Issue 9

VMS Named AusCham’s Leading Large Business of 2025

July 6, 2025
[C]Vietnam

VMS Named AusCham’s Leading Large Business of 2025

Recognized as AusCham’s Leading Large Business of 2025, VMS has transformed more than just its production lines. Over the past three years, the company has reshaped its culture from the ground up, reducing turnover, embracing bottom-up innovation, and achieving triple ISO certification. At the heart of this transformation is a commitment to empowering people, simplifying strategy, and driving sustainable growth.

VMS is a vertically integrated manufacturing facility built from the ground up, with a dedicated team of 196 members. Since opening our new facility in 2019, we’ve combined fresh infrastructure with long-standing experience. Some team members have been with us through four iterations of the company, spanning over 15 years. We produce equipment for global markets, adhering to international standards across various regions. Our strong base of repeat business is a testament to the commitment, resilience, and continuous improvement mindset of our people.

Building a Culture of Empowerment

One of the most significant shifts in our organization has been moving from a top-down, command-and-instruct style to one rooted in empowerment. Encouraging candor— where team members feel free to speak up, share ideas, and have a voice—has been instrumental in our success over the past three years. This cultural transformation supported the successful implementation of 5S and led us to achieve triple ISO certification in safety, environmental management, and quality.

It’s one thing to talk about implementing change. But how do you know when change has truly taken hold? At VMS, we saw real transformation when suggestions started to come from the ground up. These ideas resulted in practical improvements that directly impacted our performance and bottom line.

Retention, Respect, and Rebuilding Trust

When I first joined VMS, the staff turnover rate was over 26%. Today, that figure has dropped to around 5%. We attribute this improvement to fostering respect and open communication. We prioritize behavioral alignment over purely technical skills during recruitment, conduct exit interviews, implement salary benchmarking, and share regular updates, especially during uncertain periods. We also invested in new tooling to increase productivity and build trust throughout the organization.

One of the most rewarding signs of cultural change was the shift in morale. When team members greet you with a wave, a smile, or a handshake as you walk the floor, you know something’s changed. For me, this begins with respect: respecting every role, every person, and every contribution to daily success. I make it a point to walk our 20,000-square meter facility twice a day with positive energy, ready to help, thanking the team, observing operations, and staying visible as a leader.

Growth, Technology, and Trust

Introducing technology and Lean processes at the right moment is critical. The right tools in the right hands drive productivity, but timing is everything. Fortunately, our team embraced change at a time of growth, which removed the fear that automation would eliminate jobs. Instead, they understood that increased output required smarter processes, not fewer people.

Over three years, we experienced a 68% increase in production with only a 5.2% change in workforce size. This was achieved through better tooling, streamlined workflows, targeted technical and soft-skills training, and ERP system upgrades. No jobs were lost.

The VMS team rallied around the principle of doing more with less, focusing on the 20% of actions that make 80% of the impact.

Planning for Agility

To manage growth and keep momentum, we rely on simple, effective tools that avoid unnecessary complexity. Our core strategy document is the Play to Win framework, which outlines:

Our winning aspiration
Where we will play
How we will win
The capabilities we need
The management systems required

This strategy is then mapped against our current and future states, with clear tasks defined for each transition. We close with a one-page 30-60-90 day plan. It’s nimble, visual, and aligned with the KISS principle: Keep It Simple and Smart.

Safety Is a Shared Responsibility

Safety is how we open every meeting because it sets the tone for everything else. In just over a year, we went from recording three lost-time injuries (LTIs) in 12 months to 18 consecutive months injury-free. While we’re not yet claiming to have a perfect safety culture, we’ve made significant strides through leadership engagement and team education.

What’s changed is perception. Safety is no longer seen as a cost. It’s a point of pride, a sign of professionalism, and most importantly, a commitment to ensuring every team member goes home in the same condition they arrived.

As a leader, I am incredibly proud of what we’ve accomplished at VMS and excited for what’s ahead. Our growth potential is strong, and I remain committed to coaching and mentoring our team as we pursue new milestones, drive innovation, and continue to build a culture rooted in excellence and respect.