(JP/Sudibyo M. Wiradji)Holding a leading position in several companies can be difficult, especially when it comes to carrying out day-to-day managerial tasks, but Agustus Sani Nugroho has become familiar with the demands.

While acknowledging that 24 hours a day is too short to accomplish his mounting tasks, the 48-year old, who prefers to be called Nugroho, has already found his own strategy to deal with the workload.

“I spend most of my time in the holding company in Jakarta where I can think and handle problems related to the other companies [subsidiaries]. I go to the sites, such as PT Kemang Food Industries in Bogor, only when necessary. Our system that allows for proportional delegation of authority and quality human resources is instrumental in helping me do my job well,” said the outspoken, energetic and informal-looking executive.

In the early years of his career, Nugroho, a graduate of Padjajaran University, Bandung, worked at several different legal offices. His debut in corporate management was in 1995 when he held a position as vice president and general counsel at PT Bank PDFCI, followed by five years working at PT Sentra Darmaga as president director.

The growth of PT Super Capital Indonesia as a holding company led to its expansion and the establishment of several companies; among them are PT Supermoto Indonesia, sole distributor of the Italian-made Ducati motorbike, and PT Bahtera Abadi Gas, with Nugroho entrusted to lead the subsidiaries.

According to Nugroho, a strong team supported by quality human resources and the right systems are the keys to corporate growth.

”There is no business or company that can grow if only run by one person. For me, a team is important. For me, delegation is important. At a certain point, I have to delegate. How can I delegate? That’s why a team has to be strong,” he said, adding that quality human resources and systems are two corporate components that are equally important and helpful to executives in doing their job.

Doing the best

Quality does not necessarily mean that employees must be intellectual wunderkinds, but they must have integrity and honesty.

“They should also be able to work in a team and be principled about what they believe in and dare to speak up. For me, the important thing is that employees can do their best according to their capacity,” he said.

Developing quality human resources is more challenging than building a system because it cannot be achieved after one or two days’ training.

“It is a long process which they learn through daily working habits, such as when it comes to facing working challenges, they should not easily give in,” he said.

Nugroho also emphasized the importance of building the right system, a system that enables employees to develop their careers, which not only makes employees loyal to the company but also leads to the company working and growing.

“Under the right system, delegation of authority must be clear. Everybody has some degree of authority in their respective area and in this way they can maximize their potential,” he said, adding that the absence of delegation of authority would cause bottlenecks and turf wars.

“So, it is important to create an environment in which everyone can optimize potential, creativity and capacity to support the sound growth of a company.

“If all employees make joint efforts to move forward in line with the company’s vision and direction, the likelihood of the company growing is greater and when the company grows, there is a possibility to set up a subsidiary or acquire another company. In this way, it will provide an opportunity for an employee that has been working for say five or 10 years, but stuck in a career rut, to be promoted to a higher position at a newly established subsidiary,” he said, citing a secretary who was promoted to general manager thanks to the company’s growth.

Nugroho builds a corporate culture through which employees embrace values as guiding principles for their daily working activities. Building a corporate culture should take several factors into consideration, including the industry, product and the market segment.

PT Supermoto Indonesia salespeople must be highly knowledgeable about the product from A to Z. They should also understand that the wealthier class of society is their target market, he said.

“Therefore, salespeople should have a certain level of confidence, which is part of the culture, because the prospective buyers are high-end consumers,” he said.

Flow of information

Nugroho acknowledges that his informal leadership style benefits him and his subordinates in carrying out their tasks because it leads to easy flow of information, allowing employees to have the courage to speak up.

“If I am too formal and require them to make a prior appointment before meeting me, then this will slow down the flow of information. So, my employees from the middle level upward can access me even though I am not their direct boss,” said Nugroho who wears blue jeans.

But he added that being informal does not necessarily mean carelessness given his heavy responsibility as leader of the companies.

During his time as business leader of the growing holding company, Nugroho made the decision to establish PT Supermoto Indonesia. The process of materialzing his idea to start the new venture was very tough because a similar business had closed down in 2004, meaning his partners, the market and even the principals (of Ducati) underestimated the plan.

“Riding a Ducati is my hobby and so I know the strengths and weaknesses and therefore I was determined to go ahead with the plan to run the business,” he said, adding that the first Ducati showroom in Jakarta was established in 2006.

It took four years before the market for Ducati was restored to its desired level, with PT Supermoto Indonesia finally recording a good sales performance. “Basically, if we do something because we like it and have a passion for it, then we do it wholeheartedly and this will bear fruit,” Nugroho said of his decision.

Like his fellow executives, his time management also includes dealing with traffic congestion in Jakarta and Nugroho has found his own trick. “I start working from home at 6 a.m., receiving e-mails or SMS from my subordinates and answering them. I go to the office at round 9:30 a.m. when traffic is less congested and that way I can reach my office faster than leaving my home during rush hour. But I leave home much earlier when there is a morning meeting,” said the father of three.

Nugroho acknowledged that by a 9-to-5 work standard, his life is imbalanced because he frequently works until 11 p.m. But he tries, when time permits, not to disregard his two hobbies, motorcycling and writing.

He maintains his hobby of riding a motorcycle, partly because he wants to keep in touch with the Ducati community through which he can give support. “If time permits, I join the motor tour on weekends,” he said.

“I have loved writing poems since I was in senior high school but I use plain and simple language instead of figurative language,” he said, adding: “I write poems or fiction as a way of releasing stress and keeping me fresh.”

Agustus Sani Nugroho

Date/Place of birth: Jakarta, Aug. 13, 1964

Experience
President director of several companies, including PT Sentra Darmaga, since 2005, PT Supermoto Indonesia since 2006, PT Super Capital Indonesia since 2008, PT Sentra Darmaga Production since 2009, PT Kemang Food Industries since 2012, PT Super Energy since 2011 and PT Energy Kepribadian Abadi since 2011. Previously, he worked at legal offices, including Del Juzar & Airiadinata Law Office as associate (1988-1990), Allen Allen & Hemsley & Sydney, Law Firm as assigment lawyer (1990-1991), Wiriadinata & Widyawan La Firm as senior associate (1991-1993), Tumbuhan Pane Law Firm as senior associate (1993-1995) and PT Bank PDFCI as vice president - general counsel (1995-2000).

Education
Padjajaran University, Bandung, undergraduate degree obtained in 1998 and master’s degree, majoring in business law, obtained in 2009.

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