻𝗴 𝘁𝗵𝗶𝗻𝗴𝘀 𝗻𝗼 𝗼𝗻𝗲 𝘀𝗲𝗲𝘀.

Along the way, I:
- Set up accounts across multiple departments
- Managed API keys for team access
- Troubleshoot system issues and fixed real-time errors
- Constantly improving system structure

Now you might be thinking… isn’t this a lot for an intern?
Exactly.
And that’s why I’m mentioning this.

In the middle of all this, I was promoted to 𝗝𝘂𝗻𝗶𝗼𝗿 𝗔𝗜 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 — before even finishing my internship.Not just because I was given tasks, but because I took ownership, figured things out, and making the systems work. Thanks to my boss Koh Teck Peng 许德平 for the trust and opportunity ✨

That wasn’t luck. That was earned.

One thing I’ve learned — building systems isn’t just about making them work. It’s about making them secure, scalable, and reliable. Every move I make now comes with questions like:
•Is this secure enough?
•Is this the right architecture?
•What breaks if this scales?

Not simply doing it because the task was given.

Also, I explored no-code platforms for system design — and quickly realized I don’t work well with limitations. Drag-and-drop is convenient, but not for me as 𝗜 𝗽𝗿𝗲𝗳𝗲𝗿 𝗳𝘂𝗹𝗹 𝗰𝗼𝗻𝘁𝗿𝗼𝗹. 𝗜 𝗽𝗿𝗲𝗳𝗲𝗿 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝘁𝗵𝗶𝗻𝗴𝘀 𝗽𝗿𝗼𝗽𝗲𝗿𝗹𝘆.

This experience showed me one thing clearly:
𝗜 𝗱𝗼𝗻’𝘁 𝘄𝗮𝗶𝘁 𝘁𝗼 𝗯𝗲 𝘁𝗮𝘂𝗴𝗵𝘁 — 𝗜 𝗳𝗶𝗴𝘂𝗿𝗲 𝘁𝗵𝗶𝗻𝗴𝘀 𝗼𝘂𝘁.

Still building. Still improving. And nowhere far from where I started 🙌🏻.

A big part of my learning came from Angela Fong, HR, who is helping me understand how the company’s systems and IT infrastructure actually work.
Sometimes, one clear explanation from her is enough for me to connect the dots and move forward with confidence.

I believe this is just the beginning of my corporate life, and the question is am I ready for it?...

Authored by Ms Yaashinny, our in house AI intern and soon to be specialist, in her LinkedIn post.

16/04/2026

Fragile Fresh Grad Cried in the Office. I Asked Him to Do One Small Thing Every Night.

Once upon a time, I hired a fresh graduate.

Very young.
Very fragile.
The kind that cry in front of a manager.

When he sat in front of me,
I could see it in his eyes.
No confidence.
Eyes blank.

Not lazy.
Not bad.
Just… defeated very early.

That kind is dangerous.

Because when a person keeps telling himself
“I cannot”
the world does not even need to attack him.
He will quietly sabotage himself first.

One day, I asked him to start one very simple habit.

Every evening after work,
spend less than 10 minutes
to write down these few things and whatsapp to me:

1. What I am grateful for today
2. Small wins I achieved today

That’s all. Simple until people laugh at it.

First week, he was lost.
He did not know what to write.

To him, every day felt like nothing.
No achievement.
No progress.
No reason to be grateful.

So I told him:
Think small.
Very small also can like

Your mother cooked your favourite dinner.
You helped a senior complete part of an assignment.
You came to work on time even though the traffice was heavy.

Small things.
Petty things.
Normal things.

Because sometimes a broken person does not need a big motivational speech.

He needs proof.
Proof that his day was not empty.
Proof that he is not useless.
Proof that life is not only made of failures.

After a few weeks, I noticed something.
His list became longer.

The days he thought were “nothing special”
actually had many small wins hidden inside.

That was the part I found interesting.

Many people are not weak because life gave them nothing.

They are weak because they only count disasters,
and ignore the small good things
that are still happening around them every day.

Later, he left my company after a short period.

So honestly,
I do not know whether this method truly changed his life or not.

I cannot stand here and sell you a miracle ending.

No dramatic transformation.
No big success story.
No Netflix ending.

But I gave it a try.

And maybe sometimes,
when someone is drowning quietly,
I do not give him with a big talk.

I hope to save him with a pen,
a notebook,
and permission to count small things again.

I am grateful I did something special for this young boy.

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal LinkedIn post.

15/04/2026

Selamat Hari Raya from the KTP family 🌙

We had our Raya lunch on 9 April, and honestly, it looked more like a Hari Raya open house than a regular office lunch.

