Caesar Ku Email & Phone Number

Shanghai City, China

Shanghai City, China

Shanghai City, China

Edwards Technologies is a leading company in vacuum pumps & abetment system, based in UK. It was acquired by Atlas Copco in 2014, Atlas Copco is a Swedish mechanical company major in Mining machines, Construction machines & compressor technology. Globally, Edwards is a company with 4300 employees and turnover is around USD 1.2B. Edwards’s major focus on Semi related business (Semi, FPD, Solar & LED) and has a more than 50% market share in SEMI related business. My responsibility not only in Semi, but also trying to develop General Vacuum business in Industry applications after Atlas Copco acquisition. I’m leading a team of 450 employees in Asia to provide aftermarket service to our end user customers. We provide field service support to end users, remanufacturing of pumps & abetment system as major service business, but also provide pump upgrade, certified pump, exchange pump, spare parts and consumables to our customers. I have 10 direct reports – 3 Service Directors (TW, China & SEA), 5 Service Sales Managers (TW, Semi China, GV China, SEA, and Precision Plus (dotted Line)), Asia Remanufacturing Manager (dotted Line) and Asia Supply Chain Manager (Dotted Line). Total turnover is around USD 75M in 2015. One of my major initiative is to develop our GV service business from scratch. I need to develop the Service strategy for Asia and execute. Expect to get 20% YOY growth from the GV install base. Due to organization restructuring, I changed to global service marketing director role in May 2016.Major Contributions –1. Change Service Business culture to be an independent BU.2. Manage Semi Service business growth as usual.3. Set margin Improvement plan on Semi Service business and execute. – TSMC & UMC4. Develop GV service market strategy and execute.5. Develop Authorized Service Providers in Thailand.6. Manage Asia Service business growth at 8% in 2015.7. China GV Service growth at 95% in H1 2016

Shanghai

I’m in charge of Building Business as BU head in China, Schneider Electric. The business turnover is around USD 75M and total employees is around 300. I report to Schneider Electric China President directly. I also dot-line report to Building BU AP SVP who was located in Singapore. I have 9 direct reports - Channel Sales Director, Solution Sales Director, Strategy & BD Manager, Offer Marketing Manager, Operations Manager, Purchasing Manager, Technical Support & Service Manager, GM of Sky JV, Sales Director of SS JV and 3 dot-line report business partner- HR partner, Finance Controller, Marcom manager. My major task is to develop Building Business. My scope cover BMS (TAC) & Video (Pelco) business and 2 JVs. Not only solutions business, but also channel business which is a big part of Building business in China. Due to organization restructuring, Building business was merged by Eco business and form a new business unit called “Eco & Building” focusing on energy saving business. I was made redundant and left the company, as Eco business is much bigger than Building business in China.Major Contributions –1. Make 5 years Strategy for Building Business in China.2. Leading M&A project in China and working on Post Merger Integration processes for new M&A.3. Manage JV Company – SKY & Double S4. Build foundation of solutions business – Finance, Operations, Processes and Project Management5. Develop Segment Strategy in Hospital, Life Science and Retails.6. Develop product localization strategy and China product roadmap.- both in Video & BMS.7. Leading China for China project.- OEM & ODM products8. Drive Channel strategy and develop geographic coverage for channel business.9. Develop Solution Business in ELV and Segments.

Taiwan, Taichung

Drundfos is a leading company focusing on pump business to serve industry application, buidling service,water utility,....Within One year, I turn around Grundfos Taiwan business by improving 1) Cash Flow - shorten DSO by 20 days, free up TWD 60M cash flow. Reduce over due A/R from 4.4% to 1%. 2) Sales Performance - YTD 2011 order intake is 38% higher than YTD 2010, YTD 2011 Sales is 4% higher than YTD 2010. 3) Organizational Adjustment 4) Recruit new Sales Team. 5) Develpoment of new product - work closed with Taiwan Factory for new home market products.

Working as a partner to manage the restaunant. Focusing on setup management system, finance reporting system, auditing, sourcing,...

Business Scope – Von Roll is a leading company in insulation material for rotating machine – Generator & Motor. Key customers are Siemens, Alstom, ABB, GE, AO Smith, Baldor, Ametek,. ….etc. I’m in charge of sales activity in Asia Pacific, India excluded. The turn over is around CHF 14.9M in 2006. The YEE sales is CHF 29.5M in 2007. The sales force are 13 sales, 3 customer service, all report to me directly. There are also 15 distributors to cover China & other Asian countries. I had two report lines to High Voltage business line VP and Low Voltage business line VP. I also reported to the board of directors (dot line). Due to corporate took over & restructuring, I left Von Roll in Dec 2007.Achieve high growth rate – 2005 2006 2007 YEE Order (CHF) 11.7M 17.9M(53%) 31.5M(75%) Sales (CHF) 10.7M 14.9M(39%) 29.5M(97%)

