The Tet atmosphere has officially filled every corner of VMO as we celebrated our New Year’s Kick-off ceremony - Khởi Chương.&nbsp;Across our offices in Vietnam and around the world, the spirit of the Lunar New Year served as a powerful bridge, uniting our global team under one shared vision. This celebration was more than just a tradition; it was a testament to our culture of appreciation and solidarity, ensuring every VMOer felt the warmth of home and the spark of new ambition.&nbsp;By honoring our roots while looking toward a breakthrough year, we’ve set a foundation of joy and determination that will drive us to conquer new heights together. Wishing the entire VMO a prosperous, energetic, and successful Year of the Horse!&nbsp;#ALTEN #ALTENAsia #ALTENVietnam #VMO #TomorrowsWorld #MakeItHappen #Tet #LunarNewYear

The Tet atmosphere has officially filled every corner of VMO as we celebrated our New Year’s Kick-off ceremony - Khởi Chương.

New Year’s Kick-off ceremony - Khởi Chương

new-year’s-kick-off-ceremony

The Rising Wave - Year-End Party 2025: A Night of Convergence The music has faded, but the energy from The Rising Wave continues to resonate. Last week, we witnessed individual ripples of passion converge into a single, unstoppable force - a vibrant display of the "can-do" spirit and synergy that define us. From energetic stage performances to heartfelt connections, it was a night where our collective momentum marked a bold new chapter for ALTEN VMO. Beyond the excitement, we paused for shared reflection to honor our 2025 milestones and the incredible people whose dedication turns every challenge into a surge of success.&nbsp; More than a Year-End Party, it was a celebration of how far we’ve come and a preview of where we’re headed. To our team, partners, and global clients: thank you for powering this current. Let’s turn this shared momentum into a breakthrough in 2026! 🚀#ALTEN #TomorrowsWorld #MakeItHappen #TeamALTEN #ALTENVietnam #TheRisingWave #YearEndParty2025 #TogetherWeRise #Recap

The Rising Wave - Year-End Party 2025: A Night of Convergence

the-rising-wave-year-end-party-2025-a-night-of-convergence

<h2>From Strategy to Daily Operations: How Digital Healthcare Management Works in Practice</h2>Most healthcare organizations already have a digital strategy.The real challenge? Making that strategy work in daily operations.Digital healthcare management is not about launching another dashboard or mobile app. It’s about ensuring that patient enrollment, medication tracking, care coordination, and reporting are structured, traceable, and scalable every single day.<h2>Where Strategy Often Breaks Down</h2>Healthcare leaders aim to improve:<ul><li>Patient experience</li><li>Program transparency</li><li>Operational efficiency</li><li>Compliance and reporting</li></ul>Yet daily operations still rely on manual coordination, fragmented systems, and limited real-time visibility.The gap between ambition and execution is operational design.<h2>What Digital Healthcare Management Looks Like in Reality</h2>1. Digitized Workflows Clear, end-to-end processes for patient enrollment, medication distribution, and follow-ups fully traceable and standardized.2. Centralized Data &amp; Role-Based Access A shared system where coordinators, providers, and administrators collaborate securely with structured data.3. Real-Time Operational Visibility Dashboards and reporting that enable proactive decisions, not reactive troubleshooting. When these three layers align, digital transformation becomes measurable.<h2>How VMO Helped Turn Strategy into Operations</h2>In one of VMO’s healthcare engagements, a leading pharmacy distributor in Asia needed to scale and manage complex support programs for specialty medications across hundreds of hospitals.The strategic objective was clear:<ul><li>Improve program transparency</li><li>Enhance patient experience</li><li>Enable operational scalability</li></ul>The execution challenge was more complex.Operations were distributed, data was fragmented, and coordination relied heavily on manual processes.VMO worked alongside the client under a dedicated team model to build a centralized program management ecosystem that connected:<ul><li>Patient enrollment workflows</li><li>Medication tracking</li><li>Task management across program coordinators</li><li>Doctor-facing portals</li><li>Real-time reporting</li></ul>Rather than delivering isolated features, the focus was on creating a unified operational system.Today, the platform supports hundreds of healthcare facilities and thousands of patients providing structured processes, secure data management, and scalable infrastructure.The key success factor was not technology alone. It was the alignment between product architecture, operational workflows, and governance structure.<h2>Why Execution Architecture Matters</h2>Digital healthcare management fails when organizations treat it as:<ul><li>A dashboard initiative</li><li>A standalone mobile app</li><li>A one-time transformation project</li></ul>It succeeds when organizations:<ul><li>Design for interoperability</li><li>Implement modular but connected systems</li><li>Combine product thinking with operational governance</li><li>Commit to ongoing product evolution</li></ul>Healthcare is not static. Digital platforms must evolve alongside regulatory requirements, treatment innovations, and patient expectations.<h2>Moving Beyond Digital Intent</h2>For healthcare leaders, the real question is no longer:"Should we digitalize?"It is:"How do we make digital systems run our daily operations better every single day?"Digital healthcare management works when strategy is embedded into workflows, data flows seamlessly, and teams can act with clarity and confidence.That is where transformation becomes measurable.And that is where execution capability matters most. &nbsp;