The lunch was ridiculous special in the best way :

Syafiqah handled rendang ayam, satay ayam, and kuah kacang.
Ammar went full domestic and baked a Kek Batik from scratch.
CLC’s contact came through with roti jala with kari ayam and sayur goreng Jawa.
Farina with nasi impit,
Aisyah with kek lapis,
Ain, Nadhirah, Afifa and Amisha with cookies, and
I contributed Cola Zero which is left over after CNY😂.

Most of us showed up in baju Melayu and traditional attire. The office looked genuinely festive for once.

We also celebrated three birthdays :

Ms Chong (the longest-serving living creature at KTP after the boss),
Doris (GPA 4.0, overachiever, we’re all a little intimidated), and
our newest intern Nur Aina who probably didn’t expect a birthday shoutout on her first Raya with us.

And me? I wore my very old long sleeve batik. It still fits. Barely. But it fits.

Selamat Hari Raya, maaf zahir dan batin. 🙏

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal LinkedIn post

14/04/2026

I bought two Mac Mini in 6 weeks.

At this point, I am not sure whether I am building an AI system or entering my uncle gadget-buying time.

My Finance manager looked at me the way wives look at husbands when they know nonsense is happening, but I am too tired to argue.

End of February, I started hunting for one Mac Mini in Johor Bahru.

Machines or Switch.
One shop. Another shop.
Counter to counter.

Same answer every time.
“No stock.”
Not ordinary no stock.

This was the kind of no stock where the staff saw me walking in and already had the sympathy face ready.

I also had my own face.
“I know you have no stock,
but can you just go inside and check one more time for uncle?”

Finally, I found one in Paradigm Mall.
I grabbed it like aunties grabbing discounted cooking oil before expiry date.

Why Mac Mini?

Because in March 2026, KTP started building our agentic AI automation system in-house.

And we handle things that are not supposed to float around simply simply.

Client data.
Audit files.
Tax workings.
HR.
Payroll.

Maybe I am old school. Fine.

But when it comes to sensitive data, I still cannot accept it sitting on someone else’s server somewhere far away where I cannot even point to it on a map.

Non-disclosure agreement?
Very nice.
Very professional.
Very comforting font.

Still no.

And I realised something uncomfortable in March.

My Finance and HR data was sitting too close to everything else.

Client data is already sensitive.
But payroll, HR and internal finance?

That one is sensitive until cannot simply play play.

So I made the decision ... a second Mac Mini.

One machine for client-related work.
One machine for Finance and HR.

Then the second round of suffering started.

I went hunting again.

JB no stock.
Singapore also no stock.
Blame it on OpenClaw hype.

In the end, I ordered online from Apple on mid-March.

Estimated delivery ... mid-April++.

After that, I checked the Apple page so many times that I lost count

Then on 4 April, Apple SMS and emailed me.

Shipped early.

I am not proud to say this, but that email gave me more joy than some Raya festive greetings from my muslim friends.

Today, just for fun, I checked the Apple website again.

Delivery estimate now:
25 May to 3 June 2026.

I stared at the screen like a man who had narrowly escaped disaster.

That was when I realised something.

I did not buy a computer.
I survived a stock crisis.

Apparently I am now the kind of uncle who roams around Johor Bahru asking tech shop staff ...
“Mac Mini got stock or not?”

And apparently, for uncles like me, it is also about cardio, rejection, and emotional damage from Apple Mac Mini.

PS : Authored by Mr Koh Teck Peng, the group pincipal, in his personal LinkedIn

09/04/2026

I “ter-nampak” my staff’s monitor. Then I made an AI decision.

She name is Miss C.
Every day, her screen got the same thing one.
One very long spreadsheet.
Stocktake arrangement.
Bank confirmation.

So many colours one.
Cannot finish scrolling type.
She didn’t realise I was looking at her.
Her eyes, keep staring at the screen.

Scroll. Search. Key in.
Scroll again.

I didn’t disturb her.
I just stood there,
quietly asked myself,
How many hours she spend on this thing every day ?

Later I asked her.
“Around… two to three hours lah.”

She said it very calm one.
Like it’s a very normal thing.
To her, this IS normal already.

Every month-end,
she need to chase so many clients for stocktake and bank confirmation arrangement.

Call.
WhatsApp.
Wait for reply.
Record address.
Assign staff.
Confirm timing.

Follow up those never reply.
Follow up again those say “wait I ask first.”

Everything manual.
Everything depend on memory.
Everything kena carry by her alone.

She never complain before (Sometimes her face is like Hulk)
Every day she finish on time.
She very hardworking one.
But when I heard her answer,
I felt something not right inside.

