2017- Present
2019 Sept-now
2017-2019 Sept
2013-2017
2016-2017
2013-2016
2007 – 2013 Schneider Electric China Operations China (Beijing)
General Manager, Corporate Alliance & Digital Ecosystem Beijing
• Head of Corporate Alliance & Digital Ecosystem development in China
• Define and refine China Alliance & Digital Ecosystem strategy
• Build and maintain alliance relationship with Chinese Digital Ecosystem Partners: Top tech giants, Segment Leaders, Key Accounts and Startups
• Manage “end to end” cooperation project with partners: exploration, engage, POC/pilot/, scale up
• Develop team and facilitate SE China Alliance Community
Director, Strategy & Business Development, China Operations Beijing
• Strategic planning and Strategic Projects:
o Manage project managers to deploy important strategic studies around the development of the Corporate overall situation. Provide decision basis and alternative solutions for the Corporate and Business Unit management team
o Make the early period research and demonstration for innovation business and major decisions, make the scheme and implementation plan
o Support SVP, Strategy and Business development, China on assigned strategic projects
• Communicate and coordinate with different Function & BU teams to both get internal alignment and well allocate resources for active projects in strategy plan
• Acquisition & Alliance:
o Identify potential partners or targets in focused segments
o Support end-to-end A&A project management, when required
• Major Projects:
o Service Partner Program in China:
Identify key issues and area of improvement of current program
Propose Service Partner Program 2.0: Partner Management / Offer (Segment/Consulting/Digital) / GTM
Co-lead the upgraded program implementation
o Digital Acceleration Project:
Customer insights: Interview current digital offers in LV & MV business, identify potential road blocks and barriers
Problem solving recommendations: 1. Organization / Process 2. Offer 3. GTM 4. Execution
China Digital Service Bureau Strategy
o Digital Project Execution Strategy for IAC (Industrial Automation China):
Mapping current digital project execution (Plant Automation, APS/OTS Aveva, EMS, MES, SM, etc.)
Identify challenges and opportunities (potential synergies, benchmarking, etc.) and challenges in current execution model
Propose 3 year plan for IAC Digital Project Execution Strategy (Organization/Process/Model)
o New China Energy Landscape project:
China Power Sector Deregulation
Micro Grid and Energy Storage behind meters
Power Distribution IOT
o Strategic Work Force Planning (with the focus of Segment / Digital / Opex)
o ITD China 3-years plan
o MV China Medium Strategy
o Acquisition and Alliance Projects:
Project Huashan (LV China)
Project H2 (Ecob China)
Project Country Garden (IA China)
Nestle China
Nestle Greater China Region (Mainland, Hong Kong & Taiwan) 2016 business turnover is ~USD 7 Bn
Head of New Business, Wyeth Nutrition Shanghai
• Member of Wyeth Nutrition Greater China Leadership Team
• Responsible for overall Commercial P&L of New Business Unit
• “Go Deep” Business: channel specific product and new RTM to penetrate low tier cities market: RMB 150 MM
• Cross boarder E-commerce (CBEC) & O2O operation: RMB 132 MM
• Direct To Consumer: leverage Wechat platform and company owned platform: RMB 25 MM
• Innovative product in new category: newly launched kids formula liquid milk: RMB 25 MM
• Special channels: Pharmacy, Duty Free, Worker Union, Airline and Bank membership stores
• People management: leading a team of 18 professionals, including sales, marketing, trade marketing, etc.
Director of Strategy & Business Development, Greater China Region Beijing
• Responsible for corporate level strategic planning, portfolio management, merger & acquisition, joint venture and strategic investment projects of all Nestle businesses in Greater China Region (Mainland, Hong Kong and Taiwan), including Infant Formula, Dairy, Coffee, Ice Cream, Confectionary, RTD, Food and condiment, Pet food, Professional Business (OOH), Water, Nespresso, Nestle Health Science, etc.
• Lead various Business Unit Level strategic projects (i.e. geographic expansion, innovation and market entry, new product launch, consumer insight, RTM, etc.)
• Strategic Projects:
o Granular Growth Project: Optimize resource allocation/investment and geographic footprint of 4 BUs (~10 Bn RMB turnover). Review “market attractiveness” and “capability to win” at 288 prefecture city level. Align resource allocation and investment plan (including Brand Marketing investment, trade expense, sales forces and PG/SR) with identified priority market. Managed end-to-end project with 4 BU managers and division managing director from initiation to implementation. Increased incremental ROI by 1.1% after 12 months.
o Project Quantum: Accelerate penetration rate of key Nestle BU. Co-lead with BU Marketing Director. Identified two key channels and go-to-market action plans. Responsible for monitoring the KPI of implementation. Increased incremental organic growth by 0.5% after 14 months.