From Strategy to Daily Operations: How Digital Healthcare Management Works in Practice

How Digital Healthcare Management Works in Practice

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<h2>The Reality Facing Healthcare Leaders Today</h2>Healthcare executives are navigating an era defined by rapid digital change, unprecedented data volume, and evolving patient expectations. Yet many operational decisions are still made using siloed data, legacy systems, and outdated reporting, resulting in delays, inefficiencies, and missed opportunities to improve outcomes.To lead confidently in 2026 and beyond, modern healthcare leaders must embrace tools and strategies that emphasize data-driven decisions, predictive analytics, and real-time operational intelligence, not just digitization.This means transitioning from reactive problem-solving to&nbsp;strategic foresight<h2>Why Traditional Systems No Longer Support Strategic Decisions</h2>Most healthcare IT ecosystems grew organically over time. As a result, leaders often face:<ul><li>Multiple disconnected systems (EHR, LIS, RIS, ERP, insurance platforms)</li><li>Static reports that reflect yesterday’s data</li><li>Manual reconciliation across departments</li><li>Limited visibility into operational performance at scale</li></ul>While these systems may support daily operations, they fall short when leaders need to answer questions like:<ul><li>Where are our biggest operational bottlenecks today?</li><li>Which services are underperforming and why?</li><li>How do clinical, financial, and operational metrics impact each other?</li><li>What will happen if we scale a new service or change a care pathway?</li></ul><h2>The Shift: From Data Collection to Decision Intelligence</h2>Healthcare leaders are increasingly adopting tools that move beyond basic digitization toward&nbsp;decision intelligence systems designed to turn complexity into actionable insight.<h2>1. Unified Data Platforms: Breaking Down Silos</h2>The foundation of decision clarity is a&nbsp;single, trusted view of operations.Modern healthcare platforms integrate data from:<ul><li>Clinical systems (EHR, PACS, LIS)</li><li>Operational systems (scheduling, workforce, asset management)</li><li>Financial and insurance platforms</li><li>External partners and population health data</li></ul>Instead of replacing existing systems, these platforms act as a&nbsp;data layer, enabling leaders to see how different parts of the organization interact.Impact for leadership:<ul><li>Faster access to cross-functional insights</li><li>Reduced manual reporting</li><li>Improved alignment between clinical and operational decisions</li></ul><h2>2. Advanced Analytics &amp; AI: Turning Insight into Foresight</h2>Once data is unified, advanced analytics and AI become powerful decision enablers.Healthcare leaders are using AI-driven tools to:<ul><li>Forecast patient volumes and resource needs</li><li>Detect operational inefficiencies before they escalate</li><li>Identify patterns behind delays, cancellations, or readmissions</li><li>Model “what-if” scenarios for strategic planning</li></ul>Rather than reacting to problems, leadership teams can&nbsp;anticipate outcomes and evaluate trade-offs, a critical capability in high-stakes healthcare environments.This shift transforms analytics from a reporting function into a&nbsp;strategic decision engine.<h2>3. Decision-Centric Dashboards: Designed for Leaders, Not Analysts</h2>Decision clarity also depends on how insights are delivered.Modern healthcare decision tools focus on:<ul><li>Role-based dashboards tailored for executives, clinical leaders, and operations teams</li><li>Real-time or near-real-time visibility</li><li>Clear prioritization of issues and opportunities</li><li>Visual storytelling, not raw data tables</li></ul>The goal is not to overwhelm users with metrics, but to&nbsp;guide action.When leaders can quickly understand what matters most and why decisions become faster, more confident, and more aligned across the organization.<h2>What This Means for Healthcare Organizations Today</h2>Healthcare organizations that invest in decision intelligence tools are seeing tangible benefits:<ul><li>Shorter decision cycles</li><li>Better alignment between strategy and operations</li><li>More efficient use of clinical and operational resources</li><li>Improved patient experience and outcomes</li><li>Stronger readiness for future healthcare models</li></ul>More importantly, leaders regain time and mental bandwidth to focus on&nbsp;strategic growth and care innovation, rather than operational firefighting.<h2>Moving Forward: Decision Clarity as a Competitive Edge</h2>Leaders empowered with&nbsp;integrated data, predictive analytics, and intuitive dashboards can cut through the noise and make decisions with confidence. And when your content addresses the&nbsp;topics people are actively searching like AI in healthcare operations, healthcare predictive analytics tools, and digital transformation trends for 2026, your authority grows both online and offline.For healthcare executives, thought leaders, and digital strategists looking to lead their organizations confidently in the digital era,&nbsp;decision clarity isn’t just about data - it’s about empowering people with insights they can trust.About VMOAt VMO (An ALTEN company), we work with healthcare organizations to design and build data, analytics, and AI-driven platforms that help leaders move from fragmented operations to clear, actionable decision-making.

