-Building up the core functional team at very start-up stage at Parwinr-Assisting CEO to create handbooks and policies-Building up the core team to support data researching program

• Built up a systematic people related functions under the new legal entity, included but not limited to handbook, Compensation and Benefits system, HR forms and procedures, Employee’s educational programs;• Converted the China based US contractor to PRC FTE in 30 days for 50 professionals;• Localized HR systems, such as HRO, Jobvite and ADP successfully;• Launched OKRs performance management system for China operations;• Created an offer system with a tax simulation, released over 30 offers to international candidates;• Trained for role transition from a HRM to HRBP through 30 days training from USA HRBP;• Developed company cultural by diverse employee relationship activities;• Explored and adopted effective recruitment strategies to ensure that qualified candidates were engaged and motivated in their first 90 days;• Ensured all HR initiatives were performed exactly;

• Launched performance management system in my first 60 days;• Built up the key functions for two expended plants within 180 days;• Developed a succession plan and improved training system for key positions and talents in my first 180 days;• Improved workforce planning, which was aligned with business strategy and company priorities;• Secured over 10 risky legal issues in first 90 days;• Secured serious strikes by applying multiple resolutions within 2 days;• Built up a systematic C&B structure, which was retained and attracted talented people internally and externally;• Ensured department budgeting was under the control;• Implemented the HRM system that was abled to communicate with HQ in Germany;• Signed on 2 new HR agencies and increased name recognition;• Performed the PM role for plants relocation, and saved 20% expenses;

• Provided professional HR services to assigned subsidiary offices in Central Asia and Northern operations;• Built up China head office in Shanghai in 180 days;• Acted as project leader for office-relocations and closing due to the financial crisis effect;• Leaded the Critical Success Factor (CSF) process, which is key tool for performance management;• Launched the regional training plan based upon business requirements and career development;• Conducted over 60 exit interviews with Sr. professionals and functional head in 180 days;• Created new hire orientation program in first 30 days;• Created the salary review proposal and personnel development plans in first 90 days;

• Worked with HR Manager for Changzhou plant integration and rebuilt with TI systems;• Owned training function to analysis and evaluate the needs from the company;• Handled employees' complains and provided significant recommendations in regards to HR policies and procedures;• Transformed the 2000-employee cafeteria from company-owned to out sourcing in 90 days;• Referred a well-qualified candidate to hiring manager and followed up until it was closed;• Performed as Site leader for S&C communications;• Performed the role of Chief editor for TI China magazine;