Managing the Company´s operation, and organizing the implementation of decisions of the Shareholder and/or of the Board of DirectorsPreparing the plan of the structure of the Company´s internal managementFormulating the management scheme and detailed rules of the CompanyLead and steer sales activities and ensure sales targets are met on timeOversee daily operations of the organization and business unitsEnsure the creation and implementation of a strategy designed to grow the businessBuild the Company image by collaborating with customers, government, community organizations, and employees; enforcing ethical business practicesMaintain quality service by establishing and enforcing organization standardsCoordinate the development of key performance goals for functions and direct reportsProvide direct management of key functional managers and executives in the organizationEnsure the development of tactical programs to pursue targeted goals and objectivesEnsure overall delivery and quality of the unit's offerings to customers

I am in charge of strategic and tactical business leadership of China region to drive revenue and profitability growth in both product and service solutions. Provide strong and dynamic leadership with a clear vision for the future that motivates and stimulates staff to deliver best in class quality in processes and services to the customers.I led more than 270 people (Sales, Marketing, Application, After service, Production, Operation, R&D, Engineering, Supply Chain, HR, Finance, IT, etc) across a number of Malvern Panalytical offices and OMEC instruments Co., Ltd. in China.1.Led China team achieved double digit growth from +10% to +38% and increased variable contribution margin in four consecutive years by strategy redesign and multiple actions.(1)Reorganized the sales focus to segmented industries such as pharmaceuticals, life science, advance material, battery, semi conductor.(2)Leverage the sales team through recruiting, training and developing to provide value based selling. (3)Established channel partner structure to enhance effective long term collaboration with partners and to ensure that they adhere to the organisation’s Code of Business Ethics.(4)Retained successfully customer accounts and develop large and strategic accounts through provision of quality service and applications support.2.Led China organizational integration process for Malvern Panalytical through cultural, strategy, function, work processes integration. Increased employees engagement by +27%. 3.Converted the organization from product orientated to customer centric with focus on three sectors Advance Material, Life Science (Pharma and Food), Primary material. 4.Demonstrated great crisis management leadership and led China team to achieve very strong rebound in 2020 despite COVID-19 crisis environment. Grew the business in 2nd half of 2020 by +7% YoY.

I am directly responsible for managing TSI China operations. I had overall control of planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to methods. I built a world-class commercial organization through recruiting, developing and managing a team. 1.Led China Team outperformed sales targets for China and Mongolia region in three consecutive years. Doubled Sales in 4 years. Increased sales by 300% of Test & Measurement products and Controlled Environment products by revamping existing channel structure and expanding channel operations. Strengthened the direct sales operations for Research and Analytic instruments product line which led to greater control as the market leader.2.Significantly exceeded P&L operating income objective by saving millions CNY tax with approval for VAT exemption by China State Taxation Administration. 3.Aligned multiple brands of TSI, Alnor & Airflow, all owned by TSI, into a coherent TSI branding message to help create brand loyalty for the company brand.4.Remodeled the existing sales channels prior to start-up by implementing a coherent channel strategy across all product segments & brand. 5.Developed large OEM accounts in medical device, contamination control, critical environment control business. 6.Contributed to develop APAC growth strategy. Led the developing of strategy and plan of Test & Measurement products for APAC.

I managed and was responsible for the entire marketing and sales activities and plan of the LAPP Group in China.1.Actively contribute to the corporate key objective of profitable growth by double sales volume of the LAPP Group in China within 3 years; keeping 30% annual increasing in average from 2007 to 2010 with effective strategic plan. 2.Professional utilization of all relevant marketing and sales tools in order to penetrate the large and vastly growing market in China with the entire product range that the LAPP Group has to offer. 3.Led expansion of Lapp Group market share in China with professional and optimized customer service / customer care. Expanded the cable related system business as functional part of the business of LAPP CHINA4.Operational realization of all sales related responsibilities deriving from the Strategic Plan of LAPP CHINA, as well as assistance to the Managing Director for modification and update of the strategic plan; Maintain a thorough market understanding, and realization of changing customer requirements and market dynamics. Reflect those changes in a Marketing and Sales plan.5.Developed large OEM accounts in different strategic business units.

In the role as Managing Director, I have direct responsibility for Manufacturing, Engineering, Sales&Marketing, Finance, HR, and overall business management. Be responsible for developing and monitoring performance against fiscal plans for P&L growth and asset return. 1.Built the China organization from the ground up. Set up China operation in 1998 as a liaison office and then transitioned into a Whole Owned Foreign Enterprise in 2005. 2.Increased sales by 2000% from 1998 to 20063.Built top-performing teams to enhance corporate strength by revising recruiting strategies with higher importance on candidate's intrinsic aptitude/qualities; introduced a new incentive program with better balance between short term result delivery and long-term foundation building.4.Developed comprehensive new product introduction and go-to-market programs to accelerate adoption by innovators and leverage reference cases to attack mass market segment