I’m Chief Operating Officer of GoTo. Together, GoPay and Gojek reach roughly one in three adults in Indonesia every year.
I go deep rather than wide. My background is engineering, and that instinct never left: I still want to understand how something actually works, not just direct it from a distance. The same habit carried into finance during the years I spent turning GoPay’s business profitable, where I learned to read a balance sheet, a cash flow statement, and a P&L precisely, not just directionally. The tradeoff is that I sometimes reach the details faster than the room does; building the big-picture muscle to match is something I’m actively working on, including through the writing on this site.
I started as co-founder of Leftshift Technologies, acquired by Gojek in 2016, and worked through product, engineering, and GoPay leadership to get here. The roles below have the detail.
Chief Operating Officer, GoTo
January 2026 - now
My core mandate: grow users and transactions, get GoTo to full net income profitability, and stay there.
That means owning execution across both halves of the group: GoPay’s fintech businesses (payments and lending) and Gojek’s full range of on-demand services, from the simplest, highest-volume businesses like Ride, to the operationally complex ones like Fleet. The two halves pull against each other constantly, fintech wants patient capital to compound, on-demand wants aggressive subsidy to hold share, and my job is deciding which gets the marginal dollar this quarter. Every operating decision, cost, and prioritization call gets weighed against that one profitability number, which sometimes means saying no to a growth bet I'd otherwise take.
President, GoTo Financial
June 2025 - now
Tasked with building Indonesia’s leading financial ecosystem, I lead the strategy, growth, and execution of our financial services across the GoPay and Gojek apps, serving millions of consumers and businesses across Indonesia.
Deciding where a financial journey lives is a real product call, not a formality: the tradeoff isn't GoPay versus Gojek anymore, both are large destinations in their own right, it's whether to build a lending or insurance flow into whatever app someone's already active in at that moment, or ask them to make a dedicated trip to GoPay for it. Meeting people where they already are usually wins on reach, but it also means the financial product has to survive being one tap among many in someone else's flow, not the main event. I've pushed that in-context integration further than felt comfortable at times, on the bet that reach where the user already is beats owning the full journey.
I also lead our digital lending business, which has become GoPay’s primary profitability driver. With strong execution across credit, risk, and distribution, the business reached adjusted EBITDA profitability in Q4 2024, marking a critical milestone in our financial turnaround. Getting there meant tightening underwriting more than I wanted to at points, which cost us some approvable volume, a tradeoff I'd make again but didn't get for free.
Additionally, I oversee our merchant ecosystem, including the GoPay Merchant App and Midtrans, one of Indonesia’s largest payment gateways, which serves both MSMEs and enterprise merchants. We continue to expand adoption and product depth across both segments.
Director, GoTo
June 2025 - now
Appointed to the Board of Directors of GoTo, one of Indonesia’s top 10 publicly listed companies by market capitalization. As a Director, I contribute to strategic oversight, corporate governance, risk management, innovation steering, and public market engagement across the company’s core businesses—Gojek and GoPay.
Head of Consumer Payments, GoTo Financial
July 2022 - June 2025
As Head of Consumer Payments at GoPay, I led the development and rapid expansion of the GoPay app, built specifically for Indonesia’s mass market rather than a smartphone-rich urban segment.
Within its first year, the app reached over 15% of the country’s population, quickly becoming a household name.
That mass-market target forced a real constraint: a large share of our users were on low-spec Android devices with patchy connectivity, so every feature had to work on hardware most product teams would deprioritize, which meant cutting some UI polish I'd have kept in a richer market. The app brought all six financial activities, paying, transferring, saving, borrowing, insuring, and investing, into one place, aimed at people with no prior banking relationship rather than people switching from one.
Head of Product & Engineering, GoTo Financial
Nov 2020 - Jun 2022
Led product and engineering for GoPay’s payments platform, scaling it to support over 300 million transactions per month. Growth at that rate meant the architecture that worked at half the volume kept breaking in new ways every few months; I spent more time than I expected on unglamorous reliability work, retry logic, queueing, failover, rather than new features, because a payments outage costs trust in a way a missing feature doesn't.
Head of Product, GoFood
Aug 2018 - Nov 2020
Led product strategy and execution for GoFood, which became the largest food delivery platform globally outside China.
GoFood scaled to over 500,000 restaurants across 80+ cities in Indonesia, Thailand, and Vietnam.
The hard part wasn't the consumer app, it was the merchant side: onboarding hundreds of thousands of small restaurants, many without a POS system or even a fixed menu, meant we had to build tooling that assumed the merchant had no technical staff at all. I prioritized that over deeper consumer personalization for a long stretch, a call I still think was right even though it meant the app itself lagged competitors on discovery features for a while.
Head of Platform and Mobile Engineering, Gojek
Sep 2016 - Aug 2018
Led the platform and mobile engineering teams at Gojek during a period of hypergrowth.
We scaled 300x in just 12 months.
Focused on building the core infrastructure and mobile frameworks that powered Gojek’s super app experience across 18+ products, including transport, payments, food delivery, and logistics. At that growth rate, most of the "architecture" decisions were really just triage: which system would break next, and could we patch it before it took the app down. I'd have built things differently with more runway, but there wasn't more runway to have.
Founder and CEO, Leftshift Technologies
Dec 2006 - Aug 2016
Founded and led Leftshift Technologies, a mobile product studio focused on building user-centric iOS and Android applications. We worked closely with Sequoia India, building products for several of their high-growth portfolio companies. Over nearly a decade, we delivered solutions for global and regional leaders including Metallica, Ubisoft, Emerson, Gojek, Tokopedia, and Midtrans, as well as Indian market leaders like BookMyShow, Byju’s, Faasos, CitrusPay, Airtel, HealthKart, Craftsvilla, and India Infoline.
In 2016, seven of our apps were featured by Apple in the App Store. Later that year, Leftshift was acquired by GO-JEK Indonesia (YourStory, LiveMint, Inc42), where our team became part of Gojek’s foundational tech leadership during its period of hypergrowth.
Software Engineer, Phoenixgen Systems
May 2004 - Nov 2006
Developed stock exchange connectivity software for financial markets across Hong Kong, Japan, Korea, Taiwan, and Australia, focusing on high-performance trading infrastructure and integration with global financial systems.
Phoenixgen Systems was later acquired by a leading financial software and services provider, marking an early milestone in my journey through product-driven tech environments.