From Operational Complexity to Decision Clarity: New Tools for Leaders

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<h2>Why Healthcare Management Is Becoming a Digital Discipline</h2>Healthcare has always been complex. But today, complexity alone is no longer the biggest challenge.The real challenge is&nbsp;managing healthcare in a world where data, technology, and speed define outcomes.From hospital operations to population health, healthcare management is quietly transforming from an administrative function into a&nbsp;digital discipline.<h2>From paperwork to platforms</h2>Traditionally, healthcare management focused on processes, policies, and people. Information lived in silos: paper records, isolated systems, and spreadsheets owned by individual departments.Today, that model is breaking down.Healthcare organizations are increasingly managed through:<ul><li>Digital platforms instead of paper-based workflows</li><li>Real-time dashboards instead of retrospective reports</li><li>Integrated systems instead of disconnected tools</li></ul>Management decisions now depend on&nbsp;data availability, system interoperability, and digital maturity as much as medical expertise.<h2>Data is reshaping decision-making</h2>Modern healthcare managers are no longer just coordinating resources. They are interpreting signals.Operational data, patient flow metrics, clinical outcomes, and financial indicators are now:<ul><li>Tracked continuously</li><li>Visualized in real time</li><li>Used to guide daily decisions, not just monthly reviews</li></ul>This shift enables healthcare leaders to move from reactive management to&nbsp;predictive and preventive decision-making, improving efficiency without compromising care quality.<h2>Digital tools are redefining operational excellence</h2>Staffing, scheduling, procurement, compliance, and quality assurance are all being transformed by digital solutions.Examples include:<ul><li>Predictive staffing models to reduce burnout and shortages</li><li>Automated compliance tracking across facilities</li><li>Digital care coordination across hospitals, insurers, and care providers</li></ul>Healthcare management excellence is no longer about “managing more with less”, it is about&nbsp;designing smarter digital systems that support clinicians and patients alike.<h2>Management is becoming cross-functional by default</h2>Healthcare management today sits at the intersection of:<ul><li>Clinical care</li><li>IT and data</li><li>Finance and operations</li><li>Regulation and security</li></ul>This means leaders must understand not only healthcare delivery but also:<ul><li>How digital systems interact</li><li>How data flows across the ecosystem</li><li>How technology choices impact patient experience and clinical outcomes</li></ul>In practice,&nbsp;healthcare management is starting to look a lot like digital product management, with patients, clinicians, and administrators as key stakeholders.<h2>A necessary evolution, not a trend</h2>This transformation isn’t driven by hype or technology for technology’s sake.It’s driven by real pressures:<ul><li>Growing patient demand</li><li>Workforce shortages</li><li>Cost constraints</li><li>Increasing regulatory complexity</li></ul>Digital discipline is becoming the foundation that allows healthcare organizations to scale, adapt, and remain resilient.Those who invest early in digital healthcare management capabilities will be better positioned to deliver&nbsp;sustainable, high-quality care in the years ahead.

