Manoj Chugani in

Manoj Chugani

Trailblazer · DISC type DI
Founder at Intention Coaching Limited
📍 Hong Kong SAR

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
31 Years
Current Role
Founder
Job Level
Leadership
Location
Hong Kong SAR
Personality Overview

How Manoj shows up

Assertive
Informal
Friendly But Fast

They are not against taking risks and can make tough decisions when required.
 A combination of speed and relationship gets the best response from them. They will fight for you if they come to believe in you.

Priorities

Topics Manoj cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

9-2023
Founder
Intention Coaching Limited
3-2013
Scaling Up Coach | Business Coach | Executive Coach | Leadership Coach | Entrepreneur | Investor
Connected Business Coaching
7-2006
Chief Executive Officer
Progressive Business Concepts Ltd.
4-2003 - 10-2012
Chief Executive Officer
CIL China Limted
6-1994 - 10-2012
Chief Executive Officer
Cartabon Industries Ltd.
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
1986 - 1991
Bachelor of Commerce (B.Com.)
Sydenham College of Commerce and Economics, Mumbai
Social presence
in
Behavioral profile

DISC profile (public)

D

Dominance (D)

Dominance (D) reflects how goal and task oriented a person is, and their ability to accomplish results irrespective of how demanding the circumstances might be. Those scoring high tend to be motivated by winning, competition, and success.

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