PERMIRA owned portfolio company. Leading independent APAC distributor of aviation components and repair service provider.– Maximize profit through revamping pricing policies and strategies, product portfolio and service diversification, capturing cross-selling opportunities, supplier acquisition & expansion, and value-added service offering expansion– Own end-to-end biz process and operational improvement initiatives leveraging technologies (i.e., AI, web scraping, custom point solution) to enhance product sell-through methodologies, sales efficiency improvements, and operational effectiveness– Spearhead digital transformation strategy and execution with key initiative including: modernizing back-office infrastructures, revamping ERP data structure and building data analytic tools and platforms to enable data-based decision-making, developing e-commerce strategy to launch a digital marketplace– Support M&A programs to expand globally and consolidate the fragmented market in APAC– Drive transformation projects and enterprise PMO strategies with an emphasis on top-line growth and new biz development – Partner with the C-suite team to act as the change agent of the business to ensure initiatives are rolled out smoothly and efficiently

HK based operational focus boutique PE firm. Key portfolio companies:1) RENEWABLE ENERGY HOLDING– Took on the GM role to build and develop teams from scratch, formulated long-term business strategy, managed budget/P&L/cash flow/CAPEX, established business processes, built out partnerships, and drove M&A activities– Managed multiple projects on-site from start to finish (i.e., 200+MW PV farms, tri-gen plant, energy storage)– Achieved 2019 topline of ¥160+M and net profit of ¥60+M, initiated the process of taking the company public in China2) HOTEL HOLDING– Oversaw operations of multiple Marriott hotels, re-built mgmt. teams, developed/led turnaround plans & growth strategy– Drove key strategic and operational initiatives to overhaul the culture and operations– Implemented standard operating procedures and business processes to ingrain transformation into the organization– Liaised with key accounts, drove growth through channel diversification, optimized pricing to improve profit– Achieved 2019 topline of ¥300+M and net profit of ¥95+M, grew revenue and profit by 50+% and 100+% respectively3) WINE HOLDING– Set social media strategies and built out social media presence to drive engagement– Drove M&A activities to scale up and diversify capabilities through acquisition of 4 chateaux and a merchant company– Built relationships with key wine merchants, distributors, and wine critics– Spearhead expansion of wine sales/distribution channels in the Greater China region4) REAL ESTATE HOLDING– Developed and sold a boutique luxury condo development in Shanghai, identified profitable exit and sold off the holding at an average price of ¥230+K per square meter, highest unit price in Shanghai at the time5) VCREDIT HOLDING (2003.HK)– One of China's leading independent online consumer financial service providers. Participate in quarterly business reviews and IPO filing activities. The company went public in HK in 2018

– Managed and launched multiple LED product lines at various stages of product life cycle with revenue up to $160 million– Secured multiple design wins with major accounts driving 30+% top line growth, limited pricing erosion to half vs. market– Developed an application ecosystem to foster and accelerate product adoption and built barrier of entry– Set product strategies, specs, and technology roadmap through competitive product mapping and market research– Managed and integrated newly acquired business unit into the larger corporation, key integration activities include setup of key operational and biz processes (i.e., new product development, new product go-to-market, goods and logistic flow, quotation-to-booking flow, inventory mgmt., supplier qualification), alignment on way-of-working, and product portfolio consolidation

– Conducted benchmarking to map out product positions, constructed technology development plan, and set company-wide product strategies resulting in creation of two successful new product lines generating up to $196+ million USD incremental revenue– Established and owned costing capabilities, processes, and tools used to guide company-wide business and strategic planning– Led engineering teams worldwide (wafer FAB in San Jose and Singapore, packaging in Malaysia) to drive cost reduction and operational improvements leading to $187+ million savings

– Built market research capabilities and business forecast processes– Advised management team on market condition and formulated strategic plan. Forecasted pending market collapse in 2011 and developed risk mitigation plan leading to $300+ million savings– Contributed to closing of a $360+ million M&A deal by identifying and quantifying synergies, providing market sizing support, and valuation validation– Influenced board and executive management team to apply lessons learned from a failed new venture and formulated plans to better foster new ventures in the future

Pursued generalist consulting track with experience in high tech, aerospace, private equity, wine, and non-profit sectors addressing strategic, marketing, operational, and corporate finance related issues. Selected client works include:1). Leading semiconductor/solar equipment maker: Projected long term revenue outlook through bottom-up analysis of customer economics. Explored radical growth ideas to close a ~40% gap in future revenue stream and worked with senior leadership team to map out growth opportunities that addressed up to 85% of the revenue gap identified.2). Large investment fund: Contributed to closing of a $3+ billion JV deal in semiconductor space. Specific impact includes:– Assessed and sized impact of key deal levers, leading to $300+ million in value captured.– Validated valuation method against emerging market trends, underlying business case and deal structure, resulting in renegotiation of transaction terms and $350+ million in value captured.– Conducted due diligence on technology competitiveness and IP portfolio, developed risk mitigation plan– Evaluated and governed the selection of future headquarters location for the JV entity.3). Leading security software player: Assessed marketing effectiveness and identified improvement opportunities to cut marketing expenses by ~10% while driving ~15% additional revenue.4). Leading aircraft manufacturer: Streamlined product development process through consolidation of best practices across product platforms. Developed strategy and business process to manage and assess 25+ large system suppliers worldwide.

Design next generation 45nm quad-core microprocessor with a focus on memory block. The product was released before targeted deadline and delivered performance 15% beyond original product specs.

Collaborated with R&D team to research and develop new products, cut time-to-market for three new products by ~10-15%. These achievements helped business unit gain penetration into key regional markets. Led task force teams to solve urgent technical issues under adverse settings. Ability to resolve issues within 1-2 week was frequently tied to pending POs ranging from $5-100 million. Implemented solutions lowered cost of ownership and enhanced production yield by as much as tenfold.