Why Healthcare Management Is Becoming a Digital Discipline

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For years, digital health has been framed as&nbsp;the future of healthcare.By 2026, it feels different. Not like a breakthrough year, but a reset.After rapid experimentation, pandemic-driven acceleration, and heavy investment in new tools, the industry is entering a more disciplined phase. The question is no longer&nbsp;what technology can do, but&nbsp;what actually works at scale.<h2>From Speed to Accountability</h2>The 2020–2023 wave demonstrated that healthcare can rapidly adopt digital tools. Telehealth, remote monitoring, analytics, and AI scaled faster than anyone expected.But speed came with trade-offs.By 2026, healthcare leaders are asking harder questions:<ul><li>Does this solution improve patient outcomes?</li><li>Can clinicians rely on it in their daily workflows?</li><li>Is it maintainable, secure, and compliant long-term?&nbsp;</li><li>Does it integrate cleanly with existing systems?</li></ul>It’s telling that&nbsp;over 60% of healthcare executives now cite “demonstrating ROI” as their top digital challenge, ahead of adoption itself. The focus has shifted from deploying technology to proving its value.<h2>The End of Endless Pilots</h2>Another clear sign of reset: patience for endless pilots is running out.Healthcare organizations are consolidating vendors, platforms, and experiments. Instead of dozens of proofs-of-concept, they are prioritizing fewer initiatives with clear ownership, measurable impact, and long-term roadmaps.This shift is not theoretical.&nbsp;Nearly half of digital health initiatives never move beyond pilot or early-stage deployment, pushing organizations to rethink how and with whom they innovate.<h2>AI Matures-Execution Becomes the Differentiator</h2>AI remains central to digital health strategies, but it is no longer the headline.By 2026, access to AI is widespread. What differentiates organizations is execution:<ul><li>How AI is embedded into clinical and operational workflows</li><li>How models are governed, validated, and monitored</li><li>How explainability and regulatory readiness are handled</li></ul>The conversation has moved from&nbsp;what the model can do to&nbsp;how safely and reliably it performs in real care settings.<h2>Interoperability Becomes Non-Negotiable</h2>Interoperability has long been promised. In 2026, it will become mandatory.Healthcare systems can no longer afford siloed data or disconnected platforms. Digital health strategies are now judged by how well they connect clinical, operational, and financial data across ecosystems.API-first, standards-based architectures are no longer “nice to have”—they are baseline expectations.<h2>From Digital Experience to Real Clinical Impact</h2>Earlier phases of digital health emphasized apps, portals, and dashboards. While experience still matters, 2026 prioritizes impact.Technology is expected to:<ul><li>Reduce clinician workload</li><li>Improve decision-making</li><li>Shorten the time to treatment</li><li>Deliver measurable operational value</li></ul>The reset reflects a deeper understanding that transformation happens in systems, workflows, and data, not just interfaces.<h2>A Healthier Phase for Digital Health</h2>This reset is not a slowdown. It is a sign of maturity.Digital health in 2026 is becoming more focused, more realistic, and more outcome-driven. Organizations that succeed will not be those that adopt the most technology, but those that build strong foundations and execute with clarity.In that sense, a reset may be exactly what digital health needs.

Why 2026 Feels Like a Reset Year for Digital Health

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By reading this article, you will gain valuable insights into the significant advantages of enlisting the expertise of a skilled SAP logistics consultant. It will provide a clear understanding of how such consultants can revolutionize logistics functions, leading to cost reduction, improved operational efficiency, and remarkable professional achievements.

SAP Logistics: Unlocking the Key Benefits, Strategies & Best Practices

This article explores the concepts of SAP logistics business processes and emphasizes the importance of logistics in supply chain optimization

