My journey captures the intersection of diverse experiences, technological acumen, and a commitment to lifelong learning, demonstrating the transformative power of embracing complexity and change: Rick Yvanovich of TRG International

“Certainly, there is a fundamental concept I strongly advocate for — the potential for each of us to serve as architects of change.”

 My journey captures the intersection of diverse experiences, technological acumen, and a commitment to lifelong learning, demonstrating the transformative power of embracing complexity and change. Steve Jobs’ adage rings true: we can only connect the dots by looking backwards. My career trajectory, marked by seemingly disparate roles, has coalesced into a cohesive narrative of continuous learning and adaptation.

Rick Yvanovich, founder and CEO of TRG International, is a seasoned executive with over 40 years of diverse industry experience spanning supermarkets, accounting, breweries, defence manufacturing, IT, and more. As CEO, CFO, and Executive Coach, he excels in driving business performance through intervention coaching and systematic processes, delivering tangible results for companies.

Rick holds multiple leadership roles, including co-founder and CFO of Great People Inside, Master Franchisor of PJ’s Coffee of New Orleans in Vietnam, and founder/co-founder of various startups. He is a respected figure in the industry, regularly speaking on topics such as accounting, talent, digital transformation, and doing business in Vietnam. Since 1990, Rick has been based in Vietnam, making him one of the longest-standing British expatriates in the country and a fluent speaker of the King’s English.

Rick is a best-selling author and recently published ‘Business As UnUsual: How to Thrive in the New Renaissance.’

The Silicon Review reached out to Mr. Yvanovich for an interview, and here’s what he had to say.

Interview Highlights

How would you describe your professional journey so far? Tell us about a few roadblocks and learning lessons that helped you grow through the years.

I will rewind several decades, all the way to my schooling years. During that time, I demonstrated academic aptitude, consistently achieving high grades, particularly excelling as a diligent student. However, as I progressed into later stages of education, maintaining top grades became increasingly challenging. Specifically, when facing the final set of A-Level exams in the UK, I fell short of the required grades for university admission, failing to match my performance in mock exams. Consequently, I found myself in a predicament. Lacking the requisite grades for my preferred universities, I accepted a position as a management trainee at Sainsbury’s, a prominent UK-based supermarket chain.

At 18, I learned management’s intricacies, beginning with humble tasks such as shelf-stacking. Despite my youth, the role necessitated overseeing individuals, some older than my parents, during shifts, particularly on evenings and weekends. Nonetheless, as time progressed, I recognised a misalignment between my interests and the demands of the job. Reflecting on my academic inclinations, mathematics and physics were favoured subjects, underscoring my inclination towards quantitative analysis rather than interpersonal management. Hence, I decided to return to education, enrolling in accounting school with a newfound aspiration to pursue a career in accountancy. While the impetus behind this career choice eludes my memory, it departed from conventional recommendations that had previously steered me towards engineering or actuarial paths. Upon completing my accounting education, I embarked on the journey towards professional accreditation, necessitating three years of practical experience in accounting, regardless of the chosen route, be it CIMA or another professional association.

Initially, I joined a small accounting practice in Covent Garden, situated amidst the historical charm of London. Despite the picturesque setting, the old-fashioned methods of ledger-keeping using leather-bound volumes failed to engage my interest. Consequently, I transitioned to roles in management accounting, seeking more dynamic opportunities within the commercial sector. This journey led me through diverse industries, from breweries to defence manufacturing and technology, each experience enriching my understanding of different sectors and their operational intricacies.

A pivotal moment occurred during my tenure at an American corporation, Electronic Data Systems (EDS), where exposure to emerging technologies like ERP and Excel ignited my passion for computing. Subsequently, I explored systems accounting further, leveraging my expertise to implement accounting systems in various contexts, ranging from oil exploration to multinational corporations.

Throughout this journey, I have realised the profound impact of diverse experiences in shaping my multifaceted approach to business. Each role, from supermarket management to oil exploration finance, has equipped me with invaluable insights into different industries, enabling me to understand the nuances of business operations and effectively tailor solutions to meet diverse needs.

By embracing a multidisciplinary approach that integrates accounting, technology, and interpersonal dynamics, I have forged a unique path that transcends traditional boundaries, helped by establishing a thriving enterprise with global reach.

Moreover, my journey has underscored the importance of continual improvement and documentation in organisational processes. By nurturing a culture of learning and adaptability grounded in the systematic refinement of procedures, I have overcome challenges and seized opportunities to drive sustainable growth and innovation.

Q. As the CEO of the company, what are your major roles and responsibilities?

As the CEO, it’s my responsibility to guide the organisation in the right direction. Steering towards the right direction entails serving as the visionary understanding our current position, historical trajectory, and the intended destination. Establishing and ensuring alignment with this vision across the entire organisation is paramount.

As described by Peter Bregman’s “Big Arrow” concept, alignment is crucial for directing everyone towards the common goal. This destination, often on the horizon, symbolises the ongoing journey of the company rather than a fixed endpoint. Achieving alignment involves cascading the vision throughout different divisions, locations, and departments, ensuring everyone is in sync with the organisation’s direction.

