China’s P&L , Business growth, Client engagement

• Program Head of famous brands program across all sites in China –fully authorized to lead all the teams and take full responsibility for the operation effectiveness, quality and program growth.• Creates and enables the organization to achieve short, mid, and long-term goals and objectives.• Develops cost-saving opportunities via identification, implementation and tracking processes of the organization• Provides leadership and support for cross-function teaming across other functions and initiatives.• Directs and oversees budget management for categories under management of China operations.• Develops benchmarks and scorecards to be used for continuous improvement• Supervises associates involved in department activities, including assigning and reviewing work and evaluating performance. Supervise, delegate, and prioritize workload. Train staff on procedures, and internal controls.• Monitors performance, provides regular feedback and conducts employee performance reviews. Encourages and facilitates implementation of improvements and development.• Employee engagement and ensure that business and operational goals are effectively communicated to employees. Acts as a role module and ensures compliance with company policies and procedures.• Promotes a positive working environment that encourages employee involvement to achieve excellence in productivity, customer service, quality.• Demonstrates leadership behaviors that support continued growth and development and company mission and value.• Effectively build and lead the China team and Chengdu Site Operations in alignment with the objectives and strategy of the VXI global and China.

• Yearly growth strategic management• Daily Operation management, ensure KPI achievement with high quality.o Daily/weekly/Monthly review the performance by project (inbound, outbound and data entry)o Using Lean Six Sigma tools to reduce the waste and increase the efficiency.o Continued improvement in all functions.o Productivity control (HC ramp up, utilization and KPI related billing amount)o Meet all KPIs in the contractso Keep revenue and gross margin growth.• Manage training and quality team; ensure training quality with NAT KPI and Nesting KPI. QA with in cube monitoring, QA failure point identification, coaching, call listening, role play…• Manage Workforce planning.• Manage HR team:o Ensure project required HC on board before the deadlineo Recruiting channel build up to ensure long-term project ramp up and reduce recruitment cost.o Stress Culture and conduct related activities to encourage all staffs.• Manage IT team to ensure new project launch on time without IT issue and daily operation smoothly.• Control monthly and yearly budget of CD Site• Identify opportunities and keep the good relationship with clients to enhance revenue generation and project continued ramp up.• Preparation and management of new project implementation.• Coach direct report to develop procedures and process to establish an effective workflow of the project • Make sure all necessary operational reports are available for client and internal reviewing, and analyze the reports to identify opportunities for improvement • Coordinate with client from operations perspective and ensure client satisfaction• Provide support and guidance to call center supervisors and team leaders on daily operations issue• Coach and develop call center supervisors and team leaders to ensure they have sufficient skills and knowledge carry out job duties pertaining to the project• Create a professional and collaborative team working Environment

• Established a professional WFM team for China.• Built up Forecasting and Scheduling mechanism & logic and process.• Building up Real Time Monitoring process and mechanism. o Attendance control o Adherence control o Log in late control o Staffing hour shortage control o Productivity control• Leading Apple project process improvement with client.• Management of performance analysis by projects and provide improvement plan for senior management team.• Management of reporting team to support OPS and client.• Leading VXI global projects (Command Center and Apple Care COPS project…)• Management of billing team to maximum billing number through scheduling and Real Time monitoring• Management of China projects audit.• Leading project implementation at CD and other sites.• HC and budget control for SH/GZ/CD WFM • COPC Coordinator certified

• Build each function process• Process improvement and optimization• Data analysis and reporting management• Process training • Lean Six Sigma training• Support OPS KPI improvement

• Driving Parts solution for Asia region service team• Leading Asia countries order entry processes.• Handling Beijing customer service center team to receive the requests from all of the Asia service team• Participant weekly backlog and CSO review with Asia service team• Tracking and monitoring part delivery cycle time and quality• Coordinate with related departments to achieve providing professional service and reduce delivery cycle time• Work with warehouse and planning team on production scheduling and inventory stock holding to obtain optimum cost and service• Manage customer complaints, resolve problem and escalate to high level management to get solution• Working with cross function to contribute the finance benefit to Asia Service team, quality, productivity• Conduct business execution reviews, help team to resolve the issues • Build up internal process • leading and facilitating Lean events to drive standardization and simplification in wing-to-wing process.• Leading workout with Asia region service • Leading Asia Sunshine project • Leading global project “on time delivery” to increase on time deliver from 45% to 70% • Leading global parts metrics review• Leading Lean Six Sigma training/Lean activity • Build Lean culture in Asia team• Take the ownership of Value Stream Map drawing Project experience• Asia Project: “Sunshine”: Expending more shipping network in Asia Countries to reduce delivery cycle time and save transportation cost• Global DMAIC Project: “On Time Delivery Improvement” for global customers KEY ACHIVEMENTS• Reduce backlog volume from more than 500 to 120• Reduce parts deliver cycle time between Asia countries from more than 48~72 hr to 24 hr, Transportation cost saving USD 200/package• Reduced parts deliver cycle time, meet customer’s need by date rate from 45% to 70%