Zenda is a professional outdoor fabric maker, with best quality control, producting fabric that runs around the globe twice a year.

I learned how to do an exciting presentation by polishing PPT and rehearsing the small stories countless times. I led a department besides HR Dept to design a 30-day training course for an innovative project. I transferred from a pure HR role to that of a New Business head, and developed Shanghai market personally and successfully.

以勒科技是一家按照国际标准建设的现代化企业，全国分支机构遍布湖北、四川、广东、西藏、上海、广东、广西、江西、河南共九个省区，公司经营范围包括环境检测、食品安全、卫生与健康、安全减灾、计量校准以及法规类业务。■ 不走捷径持守长期稳健经营之道，踏踏实实做好每一件工作；短期利益与长期利益结合，不追求急功近利的短期利益和机会经营方针■ 专注紧密围绕核心领域（健康、安全和环保）发展业务，在核心领域精耕细作，长期投入；不在核心领域以外分散我们的精力和时间■ 追求卓越做一行，爱一行；干一行，精一行；逐步扩大我们的业务范围，在每一个涉足的领域，刻苦钻研，精益求精，追求卓越，成为行业的标杆

American Eagle’s Asia-Pacific Headquarters was founded in 1999 by Stephanie Sun (CEO) and Elsa Wey (President) in what is considered the Silicon Valley of Taiwan - HsinChu Science Park. The company, Eagle Educational & Cultural Enterprises, Ltd. (EECE) was established with the vision of improving Asia’s English education to increase the competitive advantage of Asian students in the global world.Shortly after the establishment of EECE a partnership was created with McGraw-Hill, a renowned American publishing company, to uphold the promise of providing quality English curriculum. Eagle’s commitment and dedication to continuously improving its curriculum has kept it on the leading edge of the ESL sector.EECE is here to reinvent the public’s view on English education. Traditionally, English has always been considered a subject students learn at school, where rote memorization of vocabulary was more important than the spoken application of these words. Since the establishment of EECE, the company has been trying to reintroduce English as a language rather than simply a school subject. We believe that English is a language people should use to express opinions and to share ideas. Without the ability to apply the English language in our everyday interactions with English speakers, the purpose of learning a new language would be lost.

During the last six years Hengtong group become the largest company in china cable industry. Its products and services, including communication cables, optical fiber cables, power cables, coaxial cable series, optical devices and photoelectric materials as well as design and construction of communication engineering, are highly praised among customers both at home and abroad

Beijing Wanda Culture Industry Group is China’s largest cultural enterprise, with 31 billion yuan ($5 billion) in total assets and 20.8 billion yuan ($3.3 billion) in total revenue for 2012. The group operates in 10 arenas, including cinemas, film production, film industry parks, performing arts, film technology entertainment, theme parks, karaoke venues, publications & media, art collecting, and cultural tourism districts. The company’s annual revenue is expected to surpass 40 billion yuan ($6.4 billion) in 2016, placing it among the ranks of the world’s 20 leading cultural enterprises. By 2020, Wanda’s revenue is projected to grow to 80 billion yuan ($12.8 billion), making it one of the world’s top 10 cultural enterprises.Wanda has teamed with the Franco Dragone Entertainment Group from the United States to set up a performing arts joint venture, which will invest 10 billion yuan to design and stage five world-class performances. These shows are intended to create a Chinese cultural brand with a global reach. The Han Show will be unveiled at the Wuhan Central Cultural District in 2014.

