Jason Kwan Email & Phone Number

Finance, Blockchain, Tokenisation

Landmark Investment Group Limited. Consulting CEO: Landmark, a Private Equity company acquired 18 gold mining exploration licenses in 2008-12 to explore, locate and if present develop and commercialized the deposits. I was hired to devise a plan to develop and commercially mine a deposit. • Building a local organization, mining infrastructure and a small micro mine to prove mining capability.• Achieved continuous 9 months of breakeven production• Working on financing to expand production of mine

Business strategy, business start ups, finance service, project management consulting. Worked on and started 3 companies for clients in the following industries; internet payments, property and environmental monitoring.

The Institute of Supply Management is one of the largest supply management professional association in the world dedicated to lead the supply management profession through education, research and setting standards.WeConnect International is corporate led, non profit organisation dedicated to empower and to help women owned businesses to participate in the economy.

Milwaukee, Wisconsin, Us

ManpowerGroup inc, USA (AUG 2007 – Oct 2012) VP, Global Supply Management: £14B Revenue, 83 countries with local P&L, SG&A non-personnel related spend £625M. * Created vision, built and transformed disparate processes and local business units into one collaborative global/local procurement process and organization. * Developed global teams, professionalized sourcing process and reduced SG&A spend by £40M (sustained year on year). * Developed, influenced and internally sold a long term strategic sourcing vision and a roadmap to develop talent, process and organization capability for the ManpowerGroup* Introduced global sourcing and increased procurement addressable spend from £30M to £350M by making procurement a trusted advisor in a very large and complex stakeholder environment* Collectively reduced total SG&A expenses by 6% (or by 11% of addressable spend) via global teams who aggregated spend, reduced the supplier base, developed global specifications and business partners and kept repeating the strategic sourcing process * Built global capabilities: transformed “how’ we work to a more collaborative and trusted advisor style, 5 procurement leaders promoted to other functions, 14 resources now leading international work

San Diego, California, Us

Freelance consultant - Projects and Risk Management, Bumblebee Foods (2006 – July 2007)* Implemented strategic sourcing review on the purchase of Alaskan salmon. * Aggregated purchase of labels to deliver over 5% savings* Implemented use of forward cover to manage energy, soy oil and transportation supply risk.* Explored opportunities in China resulting in recruitment of four Chinese Nationals to work for Bumblebee in Trinidad, Fiji and Mauritius.

Blackfriars, London, Gb

VP, Global Supply Management Indirects & Global Supply Management Project Office Leader – USA, 2003-2006: Indirects: Team of 120, 40+ countries reporting into five regions, £4B spend. * Project Office: Drove the five regions towards a single global organization via global sourcing teams, standard tools, processes, talent development, global target setting and reporting* Standardized procurement data across 40 countries, platforms and systems over a 3-year period. This enabled e-sourcing and leveraging of supplier networks at a global level and resulting in a reduction of global annual spend by £75M.* Principal advocate and project leader who successfully outsourced Unilever’s indirect procurement function to IBM. * This transformation of Unilever’s global supply management generated £125 M average annual savings versus in-house run rate of £90 MM annual savings.* Represented global sourcing in global HR outsourcing task force to improve service and reduce indirect HR expenses. Resulting contract with Accenture yielded an 8% decrease in annual HR spending.* Championed, designed and implemented leadership development and skills training programs worldwide for all global team leaders and members. * This re-engineering of the global supply management process enabled Unilever to appoint its first global Chief Procurement Officer in 2007.

Blackfriars, London, Gb

VP, Supply Management, Unilever Latin America – Brazil, 2000-2003. 7 direct reports, team of 40, £1.2B spend (direct and indirect) across 17 countries. First regional CPO to be appointed. * Led and consolidated supply management into one process and organisation.* Led project team and successfully created a business strategy to unify the 17 independent units into a single process and organisation to deliver sustainable innovation and savings.* Delivered £155M savings in three years, exceeded target by 100% and met all product launches.* Led one of Unilever’s first global supply management teams which yielded a net £50M saving.

Blackfriars, London, Gb

Customer Services Controller, Unilever China – Shanghai (1999-2000)£250M personal and home care business. 7 direct reports; team of 200+, £15M budget* Integrated the sales operations of 7 Chinese JVs into one responsive and low cost operation* Reduced 37 distribution centers to 12* Outsourced transportation and warehousing, decreasing logistics costs by 40%, to 4% of sales revenue* Introduced a single, national customer service policy and a replenishment order process, using an established model from India and successfully reduced receivables aging from 200+ days to 30 days

Blackfriars, London, Gb

Procurement Controller and M & A Team Member, Unilever China – Shanghai (1995-1999)* Established raw material export office in China, which evolved into a 100% company-owned operation in 2003. The business went on to export over £50M of product annually* Centralized key Procurement operations in 11 Asian countries in two years, saving £44M* Headed teams that identified and evaluated potential acquisitions and alliances.* Led due diligence that concluded with successful merger and acquisition of three businesses* Recruited, and still mentoring numerous local graduates who are now successful executives

General Manager, Shanghai Elida – China (1997-1999)* Negotiated acquisition and assumed P&L responsibility for personal care products business with 100+ employees. * Set overall business strategy, financial and business objectives and grew the business to £19M within two years.* Initiated strategic development process to fill the new product pipeline and expanded the product offering. * Launched two new shampoo brands in China, one of which is now a £60M brand.

Irvine, Ca, Us

Regional CFO, Quest International Asia Pacific – Indonesia (1993-1995): £75M revenue.* Managed finance and logistics for 11 Asian countries; set up sales offices in South Korea and China. * Part of three-person team that constructed three-part JV in Malaysia with USA and Malaysian partners.

With General Manager, started new business in Taiwan, building sales to £30M per year. Upgraded and expanded acquired factory, recruited and train staff across all functions; sales, finance, supply chain, procurement (commodities) ,HR and legal.

Unichema £200M revenue company selling bulk and specialty chemicals. Financial Controller responsible for all day to day, annual planning and long term planning activities of the finance function; financial accounting, management accounting, fiscal accounting and treasury.

Blackfriars, London, Gb

Ba, Finance And It

Cima, Accountancy