I did a simple calculation.
2.5 hours a day × 240 working days a year.
= 600 hours.
600 hours.

Every year.
Same thing repeat.

This one is a warning sign already.
Not she did anything wrong.
She did very well one.

The warning is,
A system that depends on one person’s hardwork,
is not a system.
That one is called risk.

What if she take leave?
What if she resign?
What if clients suddenly double?

The whole workflow,
can collapse overnight one.

So I made a decision.
Past one month,
our whole firm KTP has been pushing AI automation.

Every single repeated task,
we ask the same question,
Can the system do this instead of human?
I looked at Miss C’s screen.
Answer very obvious.

Tomorrow we going for n8n training.
Miss C also going.

When I told her about this,
she blur blur for a moment.

Then she said,
“Means next time I don’t need to stare at that Excel anymore ah?”
I said, that’s our goal.
She smiled.

I don’t know what will happen after the training.
I don’t know how long it takes to build the system.
I don’t know what problems we’ll face.

But I know one thing,
600 hours. Worth us to try.

I will come back and tell you the result.
Success or fail.
Worth it or waste time.
Real result. No filter.
Follow me, wait for Part 2.

Your company got a Miss C or not?
Got a person or not,
because too hardworking, too reliable,
so you never stop and think,

The thing she do every day,
should it still be done by a human?

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal LinkedIn

我”不小心”看到了员工的电脑荧幕。然后我做了一个 AI 的决定。

她叫 Miss C。
每天，她的荧幕上都是同一样东西。

一张很长很长的 spreadsheet。
Stocktake 安排。
Bank confirmation。

颜色很多的那种。
滚动不完的那种。

她没有发现我在看她。
她的眼睛，一直盯着荧幕。
滚动。查找。输入。
再滚动。

我没有打扰她。
我只是站在那里，
静静地问自己，

她每天花多少时间在这里？
后来我问了她。
“大概……两到三个小时咯。”

她说得很平静。
像是一件很正常的事情。
对她来说，这本来就是正常的事。

每个月底，
她都要追很多客户的 stocktake 和 bank confirmation 安排。

打电话。
发 WhatsApp。
等回复。
记录地址。
分配人手。
确认时间。
跟进那些没回的。
再跟进那些说”等我问一下”的。

全部手动。
全部靠记忆。
全部压在她一个人身上。

她从来没有投诉过。(Sometimes her face is like Hulk)
每天都准时完成。
她非常努力的。

但我听到那个答案的时候，
心里有一种不舒服的感觉。

我做了一个简单的计算。
每天 2.5 小时 × 一年 240 个工作天。
= 600 个小时。

600 个小时。
每一年。
重复同样的动作。
这个已经是警告信号了。
不是她做错了什么。
她做得非常好的。

警告的是，
一个系统，
靠一个人的努力撑着，
不是系统。

那个叫做风险。
如果她请假呢？
如果她辞职呢？
如果客户突然增加一倍呢？

整个流程，
一个晚上就可以崩掉的。

所以我做了一个决定。
过去一个月，
我们整间公司 KTP 都在推动 AI 自动化。

每一个重复的动作，
我们都在问同一个问题，
这件事，可不可以让系统来做？

我看着 Miss C 的荧幕。
答案很明显。

明天，我们要去上 n8n 的培训课。
Miss C 也会去。

我告诉她这件事的时候，
她愣了一下。
然后她说，
“意思是以后我不用再盯着那张 Excel 了吗？”
我说，那是我们的目标。
她笑了。

我不知道培训结束之后会发生什么。
我不知道要花多少时间来建这个系统。
我不知道会遇到什么问题。

但我知道一件事，
600 个小时。值得我们去尝试。
我会回来告诉你结果。
成功还是失败。
值得还是白费力气。

真实的结果。
Follow 我，看 Part 2。

你的公司里，有没有一个 Miss C？
有没有一个人，
因为太努力、太可靠，
所以你从来没有停下来想，
她每天在做的事，
应不应该还是由人来做？

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal Meta

03/04/2026

We Talk About AI Everyday… Until I Forced Everyone In Project Team Into One Room

“Boss… today must present ah?”

I smiled.
“Yes. Today, everyone talks.”

This was our third AI project meeting on 27 March 2026.

The first two meetings…

A lot of discussion.
A lot of ideas.
A lot of “we are exploring”.

But not much you can actually see.

So this time, I changed one thing.
I called everyone across KTP into the same room.
Audit.
Tax.
Admin.

No more Telegram updates.
No more small group progress.
No more “I thought they already did”.

Each committee had to stand up and share.
No slides.
No theory.

Just four things:

What you did.
What worked.
What didn’t.
What akan datang.

