负责亚太中东地区49个国家和地区所有润滑油/脂产品组合，配方执行，以及质量管理。通过市场部门，计划部门的共同努力，推动积极的产品组合管理，不断优化产品组合，健康指标持续改善。5年累计降低库存成本1500万美金，Tail/non-performing/Dead & At Risk SKU 个数降低90%。连续4年 ~200% 完成成本目标，连续4年把客户质量事故削减一倍。所有质量指标保持全球各大区第一名。无重大质量事故日超过1800天。完成中国区重大产品管理合规项目，超过3万吨业务，309个SKU， 45个重要OEM的业务变为完全合乎公司产品管理，质量，HSSE以及化学品安全管理规定，将分装活动从24个缩减至4个，并且建立了一套体系，保证业务的继续快速增长。带队完成泰国润滑脂工厂改造工程，按期按预算，0质量和安全事故带领团队通过配方和工艺优化，增加润滑脂产能8000余吨，相当于新建1.5个新工厂.Responsible for product portfolio management, product formulation implementation management, and quality management in Shell Lubricant supply chain of Asia Pacific, Middle East and South Africa, covers 15 plant, 49 countries.Joint effort with marketing, planning, drive active portfolio management, optimized portfolio, significantly improved portfolio healthiness KPI, 15 m$ inventory reduction in 5 years, Dead and At Risk/Tail/Non Performing SKU number reduced by 90%.Consistently delivered 200% COGS target for 4 years, halve the CQI (customer quality incident) for 4 years. Achieved 1800 Major CQI free days. Leading in all KPI among regions. Delivered major compliance project in China: 31 ML, 45 OEMs, 309 non-compliance SKU, 21 KAD (Reduced to 4) are now putting back to compliance status.Led the Thailand Grease plant upgrading project, delivered on time, in budget, 0 HSSE incident, 0 quality incident.Led a project team squeezed out 8000 t of grease production capacity, this is equal to 1.5 new Grease plant, by optimizing the formulation and manufacturing technology, without adding any steel on the ground.

上海商务中心项目经理建立上海商务中心对于实现壳牌中国2020年愿景, 是具有战略意义的一步。新的上海商务中心成为壳牌中国大部分下游业务的运营中心，包括润滑油业务、集团采购业务、航运产品、沥青、硫磺以及化工产品销售。同时建立了壳牌第一个针对中国经销商的培训中心——壳牌上海大学。 她将使我们更加贴近客户，贴近合作伙伴，贴近市场机遇。项目涉及众多员工和业务部门，难度很大。具体内容涉及各地人员搬迁的人事政策设计/执行；全球各不同部门/层级领导的沟通协调；员工沟通及协调；招聘预案及业务应急预案设置；新办公室选址设计施工以及搬迁组织协调；新商务中心财税安排；北京上海两地政府及媒体关系处理；工会关系处理等。我们最终获得超过九成员工签约，无关键人才流失，未影响各业务部门的运营，维护了良好的政府及媒体关系，新办公室获得大家的高度肯定。整个项目被称赞为壳牌全球类似项目最为成功的案例之一。另：在2014年，带领项目小组负责壳牌中国润滑油业务2014 - 2018年业务策略的制定。是”12项业务策略“概念开发的核心成员。2014-2018，公司销量增长46%，显著超越市场和竞争对手。SCC, Shanghai Commercial Centre is strategic step forward for Shell China 2020 vision. SCC will be the operation hub for lubricant, strategic sourcing, marine sales, speciality, Sulphur and chemical sales. It also including setup our 1st China distributor training centre - SSU. SCC will make us be closer to our customer, partner and market opportunities.It's a complex and tough project by nature, as many staff's life and many biz departments will be seriously impacted. I was leading a X- Function team designing/implement the HR moving policy;coordinating among multi-level, multi - function global and local leaders; setup strategy and plan for staff communication step by step; BCP and recruitment mitigation plan; New office site selection/design engagement/office moving coordination; align financing/tax governance structure of SCC; maintain good relationship with Shanghai/Beijing governement, staff union, etc.We successfully got >90% staff sign on rate, 0 loss of key talent and hi-po, no negative impact to biz operation; good relationship maintained with goverment, new office is welcomed by everyone from day one... The whole project is regarded as one of the best of similiar projects for Shell globally.Besides: In year 2014, I led the China Lube 2018 strategy re-development work, played key role in setting the 12 key business levers. China lube vol and margin grew significantly outperformed the market and competition in 2014 - 2018.

壳牌商务业务 - 亚太/中东地区技术研发服务总经理为壳牌润滑油和燃油业务AP/ME 地区汽车OEM和工业行业的发展提供研发技术支持。作为壳牌全球商务业务研发领导团队成员之一，推动相关工作的开展。Provision of technical service in automotive OEM and direct sectors in the East, to support growth in Shell Lubricants & Fuels AP/ME businessDelivery of Global Commercial Technology initiatives as a member of the Global Commercial Technology LT

加入壳牌润滑油全球市场部，负责亚太区的两个行业 － 汽车零部件行业以及普通工业 - 的中长期市场战略及业务发展计划的制定和全球业务计划和战略的本地实施及推进.2015年主持制定了壳牌汽车零部件行业全球业务战略，并据此开始推动变速箱油品全球业务开发工作。在欧洲，美国获得主要汽车制造商的ATF， MTF的初装和售后业务；在中国获得6家领先汽车厂商的DCTF, CVTF, MTF, ATF初装和售后业务。这些业务至今仍旧为公司每年贡献超过2万吨的业绩。Joined Shell Lubricant Global Marketing as APAC sector marketing manager, responsible for 2 sectors: Auto Component & General Manufacturing. Responsible for :1. setting the medium and long term marketing strategy, business plan. 2. Local implemenation of global strategy. 3. Support cluster marketing team on business plan development and marketing strategy setup; 4. Support global key account activities and important business activities in APAC.Led the Shell global Auto Component Sector strategy development in 2015, set the right direction and priorities for the business. Based on the set strategy, drove and led the transmission fluid business Business Development work globally, successfully cut the 2 ATF, MTF factory fill/service fill deal in leading USA, Germany Auto OEM, 6 leading China Heavy Duty, Passenger Car Auto OEMs' DCTF, CVTF, MTF, ATF factory fill and service fill deals. These business wins are still generating >20 million litre of transmission fluid business globally every year. This work completely change our over reliance on single customer

大中华区技术总监 : 2006 .1 – 2010.6负责大中华区的润滑油技术工作，壳牌（中国）润滑油业务领导团队成员。团队包括地区技术经理、培训经理在内共计六名直线经理，以及他们各自的团队。支持工业，车用在内所有油品的市场，业务，质量控制工作。 Greater China Lubricant Technical Director: LLT (Lubricant Leadership Team) member, in charge of all the technical related work, 6 technical manager directly reports to me, with a team of 32. My team supports sales, marketing and quality work of industry and automobile lubricant.