Background and Challenges: 1) brand image is expired vs. others in Industry; 2) the preferred consumer on GIONEE brand fall into older generation above 55 years old; 3) Between 2012 to 2014, GIONEE spent more than 1 Billion of RMB in media and marketing investment, tried to convert image to new/fashion, target to consumer younger than 25 years old; 4) Strategy of media and marketing investment is not consistent without ROI, which confused stakeholders and lost channel partner’s confidence. Business Achievement: Enabled 2015 sales revenue growth 50%+ vs. 2014 (until Oct.), market share moved up from No.9 to No. 7 in China market, Renewed Brand image and equity to target the consumer with mature mindset and life oriented.Led actions: Classified market requirements&consumer segmentation, Strategized Brand and Marcom: Define the route of causing the brand youth oriented should focus on segmentation, reposition the brand, re-portfolio the media weighted on youth, Product Structure&Marketing: Strategized and Grouped R&D, Brand and Sales through launching new brand/product serious strategy (E/S/L, W/M/F) Renewed the Brand: Re-designed BI/VI/CI of “GIONEE”, New brand image has been agreed to re-launch in 2016 with 400 million RMB investment globally. Integrated Digital Marketing&Offline Event, Closed the communication loop: Ensured media “go-to-market” strategy with big event. Restructure Media Portfolio and Approach: Renewed media investment strategy/portfolio (totally yearly investment 450MM RMB) after integration with industry trend and internal structure.

Building organization: Established department for FMCG industry, setup the process of consulting, which is "Industry understanding" "Trend Proposal""Consulting Proposition""Project Sign-off and Delivery"Building business: Successfully finished 1st project for Ufida Long-Term Partner consulting Ltd.Co, which is Strategy Consulting project for Dalian TongDeLai fire pot Ltd. It has been awarded by Ufida Group and LTP Ltd. Defined the strategy and process to SOP for Dalian TongDeLai fire pot Ltd.Researched the market, define the proposition for new product and design the package, finally win the competition among Shanghai consumer for Qingdao HuaDi Food Ingredients Ltd. Proposed the opportunities and give the recommendation for Beingmate Ltd., which past IPO process in the end of Feb.2011, and Qiaqia Ltd.

Partner – HEJUN Consultant Ltd., HEJUN Sales Company (2009.10 – 2010.10)Building organization: Reached 100% client satisfaction rate and income RMB 2,000,000, established FMCG team with 12 qualified consultants from 2, and employee satisfaction average score reached 4.5/5.Building business: Be Marketing GM for JiangSu LongLiQi Ltd., enabled 173% sales revenue growth index YA, which is record in the past 5 years. Launched 2 new categories (Skin Care, Health Food). Updated 8 categories (low-tier skin care, home care, etc) marketing proposition, communication strategy, package design and so on. Finalized transformation of sales organization from sales channel focus to business measurement focus. Sales channel restructure for Fujian JinLu Ltd. and Yunan Dihon Ltd.

Research Manager – P&G Greater China Pampers Global Business Unit (GBU) Consumer & Marketing Knowledge (CMK) (2008.1 – 2009.10)Achievement: Silver Award of “Best Business Analysis” Build Pampers Market and Consumer Framework, Collect holistic data to support Yearly Objective/Goal/Strategy/Measurements, aligned with General Manager of GC Pampers GBUKnowledge & Skills Brand Framework, Consumer Segmentation, Characteristic. Consumer Understanding/Knowledge/Research Methodology, influence the business strategy

System Manager - P&G Greater China Customer Business Development (CBD) Marketing Strategy & Planning (MS&P) Team (2003 – 2008.1)Achievement: Consistently award as Top Talent with rating 2+ above for consecutive 2 years Construct GC CBD MSP, (Sales Force Automation, Customer Portal – B2B) solution vision and architecture In the Jul of 2004, Jul.2005, Jul.2006, successfully build up Joined Business Plan with Greater China MS&P General Manager, manage portfolio for FY(Fiscal Year)04/05, FY05/06, FY06/07, and FY07/08 From May.2006 to Jan.2008, Successfully initiate “End-to-End Point-Of-Sales-Material (POSM) Program to drive First Movement of Truth” for P&G, which drives $30 Millions Net of Sales incremental per year via enabling $6 Millions of POSM in Retailer with 6 Sigma (DMAIC) Model. And got the certification of “experience level”. From Nov.2005 to Nov.2006, successfully integrate China Gillette with P&G together at CBD MSP Level From Sep.2005, manage service team of 12 members, improved 800+ field sales’ user satisfaction rate from 3.6 to 4.4 (vs. 5) with 6 Sigma (DMAIC), which was appreciated as golden standard for “Operation Excellence” by GC IDS Director. And got the certification of “Green Belt” of 6 Sigma. From Jan.2004 to Sep.2005, led China “Promotion Pack Planning Program”, shortened $100 Million of product order circle from 20 to 10 working days. Knowledge & Skills: Business Transformation (6 Sigma) – Retailer and Distributor Sales Knowledge, Business Sense

Project Manager – P&G Greater China Global Business Service (GBS) SAP Project Implementation Team (2000 – 2003)Achievement: Receive the award of 100 Stock Share From Jul.2002 to Jul.2003, managed SAP Warehouse Management implementation in P&G Guangzhou HuangPu Plant From Jul.2001 to Jul.2002, managed SAP Production Execution/Inventory Management in P&G Asia Laundry Plant From Sep.2000 to Jul.2001, led supply chain “Gap Analysis Program” in P&G Guangzhou HuangPu Plant, which is the biggest plant in AsiaSkills & Strength Area: Project Management and SAP Technical Mastery; Business Analysis - Production Supply Knowledge, special in Production Execution, Sales & Delivery