Industry leader for cardiac cables, leadwires, and neurodiagnostic connections

General Manager of SunMed Medical, Zhuhai, now part of Airlife Family

Vexos, Shenzhen & Hong Kongwww.vexos.comGeneral Manager Nov 2017 – June 2020Vexos is an award winning North American EMS company with global footprints in US, Canada, China and Europe. Vexos provides PCBA, Box Build and full material solutions to customers with high mix, high complexity and medium-to-low volume products.+ Full P&L responsibility for this manufacturing and commercial PCBA and Box Build facility in Shenzhen, China and Hong KongTotal accountability for the… Show more Vexos, Shenzhen & Hong Kongwww.vexos.comGeneral Manager Nov 2017 – June 2020Vexos is an award winning North American EMS company with global footprints in US, Canada, China and Europe. Vexos provides PCBA, Box Build and full material solutions to customers with high mix, high complexity and medium-to-low volume products.+ Full P&L responsibility for this manufacturing and commercial PCBA and Box Build facility in Shenzhen, China and Hong KongTotal accountability for the revenue and EBITA with direct reports from Sales (North America and China), Quotation, Program Management, Operations, Finance, Quality and HR+ Achieved 30% growth in the first year in revenue and 80% growth in EBITA in compare to a year ago. Continued EBITA growth in 2019 even under the geo-political challenge of the tariff conflict between China and US through rapid new customer development, market expansion and diversification of the cliental and aggressive cost cutting in manufacturing overhead and material PPV achievement. + Reduced dependency on a few big customers by introducing new customers in medical device, security, entertainment and IOT. Rapid developed local China market with focus on foreign companies manufacturing in China+ Achieved 30% increase in efficiency for direct labor via LEAN and automations and flexible work scheduling systems. Increased utilization of the critical equipment such as SMT, Wave Soldering and ICT testersOverall direct labor cost in 2018 increased only 5% in compare to 2017, while revenue increased 30% and EBITA increased by 80%. + The IDL and SG&A kept even. Outsourced none critical operations. Implemented bonus program to incentivize SMART goal achievement Show less

+ General Management P&L responsibility for this 2,000 headcount (8/2014) manufacturing flagship facility for two manufacturing sites, one for tools (Irwin, Craftsman, Lenox) and one for window décor (Levolor) products. Reduced overall head count by over 45% to 1000 by Dec 2016 via lean manufacturing and automation+ Lead the local team to work closely with customer, head quarters and other BUs in regard to sales, finance, production, engineering, information technology, logistics… Show more + General Management P&L responsibility for this 2,000 headcount (8/2014) manufacturing flagship facility for two manufacturing sites, one for tools (Irwin, Craftsman, Lenox) and one for window décor (Levolor) products. Reduced overall head count by over 45% to 1000 by Dec 2016 via lean manufacturing and automation+ Lead the local team to work closely with customer, head quarters and other BUs in regard to sales, finance, production, engineering, information technology, logistics management and quality control issues.+ Lead plant operations consistent with corporate vision/mission and core values; ensure that all personnel understand and perform respective functions consistent to effective execution of strategic plan and AOP.+ A change agent for Lean transformation with focus on productivity improvement, automation, supply chain improvement and optimization of the indirect and managerial head count. Overall Indirect labour reduction of over 50% within 2 years; Overall Plant labour force reduction of over 45% Efficiency improvement over 25% year over year Productivity savings on plant level reached over 7.5 million USD for 2015 & 2016 CEO award from Newell Rubbermaid in 2016 Successfully turned around the P&L within 6 months of services+ Injecting a culture of ownership, accountability and sense of urgency while the manufacturing environment in China is changing (TOOLS Brands of Newell Rubbermaid including NRP was acquired by Stanley Black & Decker in March 2017) Show less

+ General Management responsibility for the biggest medical device manufacturing facility in China for Philips with over 1000 people. Accountable for $150 million USD revenue with profit and loss responsibilities by ensuring performance objectives are met within approved budget parameters; manage changes in external and internal market dynamics to mitigate losses and sustained business growth.+ Delivered excellent result in revenue, cost, EHS and team work via lean transformation… Show more + General Management responsibility for the biggest medical device manufacturing facility in China for Philips with over 1000 people. Accountable for $150 million USD revenue with profit and loss responsibilities by ensuring performance objectives are met within approved budget parameters; manage changes in external and internal market dynamics to mitigate losses and sustained business growth.+ Delivered excellent result in revenue, cost, EHS and team work via lean transformation. Championed the lean transformation to achieve unprecedented culture and efficiency improvements in all sectors of the company. After 2011, this site received CEO Award for Quality, EHS Improvement Award from Philips China. Successfully delivered over 30% efficiency improvement via lean transformation and Kaizen activities. + Successfully passed FDA site audit without single 483 in October 2011+ Directly responsible for the selection, coaching, career/personal growth and development of key team members; Lead plant level tactical planning and delivery of Key Performance Indicators towards fulfilment of International Operations strategic goals and objectives; Driven to recognize latest technological trend in fields related to current competencies and drives to apply change that will maintain leading edge.+ Manage the operations of the plant with particular emphasis on compliance with good manufacturing practice (GMP), mandate of the US and China Food and Drug Administration (US FDA, China SFDA), and quality systems in conformity with ISO 9000 and ISO 13485 specifications. Execute Simply Philips initiatives and personally drive for a Lean and Six Sigma culture. + Ensure company compliance with all legal and strategic requirements of local and national governmental laws, regulations, policies and directives. Specifically, ensure compliance of the facility to the EICC regulations. Champion and key sponsor for Philips Lean initiatives. Show less