sap-logistics-unlocking-the-key-benefits-strategies-best-practices

On April 1, 2021, VMO Holdings Technology Joint Stock Company (VMO) held a Ceremony to announce its Vision, Mission &amp; Core Values which has been solidified during the past 10 years of establishment and development. On that enduring journey full of proud milestones was the great leadership of the Board of Directors, in alignment with the consensus of all the members of VMO.&nbsp;Along with the outstanding development and growth, VMO embraces the goal of meeting an increasingly rigorous requirements of the IT market, conquering the satisfaction of significant customers in various large-scale projects. Above all lies the ultimate development goal of VMO, closely tied with its core values, lofty mission, and new vision to bring VMO to a new position, increase its influence and spread more good values to the community.In parallel with the investment and development of human resources and technology, VMO clearly understand the desires and ideal that company needs to implement to make VMO a global technology company. VMO officially announce its Mission, Vision &amp; Core values Statement:&nbsp;OUR VISION&nbsp;To be recognized as a Global Leading IT Company<ul><li>To actualize the innovative idea of clients around the world with professional software development and business consultation services.</li></ul>OUR MISSIONFrom Idea to Reality, From Goodwill to Impact<ul><li>VMO turn&nbsp;the&nbsp;ideas of the clients&nbsp;into valuable products that actively contribute for the betterment of the society.</li></ul>OUR CORE VALUESDesire<ul><li>Desire is the aspiration to achive greatness. We desire, we change, we thrive.</li></ul>Transparency<ul><li>&nbsp;VMO Holdings embraces transparency. Internally, we make sure that every voices are listened. To clients, we build the relationship with goodwill and trust. Transparency is the foundation of sustainable development.</li></ul>Conscientiousness<ul><li>We treat each task&nbsp;with&nbsp;passion and enthusiasm. Dedication is the secret of outstanding efficiency.</li></ul>Synergy&nbsp;<ul><li>We&nbsp;are group&nbsp;of&nbsp;different personalities with a same will&nbsp;and common goal. Synergies is the engine of great teamwork.</li></ul>VMO Holdings Technology Joint Stock Company hopes that a new vision, mission, and core values will serve to achieve company’s development goals, bring company to a new position, upgrade its corporate culture, and create useful values to contribute to the development of global humanity.

On April 1,  VMO officially announced vision, mission and Core values Statement

VMO ANNOUNCED VISION, MISSION, CORE VALUES

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On December 24, 2019, VMODEV Hanoi Technology Joint Stock Company officially established a branch of VMO Japan at 〒101-0047 Tokyo , Chiyoda-ku , Uchikanda, 2-14-12, Hoshiya 6th Building No 402, one of World's largest economic centers.&nbsp;Founded in 2012, VMODEV has over 8 years developing and accompanying many European and American businesses, successfully building many technological products from the concept stage to delivering to users, including the product reaches more than 15 million users worldwide.Quality, Flexibility, Speed are the core values that the leaders and employees of VMODEV have pursued for nearly 10 years. Identifying Japan as the next important market in the company's long-term development strategy, Mr. Hoang Tuan Hai, CEO of VMODEV said: “The Japanese IT market is a large market with strict requirements for quality. We believe that by understanding the culture of our team in Japan, VMODEV can completely bring success to Japanese businesses, such as the satisfaction we bring to clients in the Europe and America, EU markets”.In Japan, VMODEV wishes to assist clients in deploying digital business models, as well as applying IT platforms and new technologies such as AI, Cloud, RPA ... to improve productivity and efficiency for current business models. VMODEV will provide high quality IT human resources for Japanese businesses. It is expected that after Japan, VMODEV will continue to expand more branches in countries such as the USA, Singapore, Korea ... in the near future.&nbsp;More information about VMODEVVMODEV was founded in 2012 by technology enthusiasts and desires to contribute and bring practical values to society. Currently the company has 4 working offices and its headquarters are located in Hanoi, Vietnam. Over 8 years of working with many partners in Europe, America, EU, Asia ... VMODEV has developed more than 300 projects with clients from 11 countries. The products we design and deploy reach more than 45 million users globally.&nbsp;Contact information<figure class="table"><table><tbody><tr><td>VMODEV HANOI TECHNOLOGY JOINT STOCK COMPANYAddess: 15th Floor, TTC Tower, 19 Duy Tan st., Dich Vong Hau ward., Cau Giay dist., Hanoi 100000Phone number: +84 24 3312 0103Website: <a href="https://www.vmodev.com/">https://www.vmodev.com</a>Email: <a href="mailto:info@vmodev.com">info@vmodev.com</a></td><td>VMO JAPAN JOINT STOCK COMPANYAddress: 〒101-0047 Tokyo , Chiyoda-ku , Uchikanda, 2-14-12, Hoshiya 6th Building No 402Phone number: 03-4400-2818Website: <a href="https://www.vmodev.jp/">https://www.vmodev.jp</a>Email: <a href="mailto:infojp@vmodev.com">infojp@vmodev.com</a></td></tr></tbody></table></figure>&nbsp;