Honeywell Building Solutions provide the folloing solutions to building owner - HVAC Control, Building Management system,Security System, CCTV System, Firealarm System. Access Control System. We play an system intigrator role in construction business. Honeywell HBS decided to separate their greater China business into three areas in 2004– China, HK, Taiwan. Each area had its own general manager. I completed my 3 year service in China and moved back to manage Taiwan business in May 2004.Business Scope – As a general manager, I led Taiwan HBS business – include Sales, Operations & Service departments w/ share service support. Total employees are around 60s. Business turnover was around USD 11M. I had 5 direct reports – Sales Manager, Operations Manager, Service Manager, HR manager & Finance Manager. I reported to SBE Asia Pacific VP.Major achievement –1. Won Taiwan High Speed Railway Project – Banchiao Station at 35% margin.2. Grew Service business YOY growth in 2004 - 260% growth in booking, 300% growth in O.P. 3. Rebuilt and Reorganized Taiwan Organization – Rearranged Sales Team by market Segments and tighten control. Developed Operations team through training, by using new tools to improve the productivity.

Business Scope – In charged of ACS Service business of Greater China – Taiwan, Hong Kong & China. There were total 12 offices in Greater China region. Total employees were around 390 in 2003. The scope of work covered Sales, Operations & Service for Building Solutions Business. Business turnover is USD 60M in 2003. I had 9 direct reports – Taiwan Director, Hong Kong Director, China Sales Director, China Operations Director, China Service Director, Black Belt, HR manager, Finance manager & Marketing manager. I reported to SBE Asia Pacific VP.Major Achievements –1. Established growth momentum - YOY growth in 2003 – 38% in China, 60% growth in Taiwan. HK was flat.2. Improved cash flow significantly - USD 4.5M in 2003 through tight control3. Changed Business Model.- RMB business model for project business. 4. Obtained the ELV grade one license in China.Award: Outstanding Area Improvement in Execution & Growth for Y2003 (Asia Pacific)

Business Scope – Lead ESS business in China – include Sales, Engineer & Service. Total employees are around 140s. There are total 9 offices in China. Business turn over is USD 18M. in 2001. The major task was fire fighting to push China business back on track. I had 9 direct reports – 3 China Sales Managers (North, Central & South China), 3 Operations Managers (North,Central &South China), Service Manager, HR manager, Finance Manager. I reported to Greater China General Manager of ESS.Major Achievements –1. Cleaned up USD 6.2 M bad debt and pending projects.2. Improved internal control process3. Improved purchasing process & setup internal control process4. Improved cash flow by USD 2M in 2001.5. Rebuilt the sales team in South China and Central China6. Changed business model - Moved the indirect sales to direct sales direction.7. Cleaned up several Ethical Issues in organization

Business Scope – Lead Taiwan ESS as business head. – Include Sales, Engineer & Service. Total employees are around 90s. Grow the business from USD 11M in 1999 to USD 15.7M in 2000. Won several major projects in 2000 through good marketing strategy. The OP rate achieves 12.7% for solution business. I had 6 direct reports – Sales Manager, Operations Manager, Service Manager, HR manager & Finance manager & Quality Manager. I reported to Greater China General Manager of ESS.Major Achievements –1. Strong Top line & Bottom line Accomplishment -Booking USD 15.7M & O.P% 12.7% was a record for Taiwan ESS Business. Achieve 40% sales growth in 20002. Won NCIC, Acer Data Center ,..– USD 9.2M , set a good standard for tIT business.3. Won arbitration of Tainan Underground project – USD 1.5M reward5. Improved Operational Profit from 10% to 12.7% which is a record of AP region in 2000.Award: Affiliate Manager of the Year for Y2000 (Asia Pacific)

Business Scope – Lead Taiwan Building Control Operations Department – include project and service. The total numbers of employees is around 50s to 70s The revenue turnover is around USD 7~10M. I had 3 direct reports – Supervisor of Application Engineer, Supervisor of Field Engineer, Supervisor of Installation Engineer. I reported to Director of Home & Building Control of Taiwan.Major Achievements – 1. As an ISO system representative in Taiwan, I led task team to establish the ISO 9000 system and Certified in 1996,2. Continuously Improved the operation process of ISO 90003. Re-organized the Engineering Team to improve the efficiency.4. Improved the operational profit margin from 6% to 10% during 97’~99’ through tight control.Award : People Management award of China Area – 1996 ( Greater China )

Project Experience: Project Name Project Size Job Title------------------------------------------ ------------------------------ ---------------- 1. Grand Hyatt Hotel (BMS) 2600 Points AE 2. Central Trust of China (BMS) 1500 Points AE 3. Hong-Kuo Building (BMS) 6000 Points AE 4. Central Unit Office (BMS) 2000 Points PM 5. Far Eastern Plaza (BMS, Security) 32000 Points PMMajor Achievements – 1. During 1992 ~ 1995, I spent most of time in Far East Plaza project which is a twin towers of 42 floors multi-purposes building. This project was a USD 6.2M BAS + Security System Project. As a project manager, I managed the project and successfully claimed USD 300K for time extension and USD 1.2M V.O for Honeywell. Award: Outstanding Engineer of 1991 (Taiwan)

Mba, General Adminstration

Master Of Engineering, Control System

Bachelor Of Engineering, Automatic Control