Founded in 2019 in Hanoi, Ween is a team of local and foreign trainers, coaches, and facilitators dedicated to helping managers become better leaders and teams excel at teamwork through transformative learning experiences.Specifically, we: ● Support managers in enhancing their ability to motivate, coach, empower, and develop their teams ● Help teams enhance psychological safety, achieve alignment, and boost communication, feedback, and accountability.We are also fervent supporters of social and environmental causes. Our latest program focuses on assisting organizations in cultivating awareness, fostering care, and instilling ownership of environmental sustainability among all their employees.

Killine is a global design and manufacturing specialist of optical frames, recognized as a front-line corporation in the eyewear market.Between 2016 and 2019, I directed the group’s growing operations in Vietnam, focusing primarily on a 500-person factory located north of Hanoi.→ 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:- Leading and managing the plant's operations, including productions, planning, supply chain, logistics and inventory. - Developing people: empowerment-oriented management model to create a sustainable and responsible team.- Developing business: budgets draw up, strategy formulation for all departments, corporate social responsibility projects, important capacity increases, and new processes and products integration.- Defining and leading rationalization projects to improve the performance and enhance the efficiency. - Heading up the site on behalf of the group COO.→ 𝐑𝐞𝐦𝐚𝐫𝐤𝐚𝐛𝐥𝐞 𝐚𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭𝐬:- Successful development of the company culture and performance assessment: empower the employees in making decisions, carry out a system of 5 federating values (integrity, people development, social responsibility, customer focus, and cost effectiveness), conduct quarterly performance evaluations for the middle-management team, build Individual Development Plans (IDPs), provide management trainings.- Factory performance boost by integrating tailored methods adapted to the context, leading namely to the following results:• Delivery In Full On Time (DIFOT) increased from 50% to more than 90%,• Orders Lead Time reduced by 15%,• Production capacity increased by 60%,• Labor cost per piece decreased by 10%,• Stocks accuracy increased from 60% to 100%- Integration of effective KPI to support strategic decisions for the factory (outputs, productivity, labor costs, living and sleeping stocks, DIFOT and lead times).

The French luxury packaging group Parcome has built its reputation by managing increasing orders for European and American luxury brands, and since opening its own factory in China in 2012, it offers customers full control of the production process, from design to final delivery.I directed the plant and supported its rapid growth for nearly two years, during which the workforce expanded from 100 to 250 employees.→ 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬:- Fully supporting and managing the daily operations: productions, quality, logistics, stocks, HR & accounting. Coordinating the work of 10 managers (exchanges in English, Chinese & French).- Closely monitoring highly strategic orders.- Designing, arbitrating and enforcing improvement actions.- Standing as a privileged contact for customers & suppliers.→ 𝐑𝐞𝐦𝐚𝐫𝐤𝐚𝐛𝐥𝐞 𝐚𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭𝐬:­- +150% Production capacity increase: conceiving and implementing all human, material and processes changes. - Successfully moving up market by a review of Design processes and reinforcement of the Quality System: satisfaction of many prestigious customers from the Luxury sector.­- +30% Productivity increase for paper box hand-making: rethinking and reorganizing the production lines, proposing design solutions for a more efficient production, finding sources of motivation for the workers.- Entire factory made well structured, tidy & safe: namely by use of the Lean method.­- Monitoring system for productions implemented: dashboards, etc.

Responsible for daily operations and processes improvement in a young packaging factory of 100 employees:→ Productions: - Monitoring the orders manufacture- Labour costs calculations & productivity follow up- Organization of the production lines & workshop following Lean method (SMED, 5S, all type-wastage hunting)→ Quality: Lead of a 5-people team in its daily controls:- Framework for the quality controllers- Improvement of the global Quality process aiming to increase proactivity and reactivity in case of defects before, during or after manufacture - Creation of the Incoming and Outgoing Quality Control processes→ Stocks: Organization & Inventory- Standardization rules and global rearrangment - Creation and follow-up of a movement recording system- Inventories→ Traceability: Design and implementation of a traceability process: - Orders manufacture following a batch system - Production monitoring and control at each step → Audits: FSC Certification

→ Organization and Change management project in the Loyalty department of the hotel group Accor→ Commercial proposals for operational efficiency projects in aeronautics, CPG, and insurance sectors.→ Brochure presenting Capgemini Consulting’s offer of Lean Management in public services.→ Benchmark of sourcing practices within the cosmetics retail sector.

Operational and organizational efficiency project applied to the entire production system in an SME of 40 people:→ Production line transformation to increase productivity and reactivity→ Rearrangement of the raw material warehouse and the tools shelves through visual and practical improvements based on the 5S principle. → Change management and cross-cultural management.