On December 24, 2019, VMODEV officially established a branch of VMO Japan

VMODEV OFFICIALLY ESTABLISHED A BRANCH IN JAPAN

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1. Lead and Develop the Development Team:&nbsp;<ul><li>Responsible for building, developing, and maintaining the team of software engineers, project managers, and support departments to meet customer needs and drive company growth.</li></ul>2. Project Management and Quality Commitment:&nbsp;<ul><li>Ensure projects are executed on schedule, within budget, and aligned with the quality standards committed to clients.</li><li>Monitor and coordinate projects to ensure customer satisfaction.</li></ul>3. Establish and Maintain Customer Relationships<ul><li>Work closely with major clients to ensure services are delivered according to their needs.</li><li>Maintain and develop long-term client relationships.</li></ul>4. Ensure Compliance with Processes and Regulations<ul><li>Ensure the team adheres to internal processes, regulations, and industry standards (such as ISO, CMMI) to maintain quality and operational efficiency.</li></ul>

Delivery Manager (ENG)

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<ul><li>Participate in outsourcing projects for clients in the Japanese market</li><li>Work directly with Japanese clients</li><li>Plan project activities, track progress, and manage onsite team members</li><li>Perform other tasks as assigned</li></ul>

AWS Engineer (onsite in Japan)

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Our project works on operations-technology in which integrates advanced security, technology, facilities management, customer service and talent to build and operate bespoke solutions for complex, critical operations that extend beyond security.We are looking for a Senior AI/ML Engineer in the AI Development Group, you will lead the rapid prototyping, development, and integration of AI capabilities across current and next-generation technology platforms. This role is pivotal in advancing the AI adoption journey, making AI a core driver of innovation and operational excellence. You will work closely with cross-functional teams to explore, experiment, and productize AI solutions, embedding advanced AI technologies into software and hardware ecosystems to enhance security, automation, and operational intelligence.What You'll Do<ul><li>Lead the rapid prototyping of AI solutions to enhance product offerings and operational capabilities.</li><li>Own the technical development of AI projects, from ideation to productization, deployment and maintenance.</li><li>Drive the integration of AI technologies into existing and future technology platforms, ensuring that AI enhances the efficiency, security, and scalability of solutions.</li><li>Oversee the development of reusable and scalable AI modules / services to enhance organizational agility and reduce development time for future projects.</li><li>Engage with stakeholders across departments to identify areas where AI can drive value and address business challenges.</li><li>Ensure AI solutions are compliant with industry standards, regulatory frameworks, and data privacy policies.&nbsp;</li><li>Champion AI best practices across the organization, promoting AI literacy and fostering a culture of AI-driven innovation.</li></ul>

Senior AI/ML Engineer

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About the Role<ul><li>We are seeking an AI Researcher to develop advanced, AI-driven computer vision systems for real-time defect monitoring in Laser Powder Bed Fusion (L-PBF) additive manufacturing. The role focuses on detecting, classifying, and quantifying microscopic and macroscopic defects during the powder re-coating and laser melting phases to ensure part quality and safety.</li><li>You will work at the intersection of machine learning, computer vision, and advanced manufacturing, translating research concepts into deployable, real-time solutions.</li></ul>Problem Statement<ul><li>During the L-PBF process, defects such as porosity (holes), hopping/recoil instabilities, powder residue, and streaking can occur and compromise part integrity. The objective of this role is to design and implement an AI-based monitoring system that can: Detect &amp; Classify defects in real time during powder spreading and laser melting Quantify Severity of detected flaws and trigger alerts when thresholds are exceeded</li></ul>Key Responsibilities<ul><li>Design and develop computer vision and deep learning models for real-time defect detection in L-PBF processes</li><li>Research and implement methods to classify defect types (e.g., porosity, hopping, powder residue, streaking)</li><li>Develop algorithms to quantify defect severity and confidence levels</li><li>Integrate AI models with in-situ sensor data (optical, thermal, high-speed imaging, or melt-pool monitoring systems)</li><li>Optimize models for low-latency, real-time inference on edge or industrial systems</li><li>Collaborate with manufacturing, materials, and hardware teams to validate models on real production data</li><li>Evaluate system performance using statistical and manufacturing-relevant metrics</li><li>Document research findings and contribute to patents, publications, or internal technical reports</li></ul>

