2019.4-present，Director Category Management, Reebok,Main performance: Building GCA CTC department, in charge of all catogory including FTW & APP & Hype/Fashion . Develop the local product strategy under global's brand strategy. *Reebok product strategy and plan - develop seasonal key focus strategy for product. - set product priority strategy for local market calendar, and align with marketing and other functions - competitor info learning and local trending info sharing with global *Category management - build GCA range based on global's range pool; - local range management including RP, launch month, distribution,forecast, MSL and etc. - define the gaps and feedback to global; - raise the needs and brief the product direciton to global - sell in management (lead the team deliver the presentation at pre-line and trand meeting) - set the promotion direction and guidance for all channels;*Local scourcing management - define the gaps for e-com/mono channel or collect the needs from special channel; - brief to the local factory and review the samples/costs and land the product;2018.8-2019.3，Director retail buying, Reebok,Main performance: in charge of BLR buying for Reebok China. *Planning & Assortment & Buying - bottom up OTB Plan of year & each seasons and get alignment with sales team and account; - OTB plan and strategies for category & items，and guide the actions; - store level OTB setting and framwork plan; assortment planning for each store;buy depth for each article to each store; - raise the business gaps to product team and push them to landed in local market

2017.11~present: E-commerce MD DirectorE-commerce Semir: retail sales is about 2.5 billion in 2017,over 50% growth per year.Main performance: Building new MD department,in charge of the total MD plan of EC SEMIR, develop the product strategy.Re-setting the strategy of product, from stocking model to new structure of product model, to achieve the 10 billion goal in the next few years.2015.1~2017.10: Senior Merchandising & Planning ManagerSemir：retail sales is about 10 billion in 2016，over 3000 stores in mainland. 5%~10% growth per year.Report to Chief Merchandising&Planning OfficerSub：14Main performance: in charge of the total MD plan of man's & woman's, develop the product strategy.During the company reform, as the head department, resetting the product process and developing the season from 4Q to monthly to make sure 5%~10% revenue increase per year.Semir Man's & Woman's strategy and plan - develop sales & profit target with related department leaders. - set OTB Plan of year & seasons; - develop Growth strategy for each product category per season。 Merchandising&Planning - set OTB plan and strategies for category & items，and guide the actions; - marketing plan for each season& month; - work with marketing and visual merchandising department to deliver the direction to agency and distributor on the purchasing meeting; " - working with sales department to set product plan for special district on certain season to solve the difference needs." - set the OTB plan and guide the direction of the product to different channel or the new line. - monitor sales performance, purchase, stock levels and guide the direction of ajustment of planning in order to achieve the total target.

Report to GM & Brand Director Sub：4 Main performance: in charge of the MD & Planning department， succeed to introduce Mamas&Papas and open the first store in China. And also have a outstanding sales growth in the next year. The revenue is 30m in the first year, and the second year is nearly 100m. Brand business strategy and plan - set targets and strategies for short term and long term; Planning & merchandising - set OTB Plan for Own Retail Stores of all categories - place order for season goods and carry forward goods - manage the delivery and intake stocks - floor plan, range plan and allocation plan for each directly stores - develop assortment plans that meet corporate goals of maximizing sell-through revenues and margins Marketing - trading calendar of brand - marketing strategy for monthly and star product - set up opening marketing for tier 1 city stores Product quality supervising - internal supervision for the stocks quality, GB test for each item

BALABALA：top1 kids brand in China Market，retail sales is about 4 billion in 2012，over 3000 stores. Report to Product Development Director Sub：7 Manage the South Line Project South Line Strategy Plan South Line Product Development - Product Season Plan, Design Plan, Marketing Plan - Merchandise including profit plan, cost control, pricing, quantity plan. - Order Conference Organizing

ROEM：retail sales is about 0.8 billion in 2011，over 200 stores. Report to Brand Manager Sub：7 Main performance: Top1 sales growth Reward in Eland group for three consecutive years（about 20~30% per year). Strategy Plan - Lead the brand develop project team to succeed, which makes ROEM to be the fastest growing up brand ;" - Build the Quantity standard-Assortment planning System; Sales Planning - Set the next year sales & product goals; - planning the cost & profit; Merchandise - New Line enlarge and New Line system set up； - Line Mix plan in different areas； Stock Control - Build the Assortment Plan and provide the direction of stock transfer.