 Drafted and revised a series of HR policies, standardized HR management in an acceptable way to employees and minimized operation cost and management risks Carried out job position and job grade reform, starting from Renesola Sichuan Silicon Material Co. Ltd, and promoting to the whole group, eradicated some unnecessary management levels, retained backup managers, minimized redundancy, set up a basis for employee career development plans within the group. Led performance management, drove the company in quantitative target management, improved appraisal fairness, set up foundation for appraisal result applications. By precise performance management, I was able to set up productivity model of all workshops, hence optimized C&B structure, improved company efficiency and employee income at the same time, decreased turnover rate from 8% monthly to 5% monthly. (8% monthly is normal in PV industry) C&B management: Set up HR cost and HR efficiency assessment and alarm mechanism to timely forecast and control HR cost risks;  Employee relations: Cooperated with government and HR managers of different subsidiary companies, resolved a series of events; Shrink the group from 10.000 to 8500 without major layoff issues, minimizing HR risk at a downward economy. I also laid off some high level managers (GM and SVP levels) Led a change in business trip and reallocation policies, facilitating personnel relocation and saved much business trip cost at the same time. People manager management: standardized manager assignment, probation, promotion etc; Led a frontline manager assessment project in a 2000 staff subsidiary company in Zhejiang province, setting an example for similar assessment. Recruitment: Managed recruitment channels, revised recruitment policies, and recruited some core managers for the company.

ZTE Philippines signed a 300 million USD contract with Philippines government in 2007 to build a National Broadband Network. When the contract was suspended because of Philippines political conflicts, ZTE’s investment in the project including human resources was greatly wasted, and the morale was at the lowest of all times. ZTE Philippines’s HRM indicator was the lowest among all ZTE overseas organizations. Now ZTE Philippines HRM level was among the top 30%, thanks to a series of reforms: attendance management reform helped to quantitatively manage attendance as individuals and as teams; leave management reform helped project managers to plan manpower without sacrificing employee benefits, manpower competition helped to acquire needed high-end talents and confronted competitors’ HR pirating, team optimization helped to recruit and maintain the best employees and terminate service of employees of low performance and poor morale without causing legal issues and tremendous cost; language exchange training, NEO training and many team building activities helped people from different cultural backgrounds to understand and respect each other; Trained expatriate and local cadres about HR management etc that greatly improved HRM of ZTE Philippines as a whole.

Founded and acted as executive editor of ZTE International Technical Newsletter; did training investigation, planned and implemented a series of trainings for pre-sales staffs, expatriates trainings, global staffs’ technical trainings in Shenzhen, Nanjing, Shanghai etc.In the meantime, Train and certify ZTE’s pre-sales technical staffs worldwide, which was the early stage of today’s certification system, a part of ZTE career management. Involved in marketing in India, Pakistan, Myanmar, Russia, Ukraine etc.Helped set up ZTE East Europe Region in 2005 from the HR perspective, specifically, ZTE East Europe Head Office, ZTE Turkey, ZTE Serbia and Montenegro, ZTE Poland; did HR planning, local recruitment, salary investigation, talent roadmaps, employee handbooks, expatriates dispatching, working guides, employee performance evaluation etc. of these countries,As the country HR Director, responsible of all HR functions in ZTE Vietnam: Rapidly learned the country’s talent roadmap and the Vietnamese language, designed pay structure etc. Understanding the Vietnamese history, culture and customs and their psychology, Promoted Chinese and Vietnamese cultural exchanges, organized various team-building activities, recruited suitable people for suitable positions, designed KPI for each of them and trained the team leaders to use it as a tool for their management; Helped establish HCPTMS ZTE Indonesia. Knowing the labor relations has been a headache for the managers, Trained the expatriate managers about Indonesian labor code and HR management; Organized trainings and coaching in this organization because 90% of the staffs of this newly established company were new hires. Made a series of policies according to the local situations and working nature, many of which are still in use today. HCPTMS ZTE Indonesia started profiting within one year. The new hires of that time have become experienced cadres of this organization.

Teacher, director, Foreign languages Department, Taiyuan University of Technology, China Teacher of English Reading, Writing, Movie English, Listening Comprehension, Statistics in Linguistic Studies etc. to undergraduates and postgraduates Translator: A Social and Economic History of the Nguyen Vietnam in 17th and 18th Centuries One Hundred Years of Physics (1998) InterpreterShanxi Education Delegation to USA and Canada, (USA, Canada, 1998) etc.