Led cross-functional international teams and successfully launched products at international trade shows (such as Drupa 2024 and Hunkeler Innovationdays 2023) within compressed deadlines. The product launch process included developing and coordinating launch plans, marketing messages, marketing applications, product documents, technical animations, press releases, internal and external communications, training, and supporting sales and marketing activities in the regional sales territories (EMEA, Americas, and APAC).High work ethics. Took ownership and held a high standard on each task.

Led the effort to re-engineer the company’s key product line (contributing to more than eight million euros of sales revenue) for operational excellence. This effort entailed significant risk since the objective was to replace a super-premium product without upsetting key customers or losing sales. The project required close collaboration with customers, channel partners, third-party suppliers, and a broad range of internal functions to replace the product in 16 countries via both direct and indirect sales channels. Throughout this project, I continuously updated top management (including the company owner) as the team worked to meet an aggressive timeline. The project was all-consuming and required an extraordinary effort to complete. In the end, it was completed with outstanding success, and I remember it as one of the best experiences of my life. Responsible for the product line contributes to more than 50% of the total sales revenue. Responsible for supplier relationships, portfolio roadmap, new product development, testing, and product launch and post-launch support. Defined value proposition, product strategy, business model, and roadmap based on the global market trend, customers’ needs, and channel partners’ insights.

Created a cost modeling method. Supported senior management to better evaluate the cost of producing an individual job. The project was accomplished within three weeks vs. the allotted 12. Reduced the cost and optimized management.

Promoted to department manager after six months’ hiring. Supervised 13 employeesIdentified inter-department issues. Enhanced communication between departments. Increased production efficiency. Reduced labor and raw material costs.

Conducted research in the area for the ISO 15339 development. The research was presented at FOGRA Digital Printing Working Group with an outstanding result.

Exceeded sales targets and learned the lesson that being customer-centric is the key to the business.