• M&A, JV & Strategic Alliance:
o ~0.5 Bn acquisition of private company in East China.
o ~3 Bn acquisition of minority shareholding in South China.
o Strategic alliance with upstream farming corporation in North China
o Strategic alliance and JV with Singaporean healthcare company
o Strategic alliance with leading Chinese dairy player
LAFARGE SA CHINA China
World leader in building material sector and a Fortune 500 company, Lafarge has a presence in 64 countries with 64,000 employees and annual revenue of Eur 15.3 Bn in 2011
2012 - 2013 Head of Strategy, China
Head of Strategy Department
• Responsible for Strategy and Business Development in China, covering 4 business lines: Cement, Concrete, Aggregate and Precast. Total revenue of Chinese Operation: 1 Bn USD in 2011.
• Managing Strategy Function in Country HQ and Business Unit: 14 people in total. 4 direct reports.
• Leading four teams in each Business Unit and three teams in HQ: 1. Strategic planning and Study 2. M&A 3. Competition Watch.
Member of China Executive Committee
• Playing heavy weight leadership role together with other top Executives at country level by making decisions in various Steering Committees.
• Reviewing monthly operation performance of all Business Unit together with Country CEO, CFO, Head of Sales, Head of Marketing and Head of Industrial Performance and BU Excom Members
• Advising Organization and Human Resource Review committee and helping on key strategic HR decisions. i.e. succession plan of key position, identification high potential, development plan of identified high potential
Standing Member of China Investment Committee
• Coordinating the monthly Investment Committee at country level. Overseeing all development Capex in four business lines in China. 10 projects reviewed in 2012
Board Director of Guizhou Shui On Cement (JV with local partner)
• Corporate governance: representing majority shareholder Lafarge as Non-executive Director on Board.
• Manage the relationship with Chinese partner (State owned enterprise) and the relationship with local government
• Lead negotiation with local minority partner and local government on various issues
2007 - 2012 Senior Business Development Manager (M&A) - China (Strategy Manager - China before 2009)
Corporate Strategic project:
• Managed Strategy Team in China on selected project and missions. Motivated the team to deliver growth strategy of Concrete business, analyzed potential synergies with existing business, identified the priority market to enter, and facilitated the team in bottom up analysis of customer needs and potential value-added solution opportunities. Reviewed business plan (DCF financial modeling) and created control and monitor mechanism for strategic plan implementation phase
• Appointed as one of two senior leaders from China headquarter to work with BU sales & marketing team on performance improvement action plan. Led BU team to identify opportunities of optimization (~17% increase of COI margin). Monitored and controlled the implementation plan
Business Unit Strategic Project:
• Market Entry: Capex RMB 1.3 Bn new production facility to. Working with BU Manager on End-to-end project management from project initiation to implementation. Coordination with Group Headquarter for internal process. Increased capacity by 80% for the BU. 3 year capacity reached 83% utilization. Delivered RMB 330 M incremental annual sales.
• New Product Launch: Co-Lead the project with BU Manager from scoping the opportunity to customer development research, go-to-market strategy, and monitoring launch implementation. Successfully launched in two BUs. Delivered incremental EBITDA RMB ~ 40 M in year two.
Regional M&A Coordination
• Managed ~240 MM Eur acquisition in Southwest China (4 plants).
• Supported ~60 MM Eur divestment in North China (2 plants).
• Managed deal process until signing of SPA for ~500 MM Eur acquisition in Southwest China (7 plants)
IPO / Private Placement Project Management
• Managed and controlled overall project schedule, budget and deliverables under CFO's direct supervision
Industry policy making
• Represented Lafarge and foreign investors in Expert Committee appointed by Chinese central government in the policy making of "China Cement Industry Planning of Consolidation
• Successfully removed potentially discriminatory clauses against foreign players
People management and development
• Managed and developed cross-cultural team (Chinese, French, British)
• Successfully developed and coached two direct reports to manager level. Conducted more than 30 interviews and recruited 4 strategy analysts in past three years
2005 - 2006 China National Building Material (CNBM) China/Ethiopia/Saudi Arabia/United Arab Emirates
Fortune 500 Company, Chinese building material conglomerate owned and directly managed by State Council of Chinese central government. Controls 6 listed company in HK and Mainland China and generate USD 20 Bn in annual revenue
Team Leader, Marketing and Operation
Turn key contract sales
• Led a team of 6 professionals to perform biddings & negotiations of 8 Cement Plant Projects in the 7 countries in Middle East & Africa
• Won two Cement Plant Turn-key Contracts in Saudi Arabia (USD 160 million) and Ethiopia (USD199 million, largest cement production line in sub-Saharan market until today)
Marketing plan
• Coordinated and developed marketing plan for UAE, KSA, and Ethiopia
• Supervised marketing plan of Yemen, Jordan and Iraq
• Developed marketing plan template and guidelines for the whole company
EDUCATION
2011-2013
Tsinghua University/INSEAD Executive MBA
China/Singapore/France/Abu Dhabi
2004 - 2005 Manchester Business School, University of Manchester Master of Business in Global Business Analysis United Kingdom
2003 - 2004 University of Birmingham Master of Science in International Money and Banking United Kingdom
1999 - 2003 Wuhan University of Technology Bachelor of Economics in International Economics and Trade China
• President of Class (consecutive four years)
School of Economics Scholarship (consecutive three years)
2000 - 2003 Wuhan University Double Major Diploma in Law China