Acting as a bridge or intermediary between different departments, teams, or organizations within a company or between different companies to facilitate communication, collaboration, and coordination to ensure smooth operations and effective decision-making.1. Business strategy planning and execution2. Key account management 3. Facilitating communication4. Coordinating projects5. Business/Relationship development6. Providing support and guidance to team7. Process setup and optimization8. Project management9. Commercial contract review

Special Projects Management and process optimization1. Y2018: 50% time in Mexico for securing the business of Car Electronics BU1.1 Coached PM team, and trained successor of Dept. head1.2 Optimized/Developed NPI process and relative procedures1.3 Monitored and controlled status of all projects and deliverable1.4 Conducted semi-automation of assembly line to improve productivity1.5 Managed customer engagement and satisfaction (Valeo, Magna, etc.)2. Y2019: 40% time in Poland for new factory training2.1 Coached the whole new site to learn the process/procedure/system of USI2.2 Negotiated with human resource agencies to solve the operator shortage and the increased minimum wage issues2.3 Held regular meeting to review the performances (e.g., SMT run rate, OP turnover rate, Profit&Loss,)2.4 Arranged Subject Matter Expert to coach members on-site or remotely2.5 Reviewed 3rd party contracts and managed contract manufacturers2.6 Coached team the definition of Balanced Scorecard for annual KPI setting2.7 Managed customer engagement and satisfaction (LGE, LS, etc.)3. Y2020: Supported medical business dept. and Taiwan factory in strategy making&process development3.1 Reviewed reports and templates of every dept. and do optimization3.2 Trained members of the whole BG to enhance their basic abilities like report writing and meeting mgt.3.3 Cooperated with the sales director to complete the 5yrs revenue forecast and strategy of the medical product line3.4 Cooperated with the automation director to complete the 5yrs strategy and KPI 3.5 Managed automation introduction projects (e.g., Kanban of Shop Floor, digitized sign-off process) 3.6 Arranged necessary training for the core team4. Y2021: Joined the AiP team to be familiar with members in advance to improve their project mgt. ability for the coming business.

Managed NPI/NPD (including firmware/hardware/mechanical parts) for Wacom BT pen and drawing pad, and built up the PM team to lead EMS/ODM/JDM projects in Taiwan and China. 1. Built and led a 9+ people PM team2. Developed process for JDM projects3. Ensured customer's satisfaction (on-time delivery and got a good ranking in customer's QBR)4. New Product Introduction: Managed projects from kick-off till ramp ready for mass production(requirements/baseline metrics clarification, schedule planning/management, budget planning/control, supply/demand planning, readiness for build, manufacturing, risk management, lessons learned capture, transition to production) 5. New Product Development: Managed product development from prototype to mass production 6. Visited customers with sales and VP to introduce our capability to win more projects7. Managed relationship with stakeholders, including customers, contract companies, and material suppliers

ACTi is a brand of IP surveillance company that handles everything from chip development to finished product development, production, and sales in-house. I led NPI/NPD, optimized process, and built up the PM team to manage 200+ projects.The jobs of PM are different from what I did before in OEM. In the beginning, I was a PM of NVR projects doing below works. 1.1 Wrote marketing spec.1.2 Estimated the COGS and margin1.3 Established/controlled schedule1.4 Held kick-off meeting 1.5 Reviewed/managed project documentation (e.g., design spec. /test spec.)1.6 Arranged prototypes/production (including material readiness)1.7 Arranged EVT/DVT/PVT test and controlled the issue solving1.8 Acquired certification1.9 Ensured successful transition to production within cost, quality, and capacity parameters.I got promotion to dept. manager around 6 months after I joined. I led and expanded both the PM team and DCC (Document Control Center), and then built a new SPM team. Finally, I led 22 people.2.1 People management2.2 Performance management (job arrangement, KPI definition, performance appraisal,etc.)2.3 Resource management & recruitment2.4 Process/form/database/system optimization

I took the jobs of PTAM (in charge of contacting operators like China Telecom, Metro PCS to clarify requirements of CDMA phones), and software NPI PM concurrently for Nokia projects.I visited and stayed in Nokia San Diego office for several months to monitor and control issues from field trials. I led several projects and all of them were delivered on time, so I got a promotion to lead a 4 person team and  eventually won the best employee award in 2011.

It's my first job, and my position is software spec. (similar to TAM or SPM in other companies). My customers are Acer and Dell, and the products are notebooks. At the very start, the seniors trained us to use Assembly and C++ to write BIOS code to let us understand how the program works. We started to handle projects around 1 month later. During the project, we need to clarify requirements with customers (scope mgt.), define/control the software schedule, arrange tests, report to PM and boss, etc.