Oversee 10 global manufacturing plants with more than $500M in annual shipments. Led efforts to enhance our financial outcomes and streamline operational effectiveness: my team achieved remarkable year-over-year financial improvements, reducing losses by 28%. Quarter-over-quarter, we consistently enhanced operating income.• Ensured high Say-do ratio by executing margin claw back actions, effectively mitigating various headwinds each quarter. Collaborating closely with operations managers, I provided valuable insights into supply chain financials, enabling strategic decision-making to optimize expense lines.• Flawlessly executed the restructuring of one US plant: ensured a clean financial slate without restructuring costs and generated 8M productivity by reducing operating cost per hour. • Took the initiative on the product cost optimization project, I collaborated cross-functionally with Commercial, Engineering, Procurement, Costing, and Production teams to enhance product cost visibility and implement cost control measures.

Led and supported the Non-Metallic Growth Area in Baker Hughes Company. Identified and assessed opportunities that help the company to further grow as an Energy Technology company.• Successful landed one Hydrogen co-development project with H2Pro, which could potentially bring $0.5M revenue with 40% margin to the business.• Participated in the CCUS conference and represented Baker Hughes FPS onshore to advocate its application on Energy Transition. Presented in several customer engagement meetings (e.g. Carbon America, Air Product, etc.) with boarder Baker Hughes’ product company team.• Conducted voice-of-customer and market analysis to understand the needs of the Energy Transition market. Created a standard commercial deck and total-cost-of-ownership comparison model to highlight our product’s value proposition.• Project managed the Joint-Industrial-Practice with PHMSA and industrial leading laboratories to test and validate non-metallic pipes application in CCUS and Hydrogen transportation.• Performed market assessment to determine Non-Metallic pipe’s market size of the CCUS and Hydrogen. Explored new product’s market size with logical and innovative models.

Directed oversight of global financial planning and analysis processes and personnel for a $1.7B Artificial Lift business in Oil & Gas. In this role, effectively integrated, developed, and improved processes, ensuring a streamlined operation. • Led the most complex and challenging FP&A processes during Baker Hughes’ Oil Field Service Business merger and integrated legacy GE and Baker businesses into one platform.• Successfully managed the global financial planning, reporting, and closing schedule by providing clear deliverable expectations, timeline with the regions and stayed on top of the deliverables. • Led the weekly financial and operational performance forecast meetings with regions and provided valuable financials insights and challenged the regions and functions to drive operational improvement.• Coordinate short-term and long-term planning across multiple functions and regions.

Led fiscal and operational oversight, delivering increases to profitability, productivity, efficiency, and all processes.• Led the North America billing and collection CoE to improve processes and productivity … drove reduction of North America’s Past Due from $150M to $27M during Oil & Gas challenging downturn cycle.• Managed the weekly operating rhythm with Oilfield service branches to reduce billing backlog. Drove down Permian ESP billing backlog from $6M to $1M. Improved business margin by 62% by reducing fleet, freight and improve rental equipment billing rate. • Built field service utilization dashboard and improved utilization from 66% to 78%.

Joined the rigorous GE Exec Leadership Program that develops high potential, experienced professionals by providing extensive exposure to different GE businesses and executive leadership team from top tier. Operated as part of a global team, conducting comprehensive reviews of GE businesses across US, Singapore, and China. The role demanded executive stakeholder management and regular reporting to GE SVPs and VPs.Leveraged business goals around profit improvement, acquisitions integration, financial reporting, risk management, ERP implementation, compliance, whilst also supporting critical GE company initiatives for simplification and growth.

Finance analyst in GE Healthcare, BUC, FranceControllership in GE Capital, Shanghai, ChinaFP&A analyst in GE C&I, Shanghai, ChinaRegion commercial finance analyst in GE Healthcare, China