BrainCo: A global leading Brain - computer Interface company with market value $2B.Senior VP of sales+marketing, lead 8 departments of Intelligent Prosthetic，Children Rehabilitation, Consumer Electronics，Ecom, Sales Operation, Marketing,etc.

Genki Forest (a young and aggressive local soda water brand with $15B market value )CEO's special Consultant for sales organization restructure and new innovation model.

Quickly grasped beer market and Carlsberg business model through strong learning and changing agility. Over delivered 2020 2nd half year's sales target(unadjusted target before Covid).Carlsberg China Revenue hit 10 billion rmb, the sales, profit and market share all broke historic high record. The growth momentum was being kept in 2021 1st half, achieved high double digit growth vs. both 2020 and 2019 same period.-- Modern trade and ecom achieved +50% and +80% growth, hit historical high market share.-- Improved all BUs' sales execution excellence, over delivered all the related KPI.Started to lead China Sales transform and innovation from Oct 2020.-- Led and deployed BU restructure project sucessfully through clear principle, effective cross function collaboration and deep insight on BU differentiation.Design and implement Sales HQ restructure.-- Established Carlsberg China new retail innovation center, lead beer category's O2O and private domain innovation, creat the new growth engine by new capabilities. O2O achieved double growth in past 1 year.-- Lead Carlsberg China sales digitalization.Carlsburg China's stock market value hit historical high with 10 billion rmb in my period

-- Establish and expand Great China sales team with full portfolio from 40 headcounts to 200+, including regional sales, Enterprise team, BD team, Broker team, AM team, Sales operation, Training, New market expansion, New member development.-- Drive Naked Hub smoothly integration, sales team retention was 91%.-- Design and deploy China localized sale O-chart and compensation model with innovative ways Which directly resulted in sharp business growth.-- Sale achievement of 2018 2nd half was 7.6 times vs. year ago and 2019 1st half's was 3.8 times vs. year ago.

Responsible for HUIXIADAN B2B platform strategy development and implementation. This platform was rapidly expanding in the second half of 2016, registered and activated stores exceeded 1 million, GMV exceeded 17 Billion rmb, became China No.1 FMCG B2B platform, got both Tencent and Ping’an oversea’s strategic investment.As CSO: Design strategy, products, market positioning, profitability model, operating structure, oversea strategy, etc.Responsible for Marketing center and Product Center, design Platform Innovation Marketing plan, enhance store activity rate, promotion conversion rate, continuously improve product function and drive exceptional user experience.Design and build innovative Logistics Center and create "Hui Logistics", "Township Link" model, successfully realized the light assets logistic solution by cross-category cross-company logistic resource sharing.Establish financial Innovation Center, design and implement supply chain financial products and mobile payment products, establish the global strategic partnership with Ant Finance, Alibaba group. Establish Big Data Center management and provid intelligence solutions, including "Hui Assortment", "Hui display", "Shake & Shake" etc. As VP:Responsible for the commercial center operation, leaded 40 people of Business Development team to establish the strategic relationship with a large group of leading FMCG manufacturers , and also concurrently lead overseas business expansion.

-- Work as sales HQ, lead Wrigley China RTM model innovation including geography expansion, new coverage model, distributor model upgrade, setup dedicated team to study e-RTM solution.-- Own Independent super/mini, Wholesale and traditional trade's channel strategy and planning, 2/3 of Wrigley total business.-- Own Wrigley distributor management, which takes 91% of Wrigley business.-- Lead Wrigley new channel business including foods, gas station, cinema, pharmacy, highway station, airline, etc.

-- Own annual 5 billion RMB sales of South China, cross all P&G brands.-- Lead South regional distributor model innovation.

-- Own 80 million US$ annual marketing fund, responsible for the strategy setting, planning and deployment.-- Improve P&G Hair Care market share from 50 to 52, especially +3 pts in mini market and +4 pts in grocery.-- Well indentify China Hair Care distribution strategy, over deliver annual target by 113 index.

-- Launch China Distributor top retailer Flagship Store program. The store type’s business increased 56% in past 1 year.-- Design China Golden High Frequency Store (HFS) program to improve 50% productivity in China 0.2 million stores.

-- Build national best coverage model in Guangdong East and Hainan- National toppest performance market among 12 markets in 2010 and 2011.

-- Established and lead a central team of national In Store Consultant (ISC) team. Design and deploy China ISC strategy, reinvent China ISC model. Own 75 million US$ annual market development budget and in-store promotion design, re-established P&G shopper marketing capability by innovative Shopper Based Communication model -- Core leadership team member of Great China Market Strategy & Planning department

2005.8 – 2006.6: Project manager of Market Strategy & Planning: Pampers- Led “Liberty” test, a global project of low tier diaper, brought a breakthrough coverage model to the project which was reapplied to global developing countries.-- Pampers Fiscal year 0607 market development activity and budget owner and planner.The brand got 167% index growth in the year.--Got “P&G 100 shares” reward (5% of global employees). Got P&G” Special Appreciation Award”. Rating I employee.2003.4 – 2005.8: Project manager of Market Strategy & Planning.--Responsible for corporate promotion design, planning and deployment, played as expert on traditional trade solutions.--Was the leader and originator of “National Wholesale Corporate Display Program”, which was a breakthrough idea to combine different categories’ promotion into one. It brought a 187% volume index as well as saved P&G’s 40% investment, 65% field sales’ efforts in wholesale market promotion and avoided internal competition.-- Was the leader and originator of “Operation Spark” sub-distributor project. The program helped P&G cover national county cities and towns directly with the most effective way. The program was evaluated as the best program of P&G.- Got P&G “Special Appreciation Award”, recognized as “the father of P&G Sub-distributor program”. Rating I employee.