Job duties similar to previous. Excellent performance led to adding Operations team to my area of responsibility (Total of 40 people globally, including Marketing, Sales and Operations).

• Reshaped strategy to focus on large multinational pharmaceutical companies, reducing unprofitable accounts by 44% and reducing costs by $70k.• Increased sales by 66% from 2016 to 2017.• Workshopped and tracked SMART Goals and the Goal Alignment Meeting for the top management team to make sure entire organization was moving in the same direction and accountable for results.• Initialized annual customer satisfaction tracking survey, and increased satisfaction by 10% for all accounts.• Identified critical need for training and implemented an online learning system to capture and disseminate knowledge within the company. This system is now used by all departments, and has provided the base upon which to build our onboarding process. Currently more than 50 hours of training has been uploaded to system.• Created vision, mission, and values statements for the brand and refreshed marketing materials.• Implemented tracking systems to focus on the sales processes leading to goal achievement.• Trained the entire organization of 50+ people through global workshops in business process mapping as a way to reduce errors, focus on what the customer needs, and increase customer satisfaction.• Restructured Project Management Department and Business Development into one business unit to better serve the customer.

Worked with 2 multinational pharmaceutical companies to develop marketing excellence and cross-functional leadership in a series of workshops.

Consistently met or exceeded P&L goals for the Women's & Men's Health business unit. Hand-picked as Organization Development Head in addition to Business Unit Head duties due to documented/proven systematic training and people development skills. Concurrently managed teams of 28 (Women's & Men's Health included both Sales and Marketing) and 2 (Organization Development). • Grew sales by 31% from 2010 to 2013 by focusing on new products, while increasing profit by 83% through marketing cost reductions and headcount reduction.• Improved gynecologists’ satisfaction rating for Bayer by 17% to a segment-leading rating of 112 points.• Increased internal customer satisfaction with Organization Development Dept. by 4 points to 78%, a historical high. Raised average overall training satisfaction by 10%.• Increased total Taiwan BHC sales team competency ratings by 5% by implementing competency-based assessments for all new hires. Increased coaching satisfaction of first-line sales managers by 10% to 80%.• Envisioned and launched a competency-based learning management system for Bayer Taiwan's 3 divisions. Created, aligned and systematized training modules for onboarding, product training and sales manager certification for Pharmaceuticals.• Selected by Region Asia Pacific Head to spearhead rollout of global Customer Facing Excellence in APAC - a project in which Taiwan reported directly to the Global Steering Committee. Beat timelines for project goals while providing guidance and best practice exchange to other countries in the region.• Reduced marketing cost-per-contact by 80% by rigorously and systematically evaluating marketing activities, and increased contacts to almost 100k per month.• Created best intern program among Taiwan pharmaceutical companies: stimulated 1,000+ applicants while using intern program to increase internal training opportunities and benefit Bayer “employer of choice” brand image. Raised most $ for charity (€15,000) of any CSR team leader.

P& L responsibility for Lifestyle Medicine Business Unit(LMBU): 2011 sales of more than €7 million, supervising 28 people. Achieved 9% growth in 2011, vs. market growth rate of 1.1%. By strategically focusing our resources, from 2002 to present our team: - Increased BSP oral contraceptive market share from 30% to 70+%. - Our most important product Yasmin achieved market leadership. - Was the best-performing Business Unit in BSP in 2007 & 2009.Created call center tracking function that eventually became a customized database with online reporting: - Increased spending efficiency by 80% by improving analytics. - APAC Region then selected us for a €400k project to increase OC volumes. Yasmin sales increased by 75%, and I presented our results to the entire Region's Women's Healthcare Leadership Team during a 1-day workshop. This included agency pitching tips, consumer insights found, and a complete effectiveness ranking of all our marketing activities. - These value-creating functions were moved up out of the business unit to BSP level to create value for entire organization.BU reorganization: Restructured the BU to handle both DTC and society relations. - At peak, we handled 18,000 annual consumer interactions and 90,000+ monthly website hits on 4 different websites. - United 4 major NGO's to execute 2 major press conferences and change the sex ed textbooks for Taiwan.· Superior marketing expertise led to Taiwan being selected as lead affiliate for 2009 Regional Marketing Excellence Co-Positioning Project for Women’s Healthcare, a 1.5 year, 10-country, €400k project.Corporate Social Responsibility:- 2010: raised €5.5k for the Taipei Orphan Welfare Association (+470% vs. other teams), 2nd in competition. - 2009: Improved health center at rural school and gave 70+ kids dental checks.

• Responsible for New Product Development as well as soups and soupy snacks.• After Bestfoods’ merger with Unilever, and due to strong performance on cup products, Taiwan was selected as Cup Products lead affiliate in Asia. • Taiwan was also selected as the pilot affiliate for a major 6-month "PALATEX" regional research for cup soup.• Increased total Soupy Snack net sales by 39% by creating new cup pasta category. Increased cup soup profitability by 10 points.• Coached subordinate to 5-point increase in market share and the highest market share for Thick Soups in last 36 months.

Joint venture company between CPC (BestFoods) and Ajinomoto- Selected to run largest category in the company (sales of US$18mio, marketing budget of $1.5 million) Achieved sales CAGR of 15%+ on 20-year old product.- Led a 12-person cross-functional team to exceed competition goals for cost saving/new business by 7% and won the business unit competition.- Within one year achieved #1 Taiwan market share for cup soups and became the lead affiliate in Asia in per-capita consumption.- Ran more than 20 different market researches and developed 4 different communication campaigns- Created Asia's first new sub-brand for cup soup: Du Xiang Bei (獨享杯). Created first-in-Asia mobile backpack sampler which created buzz for the brand, reduced cost-per-sample by 66% and allowed us to sample 50,000 people in first year.- Conceived and launched more than 12 different new products. - While using only 80% of allotted marketing funds, I surpassed volume goal for Thick Soups by 23% through increased focus on growing distribution channels. Cut costs by 3% though packaging savings. - Increased cup soup profitability by 10 percentage points through packaging optimization, simultaneously increasing net sales by 15%.

- Refocused sales team’s attention and created better logistics system resulting in less working capital/increased cash flow/improved profitability.- Surpassed sales goal by 23% on main products / 15% on minor products.- Grew sales of SKIPPY Peanut Butter by 32%, MAZOLA Corn Oil by 25%.- With Global Product Manager, created global first low-cost peanut cream formula for Taiwan market.