That’s when things became very clear.

One team showed how they tested Claude on workpapers and reports

Another shared their automation via Telegram
Half working.
Still messy.
But moving.

You could feel the room.

A bit tension.
A bit stress.
A bit “please don’t ask me next”.

But for the first time…
This felt like real progress.

Then it was my turn.
I stood beside the whiteboard.
I didn’t go technical.

I just gave them a simple picture.
OpenAI.
Anthropic.
Google.

Different philosophy.
Different direction.

I pointed to what we are actually using:

Claude Chat → daily thinking partner
Claude Code → automation engine
Claude CoWork → working assistant
Skill.md → how we standardise thinking

Then I added one more hype.
OpenClaw → the latest hype with wings

The room eased a bit.

As an SMP owner, I used to ask:
“How to use AI 100% across the firm?”

Sounds like a smart question.
But actually…
Very tough question.

After this meeting, I realised the better question is:

Can my team explain clearly what they are doing… in front of others?

Because the moment they stand up…

No more hiding.
and training to the rest of colleagues as well
Only real work remains.

Many SME companies today:

Buy AI tools
Attend workshops
Talk about automation

But inside the team…
Nobody can show real work.
That’s why transformation doesn’t move.

We didn’t solve everything that day.

Still messy.
Still incomplete.
Still learning.

But we did one important thing.
We made progress…
visible.

And in business…
What is visible… will move.

My next task is simple.

Not to chase the next AI tool.
But to scale Claude knowledge across my team, step by step.

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal LinkedIn.

我们天天都在讲 AI……直到我把整个 project team 全部叫进同一间房

“Boss… 今天一定要 present ah？”
我笑了一下。
“对，今天每个人都要讲。”

这是我们 2026年3月27日的第三次 AI project meeting。

前面两次 meeting……
很多讨论。
很多 idea。
很多“我们还在 explore”。

可是，真正看得到的东西，其实不多。
所以这一次，我改了一样东西。
我把 KTP 全部相关同事都叫进同一间房。

Audit。
Tax。
Admin。

不要再只是 Telegram update。
不要再只是小组自己讲自己有 progress。
不要再来一句：
“我以为他们已经做了。”

这一次，每个 committee 都要站起来分享。
没有 slides。
没有理论。

只讲四样东西：
你做了什么。
什么有用。
什么不行。
接下来 what akan datang。

也是在这个时候，很多东西 suddenly 很清楚了。
有一个 team 分享他们怎样用 Claude 去 test workpapers 和 reports。
另一个 team 分享他们通过 Telegram 做 automation。

做到一半。
还有点乱。
还不算 smooth。

但是，至少有在动。

你可以感觉到整间房的气氛。

有一点紧张。
有一点压力。
有一点那种
“拜托不要下一个叫到我。”

可是也是第一次……
我觉得，这个才像真正的 progress。

后来轮到我。
我站在白板旁边。

我没有讲太 technical 的东西。
我只是给他们一个比较简单的 picture。

OpenAI。
Anthropic。
Google。

不同的哲学。
不同的方向。

然后我指着白板上我们现在真正有在用的东西：

Claude Chat → 日常 thinking partner
Claude Code → automation engine
Claude CoWork → working assistant
Skill.md → 我们怎样把 thinking standardise 下来

然后我再加一个现在市场很 hype 的东西：
OpenClaw → 最新那个长了翅膀的 hype

讲到这里，房间里的气氛也松了一点。

身为 SMP owner，我以前常常问自己一句话：
“到底怎样才可以在 firm 里面 100% 用 AI？”

听起来很聪明。
但其实……
这是一个很难的问题。

开完这次 meeting 后，我才发现，原来更好的问题是：
我的 team 能不能清楚讲出，他们现在到底在做什么……而且是当着大家面前讲。

因为当一个人真的站起来开始讲的时候……
不能再躲。
不能再装。
而且也开始要 training 给其他同事。

最后留下来的，只有真正做出来的东西。

今天很多 SME 公司也是这样：

买 AI tools。
参加 workshop。
天天讲 automation。

可是回到 team 里面……
没有人拿得出真正的 work。
所以 transformation 一直动不起来。

那一天，我们没有解决所有问题。

还是有点乱。
还是不完整。
还是在 learning。

可是我们做对了一件很重要的事。

我们把 progress……
变成看得见。

而在 business 里面，
看得见的东西，才会开始动。

我接下来的任务也很简单。
不是继续去 chase 下一个 AI tool。
而是一步一步，
把 Claude 的 knowledge scale 给我的 team。

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal Meta post.

Address

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Website

http://www.ktp.com.my/

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