AI ENGINEER (AI Researcher)

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We are looking for an experienced Senior Data Scientist with years of Life Insurance experience to join our fast-paced, high-energy team. As a Senior Data Scientist, you will perform quantitative data analysis to enable organizational decision making and develop solutions to complex business problems and create value to the business. This position offers exposure to a wide variety of analytics tools and technologies as well as unique challenges in problem-solving. Building and deploying predictive models in support of our pricing strategy will be a focus area.In This Role, You Will<ul><li>Synthesize data to uncover inherent trends, assess impact of data on business usage, and to make recommendations for improvement.</li><li>Build GLM pricing models in support of various property and casualty insurance products.</li><li>Research, recommend, and implement statistical and other mathematical methodologies appropriate for the given business problem.</li><li>Build explanatory and forecasting models using descriptive and inferential statistics, and regression analysis.</li><li>Perform data validation, preprocessing, and exploratory data analyses.</li><li>Communicates analytical goals, approach, outcomes, and insights to both technical and non-technical audiences.</li><li>Translate analytical findings into relevant business insights.</li><li>Collaborate with business partners and peers within the organization to understand and scope the problem, gather business requirements, and develop robust model solutions that drive improvement in key business metrics.</li><li>Effectively communicate with key stakeholders (both technical and non-technical) in written, oral and presentation formats.</li><li>Create/Maintain excellent working relationships with business partners across the Chubb organization including Product, Actuarial, IT, and analytics peer groups.</li><li>Provide guidance and mentorship directly and indirectly to junior team members.</li></ul>

AI Engineer (Life Insurance experience)

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<ul><li>Tham gia các dự án product/outsource cho khách hàng Nhật Bản: lĩnh vực tài chính, y tế, ecommerce…&nbsp;</li><li>Kỹ sư cầu nối cho đội phát triển với khách hàng Nhật - Làm việc trực tiếp với khách hàng người nhật&nbsp;</li><li>Tham gia quản lý tiến độ dự án, báo cáo công việc định kỳ với khách hàng và quản lý dự án&nbsp;</li><li>Loại hình dự án: Các hệ thống web-application (Java, NodeJS, ReactJS, PHP, HTML, CSS,..)</li></ul>

BrSE Engineer

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<ul><li>Participate in the company’s project to develop the Japanese market.</li></ul>

Junior Python Developer

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<ul><li>Participate in and develop the unit’s projects</li><li>Training to become a bilingual BA for the Japanese market</li><li>Follow tasks assigned by the mentor or leader</li></ul>

Business Analyst (English & Japanese)

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We seek a skilled Business Analyst with 3-5 years of experience to join our team. The&nbsp; ideal candidate will bridge the gap between business stakeholders and technical teams&nbsp; and have some exposure to ESG concepts.&nbsp;Key Responsibilities&nbsp;<ul><li style="margin-left:18.875045776367188pt;">Analyze and document business requirements, create functional specifications,&nbsp; and user stories.</li><li style="margin-left:18.875045776367188pt;">Facilitate stakeholder workshops and requirement gathering sessions.</li><li style="margin-left:18.875045776367188pt;">Collaborate with cross-functional teams to identify process improvements.</li><li style="margin-left:18.875045776367188pt;">Participate in Scrum ceremonies and support Agile development processes.</li><li style="margin-left:18.875045776367188pt;">Conduct gap analyses and feasibility studies for proposed changes.</li><li style="margin-left:18.875045776367188pt;">Support testing activities, including UAT and system integration testing.</li><li style="margin-left:18.875045776367188pt;">Perform data analysis to provide business insights and recommendations.</li><li style="margin-left:18.875045776367188pt;">Assist with ESG-related initiatives and reporting as needed.&nbsp;</li></ul>

Business Analyst (English - DU33)

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<ul><li>Participate in outsourced projects for clients in the Japanese market.</li><li>Act as a bridge between Japanese clients and the offshore project team in Vietnam.</li><li>Work directly with Japanese clients: communicate, negotiate, receive, and analyze software project requirements, then convey them to the project team in Vietnam.</li><li>Plan, monitor progress, and manage the onsite team.</li><li>Perform other tasks as assigned.</li></ul>

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