+ Accountable for P&L of this 20 million US dollar UK packaging manufacturing company with extrusion, printing and conversion business for consumer, medical and recycle packaging products. + Total responsibilities for Sales and business development opportunity in China. Proven track record of developing new packaging market to achieve over 5 million US within 2 years!+ Day to day operational responsibilities for finance and administration, manufacturing and engineering and Supply Chain… Show more + Accountable for P&L of this 20 million US dollar UK packaging manufacturing company with extrusion, printing and conversion business for consumer, medical and recycle packaging products. + Total responsibilities for Sales and business development opportunity in China. Proven track record of developing new packaging market to achieve over 5 million US within 2 years!+ Day to day operational responsibilities for finance and administration, manufacturing and engineering and Supply Chain for this 200 people stand-alone business plant+ Continually drive to improve operational performances and maintain a quality standard consistent with BRC (British Retail Consortium) requirement while driving to reduce Cost of Quality Show less

+ Championed Avail’s China strategy. Successfully executed the strategic roadmap of entering China from blue-print to a fully functioning medical device manufacturing facility with FDA registration and TUV ISO-13485 certification within 12 months + P&L accountability for the China operations + Achieved zero defects, zero returns and 100% OTD for all the products shipped out of Avail, China with site management responsibility for Operations, Quality, Supply Chain and Administration+… Show more + Championed Avail’s China strategy. Successfully executed the strategic roadmap of entering China from blue-print to a fully functioning medical device manufacturing facility with FDA registration and TUV ISO-13485 certification within 12 months + P&L accountability for the China operations + Achieved zero defects, zero returns and 100% OTD for all the products shipped out of Avail, China with site management responsibility for Operations, Quality, Supply Chain and Administration+ Spearhead China raw material sourcing activities to substantially and effectively reduce overall material cost of the corporation. + Recruit, mentor and motivate top talent to support business growth. The annual employee turn-over ratio kept with 5%.+ Successfully handled all local government relations; ensured that all company policies and practices are consistent to the corporate and government regulationsAvail Medical was acquired by Flextronics in April 2008 Show less

+ Directed the operations team, which included Manufacturing, Engineering, Supply China and Quality Assurances groups; responsible for day to day running of the operational activities; ultimately accountable for safety, quality, on time delivery, yield and cost+ Key decision maker in shaping the company strategic directions in regards to products, competencies and strategic positioning; set fiscal targets for all Production, QA and Engineering groups; determine roadmaps and step-by-step… Show more + Directed the operations team, which included Manufacturing, Engineering, Supply China and Quality Assurances groups; responsible for day to day running of the operational activities; ultimately accountable for safety, quality, on time delivery, yield and cost+ Key decision maker in shaping the company strategic directions in regards to products, competencies and strategic positioning; set fiscal targets for all Production, QA and Engineering groups; determine roadmaps and step-by-step tactics for new product development, prototypes, pilot production and mass production; hold responsible for meeting revenue and cost targets on a monthly basis+ Interfaced and communicated with US head office on a daily basis with information on production and quality statues, yield improvement progresses, safety performance and product line transfer activities+ The driver of the Six Sigma and LEAN manufacturing philosophies and pushed for full scale implementation of SPC processes in the plant Show less

+ Served as manufacturing Subject Matter Expert (SME) in Production Floor Execution and Supply Chain Tracking Systems in this leading manufacturing software company

+ ERP process owner with responsibilities in designing and implementing business processes in the areas of MPS/MRP, Manufacturing Engineering, DRP, Supply Chain, and Warehousing+ Interfaced extensively with global and local material groups to evaluate and enhance new business processes and customizations in inventory management and planning

+ Responsible for the P&L and overall day to day general management of the 250 head count manufacturing facilities in Shenzhen, China owned by MSI＋ Founded and led the China operational infrastructure including Accounting, PMC, Production, Shipping and Purchasing; established and transferred those functions from Hong Kong to China within first 4 months; made the production facility fully operational within 10 months; turned the Asian operations (Hong Kong and China) from 4-year loss to… Show more + Responsible for the P&L and overall day to day general management of the 250 head count manufacturing facilities in Shenzhen, China owned by MSI＋ Founded and led the China operational infrastructure including Accounting, PMC, Production, Shipping and Purchasing; established and transferred those functions from Hong Kong to China within first 4 months; made the production facility fully operational within 10 months; turned the Asian operations (Hong Kong and China) from 4-year loss to being profitable with 16 months ＋ Succeeded in transferring all labor intensive product lines from overseas to China within first 18 months, ＋ Substantially cut material cost; reduced electronic components, glass, and metal parts by 25%, 30% and 15% respectively within 3 years; managed all the existing suppliers, critical high volume components achieved dual-sourcing within 2 years Show less