In some contexts, such as Vietnam, there’s a playful notion that CEO stands for Chief Entertainment Officer, highlighting the role in not only aligning but also motivating and energising the team. However, beyond alignment with the organisation’s objectives, individuals need to align with the company’s culture and core values. Misalignment can lead to friction, negatively impacting both work performance and personal life.

Q. What can you tell us about TRG International? What are its focus areas?

A significant aspect of our business revolves around delivering software solutions, including marketing, selling, implementing, training, supporting, and continuously developing these solutions. Initially, our offerings started with SunSystems, an accounting solution, a solution which I’ve used since 1988. Over the years, our reach has expanded to cover 80 countries.

Initially, our solutions were on-premise due to the absence of cloud computing. However, with technological advancements, our offerings have transitioned to cloud-based and hybrid solutions, including those hosted on AWS. Our portfolio has evolved beyond accounting to include integration, reporting, consolidation, and other financial management solutions tailored to the needs of global companies operating across multiple countries and sites.

Additionally, our technology sector extends to software development, facilitated by our offshore development centre (ODC). We provide various services, including software engineering, testing, product design, development, and customisation.

Moving beyond technology, another aspect of our business involves talent assessment services. Through our SaaS-based platform, we offer (psychometric) assessments to clients worldwide, directly and through distributors and resellers. These assessments, complemented by coaching services, assist in talent selection, team building, and individual development.

Finally, we also own the franchise rights for PJ’s Coffee Of New Orleans, an American brand serving as the master franchise for Vietnam. We operate several coffee shops in Ho Chi Minh City, with one conveniently located on the ground floor of our offices.

Q. Who are your clients?

Our company has a significant presence in the hospitality industry. Our accounting solutions are particularly relevant for hotels, a market we entered decades ago, resulting in a widespread presence across 80 countries. This sector remains a key focus area for us.

In addition to hospitality, we have strong footholds in other industries such as energy, financial services (mainly insurance), not-for-profit organisations, and education. Our expertise extends across various sectors, demonstrating our versatility and broad client base.

Furthermore, I believe there has been a notable shift in services within the application sector of our business, particularly in the selling and implementing of commercial off-the-shelf solutions. Before the pandemic, there was a strong emphasis on on-premise solutions. However, the pandemic has accelerated the transition to cloud-based solutions for individuals and organisations, especially those facing lockdown restrictions that prevented physical access to their premises.

The pandemic also prompted significant changes in the way training is delivered. Online training platforms have replaced traditional classroom settings, offering flexibility and cost-saving opportunities for businesses. Additionally, there has been a shift towards subscription-based models for software licenses, mirroring the trend seen with products like Microsoft Office and Zoom. These changes in the software landscape have necessitated corresponding adjustments in the services provided by companies like ours. We have adapted our implementation processes to accommodate remote work and offer flexibility to clients in terms of onsite presence. Furthermore, in response to the increased demand for online training, we have developed a comprehensive online training system comprising over 1,000 videos, a unique offering not available from other vendors.

Overall, the evolving nature of software sales and implementation has led to shifts in the services provided by both software vendors and service providers like us. We remain committed to adapting to these changes to serve our clients’ evolving needs.

Q. How do I see TRG changing in the next five years? And how do I see myself creating that change?

This year marks our 30th anniversary, a significant milestone for any company. Surviving three decades in our industry is an achievement in itself. My vision encompasses a holistic perspective on our journey. Firstly, we must reflect on our history, acknowledging the highs and lows, and leveraging the lessons learned to drive us forward.

Secondly, we need to assess our current position and chart a course for the future. Given the transformative nature of technology, particularly in light of recent advancements such as generative AI, we must remain future-focused. Our goal is not just survival but sustainability. This entails embracing a culture of perpetual growth and innovation anchored in the core value of Kaizen.

Kaizen embodies the concept of continuous improvement. It entails a commitment to ongoing learning and personal development, striving to enhance individual skills and knowledge daily.

As individuals and as an organisation, we must continually evolve to meet the challenges of an ever-changing world. With new generations entering the workforce, our culture must be adaptive and inclusive, fostering engagement, creativity, and resilience. Our purpose remains unchanged: helping you and your business shine.

Q. Is there anything else you would like to add before we wrap up?

Indeed, there is a fundamental concept I strongly advocate for — the potential for each of us to serve as architects of change. Currently, we find ourselves in a world where our responses are often reactionary as we strive to keep pace. However, to embody the role of an architect of change, we must take proactive steps to shape our destinies. Merely surviving or reacting to changes is insufficient; instead, we should aim to influence and direct the course of events.

We must position ourselves ahead of the curve, clearly envisioning our desired trajectory. Every decision we make, every action we take, plays a pivotal role in shaping our identity, character, and ultimately, our legacy. Thus, it is essential to recognise that our choices define who we are today and pave the way for our future successes and contributions.

By embracing this proactive mindset, we can transcend the norms of conventional business practices and become catalysts for change in our world.

“Our goal is not just survival, but sustainability. This entails embracing a culture of perpetual growth and innovation, anchored in the core value of Kaizen.” 

“As the CEO, it’s my responsibility to guide the organisation in the right direction. Steering towards the right direction entails serving as the visionary, understanding our current position, historical trajectory, and the intended destination.”