- Supported Area Managing Director to lead strategic initiatives in North East Asia, such as building government relations, ramping up C-level relationships with domestic leading companies, and developing local business opportunities- As a member of the Area Leadership Team, promoted Area-wide priorities through cross-functional projects, and developing/implementing local operating models- Managed a team of 4 employees, which is a combined department of general administration and secretarial functions, and designed office integration plan with Damco Japan

Led North East Asia Area (size of 400 employees) to successfully implement global business integration between Maersk’s Ocean shipping business and Damco’s Supply Chain businesses

- Developed market-relevant pricing, incentive schemes, and booking acceptance processes for one of Area’s growth commodities. Improved liftings by 106% YoY for the Year 1- Launched two local services from outports in Eastern Japan. Improved and stabilized liftings both on export (268% YoY) and import (396% YoY)

Led trade strategy planning/execution in delivering PnL result on the trade scope. Short-term assignment to oversee the trade until a new Trade Manager is appointed

- Led vessel revenue optimization on Africa Trades. Improved profit margins by $4.7 million and $1.3 million in South and East Africa Trades respectively, through effective yield-based booking acceptance policy and optimized network utilization- Drove regional initiatives and piloting projects to improve processes and analysis methods, as a Subject Matter Expert (SME) in Global Uptake Management community- Led internal training called “Problem Solving for Impact,” as one of five trainers in Shanghai, for 60 colleagues from Trade and Marketing and Uptake Management departments

- Responsible for supporting global key clients’ supply chains in automotive and electronics industries- Responsible for leading internal frontline colleagues across the globe to ensure end-to-end services kept at high quality. Newly formed client-specific work groups for continuous improvement purpose, which enabled seamless teamwork and fostered each individual’s owner’s mentality towards customers’ businesses

- Responsible for feeder and barge (6 vessels) utilization and cost performance through demand forecasting and vessel deployment planning. Improved utilization by 132% vs 2012, from forecasting process changes, and proactive and timely internal stakeholder management- Responsible for optimizing equipment flow balance across 12 ports in Japan to ensure sufficient & timely container supply to customers and yet save cost by minimizing longstanding containers- Responsible for broadly assisting Trade Analysts in reporting, market analyses, and developing presentation materials