Gary Wei Email and Phone Number

- Responsible for hydraulics valves portfolio management, especially screw-in cartridge valve/Industrial proportional valve product line growth strategy definition and market promotion activities;- Clarify product line growth roadblocks based on sufficient market research, draft growth strategy proposal accordingly. Including setup local ENG&MFG capability, build dedicated sales team, priority distribution channel development, define high growth platforms etc.; - Persuade leadership team to accept the proposal and allocated resources with effective communications. Build dedicated teams with breakdown target and tasks, including localization, re-structure sales org to be more focus on distribution development, developing multi market promotion activities, enhance internal corporations etc.;- Successfully launched growth strategy and sales revenue CAGR from negative to 20%, margin improved by 0.2%.

- It’s a global consulting company to provide Reverse Supply Chain services, own the biggest E-commerce platform (B2B, B2C) for used industrial equipment; already served ~50% of global Fortune 1000 company- Direct report to international operations Vice President. Lead North Asia project team with 3 subordinates;- Drive project strategy to fulfill client demands; provide professional asset valuation opinion, initial project plan, market plan, selling points etc., as guidance to internal team and ensure project smooth execution;- Details including conducting site work to prepare sales page, manage related parties including seller, buyer and various internal departments, together with customer and logistics partner to handle export/import issues.

- Direct report to APAC operation manager and plant managers;- Lead Eaton hydraulics piston pump localization projects, from US to two China sites, including key components local sourcing & pump local assembly & testing;- Work closely with R&D, finance, supply chain, and plant operations teams to proactively identify issues and hold the team accountable for quick resolution, report performance results through monthly operations review meeting;- Build internal operator team from 4 to 18 people; Drive organization capability continues improvement through PDCA, clarify personal goals and follow up with key metrics, improve team engagement step by step.

APAC Regional Business Analyst – 3rd Assignment- Direct report to APAC operation director;- Monitor key operation metrics for 11 APAC plants, and assist operation director to conduct monthly operation review, follow up key issues and actions implemented status as well;- Lead S&OP project implementation in 8 APAC plants, coordinate with sales, purchase, planning, production etc., to optimize internal management process, to reduce DOH and improve customer OTD.Plant Material Planner – 2nd Assignment- Quick learn material methodology within 2 months and handle material planning for two HYD valve/pump prod. Line, manage/balance PO, WO, Stock, Lead time etc., and key contact window for supplier, internal operations and customer;- Using S&OP methodology to control OTD and DOH, balance SCM purchase plan, on-hand inventory, sales FCST index etc.,, on timely reported if any gap to ensure production going well.Manufacturing Engineer – 1st Assignment- Lead the Assemble&Testing process of two product lines (hydraulic piston pump and steering control unit), leverage Lean & 6 Sigma tools to improve test bench capacity by more than 20%;- Identify capacity constraints of steering control unit prod. line, create business intelligence reports to get approval and establish new production line to double assemble capacity.