As Finance head of Global Tooling function of Mattel group, including sourcing from outside vendor and 2 factories in Foshan China and Penang, Malaysia; Stationed in Foshan, China (Global Tooling GM’s office location) 4 days a weekManaged staff of 6 professional and clerical employees in China, 3 in Hong Kong and 1 in Malaysia (functionally).1. Reduced the annual spending of group Tooling expense by 47% from US$150 million in 2016 to US$80 million in 2020 through various saving… Show more As Finance head of Global Tooling function of Mattel group, including sourcing from outside vendor and 2 factories in Foshan China and Penang, Malaysia; Stationed in Foshan, China (Global Tooling GM’s office location) 4 days a weekManaged staff of 6 professional and clerical employees in China, 3 in Hong Kong and 1 in Malaysia (functionally).1. Reduced the annual spending of group Tooling expense by 47% from US$150 million in 2016 to US$80 million in 2020 through various saving strategy. Translated effort from cross-functional leader by discussing, understanding their strategy, monitoring of progress into financial result. 2. Took lead for saving programs, based on opportunity identified from financial numbers, from design, monitoring progress, voiced out if there is significant deviation from plan and reported the savings. Led the China factory to transform from US$2 million loss in 2016 to a profit of USD1 million in 2020, improvement by 150% and reduced the average mold cost by 30% from $3,500 in 2016 to $2,400 in 2020.3. Reviewed the payment system to establish systematic evidence of checking at various stage, including establishment of vendor master, official authorization from vendor about their bank account information as well as checking between each interface.4. Established cost analysis system to monitor cost spending in different stage of production.5. Trained up 2 clerks with little finance background to carry out clerical duty. Coached them to liaise with non-finance colleagues to ensure finance department receive the right information promptly. Show less

Leading a Finance team of 8 to handle all accounting matter of the sourcing office with annual sourcing volume US$2 billion.1. Migration of AS 400 to SAP in 2001 and subsequent periodic upgrade.2. Integration of Accounts Payable system to electronic banking system of bank to smooth the payment process (Implemented in 2004, upgraded in 2008 and 2012). Totally eliminated the risk of manual input to banking system by establishing control total in various steps. 3. System documentation… Show more Leading a Finance team of 8 to handle all accounting matter of the sourcing office with annual sourcing volume US$2 billion.1. Migration of AS 400 to SAP in 2001 and subsequent periodic upgrade.2. Integration of Accounts Payable system to electronic banking system of bank to smooth the payment process (Implemented in 2004, upgraded in 2008 and 2012). Totally eliminated the risk of manual input to banking system by establishing control total in various steps. 3. System documentation of Finance Operation and review upon the implementation of SOX Act in 2003.4. Integration of Accounts Receivable system vs. electronic banking system of bank to automate the clearing of daily receipts to AR sub-ledger, shortened around 10% of one-man day daily. Show less