SENIOR LEVEL US-CHINA GM AND BUSINESS DEVELOPMENT EXECUTIVE
* Executive Leadership
* Vision, Strategy, Planning & Execution
* Profitable Growth
* Operations
* Startup, Turnaround & Change
* P&L
* Business Development
* Institutional Sales, Marketing, Distribution ¨C Asia
* Joint Ventures
* Wholly Owned
* Sales Management
* Human Resources
* M&A, Strategic Alliances
* Cross Cultural Integration
* Process & Performance Improvement
* Team Building & Relationship
* US & China Government Relations
* Out Sourcing
High performing executive with Fortune 100 / industrial products experience in Greater China - Consistent success in maximizing corporate performance. Propel growth, generate revenues, capture market share, improve profits, and boost stakeholders¡¯ value. Plan and lead regional growth. Value proposition includes:
Effective and wholly accountable in high-profile executive roles - Overcome complex business challenges and make high-stakes decisions within fast-faced high-pressure environments using experience-backed judgment, innovation, humor, and irreproachable integrity. Respected as motivational, evidence-based, lead-by-example manager, catalyst of change, and proponent of empowerment and accountability.
Corporate and business development expert; marketing strategist and tactician - Accustomed to leading multicultural workforces to develop and serve global customers of U.S., Germany, Hong Kong, South Korea, Japan, Thailand, France, and Italy. They have included Daimler-Chrysler, China Merchant Group (Hong Kong), Whirlpool (Asia), and China Unicom.
Visionary thinking with global perspective & entrepreneurial approach - Key contributor to enterprise-level planning and decision-making. Valued advisor and requested consultant to board members, investors, and top-tier executives. Unique ability to build relationships with crucial stakeholders, government entities, and key participants and establish mission-critical bridges.
Cross cultural management experience; multilanguage proficiency - Mandarin Chinese and English; working knowledge of Shanghainess and Cantonese. Born and raised in Beijing, China. Lived and worked in Asia and understand the law, business protocol, culture and challenges of living and working throughout the region. US BSEE & MBA degrees.
BEHLEN MFG CO, Columbus, Nebraska
Representative, US-China
2006 to Present
After successfully turning around the joint venture, I was promoted to lead the share transfer undertaking for Behlen USA to move to majority position in the JV and other M&A and business development initiatives. Currently facilitating communications among and between US and Chinese entities; structuring M&A deals and transactions.
General Manager - Behlen Metal Building Engineering Ltd, Beijing, China
2004 - 2006
$20 million US-China joint venture manufacturer of pre-engineered metal buildings. It has a 120,000 sq. ft. facility; approximately 200 employees; and $80 million capacity.
The Challenge:
Turnaround this seriously distressed and nearly insolvent then two-year-old US-China joint venture burdened with legacy of lack of direction, mismanagement, unhappy customers, under capitalization, and stalled cash flow. Ultimately, make this company attractive enough for Behlen to move to majority with the help with new investors from its 15% of the equity through proprietary and general technologies and brand licensing while responsible for general operations with full P&L responsibility.
The Strategy:
Grow the business into profitability by repositioning to focus on high-end, quality sensitive, and margin rich markets, re-establish cash flow, and neutralizing legacy burdens, with resources, or the lack of, available on hand.
Representative Results:
- Achieved sale revenue growth of 460% in one year.
- Obtained qualified orders of RMB101 million; implemented RMB47 million due to cash flow restraint.
- Reversed operating margin from negative 6% to positive 3%, a 9% improvement.
- Reduced net loss from RMB7.59 million to RMB5.03 million, a 34% improvement.
- Collected over RMB16 million in receivables over two years old from multiple customers - fueled the turnaround without requiring additional cash injection from shareholders.
Factors in the turnaround:
Team Rebuilding - Intimately led the retooling of the sales team. Induced full spectrum mindset transformation and a series of human resource improvements resulted in an orderly environment, steady workforce with uplifted morale.
Top Line Growth - Repaired and reintroduced Behlen brand; repositioned the company to emerge in the top three preferred vendors in China, and grow at a rate alarming to top competitors.
- Won a high-profile, highly sought after contract from a German-US auto maker in Beijing.
- Aligned Board members' connections, Behlen's technological advantages, connections on various levels to win the 2008 Olympic Basketball Arena contract despite notoriously fierce Olympic competition.
-Selected on overall team professionalism and product quality to build Beijing Subway Maintenance Facility.
- Achieved 19% quoting/bidding success rate, higher than that of the parent company in the US.
Cost Reduction - Initiated and executed comprehensive 'trickle down' cost reduction program improved cost positions cross the board: engineering, manufacturing, SG&A, purchasing, transportation, and construction erection.
Quality Leap Forward - Won "The Great Wall Cup Award" - the most prestigious national award for highest construction quality in China; obtained ISO9001, ISO24001, ISO28001 certifications. A major competitor/market leader reached out to us to supply to their quality-sensitive projects.
Turning Legacy Liabilities into Opportunities - Crafted win-win solutions for a series of long outstanding legacies which had been strangling the company's cash flow, destroying its brand, threatening the existence, and had been deemed unsolvable. Payment streams restored as result.
Example:
Defused an imminent RMB300 million product/construction liability litigation attracted by a legacy of serious mismanagement and construction malpractice on a 1,200,000 sq. feet facility for the largest automobile manufacturer in China. Led engineering teams cross the Pacific to develop a thorough engineering solution to win this do-or-die battle. Succeeded in achieving all four predefined key objectives:
- Find a sound and economic solution to this unprecedented roof repair engineering and commercial challenge.
- Resolve vital issues without litigation.
- Remove payment freeze on RMB13 million remaining balance from the customer to finance this undertaking and the overall turnaround initiative.
- Transition this irate customer into a loyal partner.
OPTEK CO. LTD.
Beijing, China
1998 to 2003
General Manager
In an enthusiastic entrepreneurial spirit, joined as an equity partner to lead this startup optical frames manufacturer to domestic and international OEMs with full P&L.
The Challenge:
Lead the company to grow on a cash flow based strategy.
The Strategy
Search, formulate, and edit a visionary and entrepreneurial approach to compete with global players in a niche market with local resources: capital, human resource, technology, and home grown equipment.
Representative Results:
- Developed and led company growth based on a cash flow strategy.
- Implemented HR strategies that resulted in excellent ROI - building a high performance team with local recruits of superior desire to succeed yet from underprivileged background.
- Leveraged reengineering of production processes, quality assurance programs, and inventory systems to compete innovatively with manufacturers with state-of-the-art equipment
EMERSON ELECTRIC ASIA LTD.
1994 to 1997
China Resident Representative
Shanghai, China, 1995-1997
Business Development Manager, China, 1994 to 1995
Promoted to represent Emerson in China to transform and build Emerson Electric (China) Holdings into a pivotal infrastructure to develop and carry out all corporate strategic initiatives and operational activities; to support Emerson divisions China operations; to grow direct sales; to massage relationships with joint venture and business partners; and to build, enhance, and manage government relations on demand and with various levels. This model was considered innovative, proved to be effective, and has been used to date.
As Business Development Manager reporting to the President of Emerson North Asia, established joint ventures and wholly owned operations as part of the global strategic growth plan. Recognized for personal contributions to successes in identifying, evaluating, and negotiating in various joint venture and wholly owned opportunities.
Representative Results:
- Grew direct sales to China from startup to $28+ million/year; developed and implemented market entry, distribution, and growth plans for 8 technology product lines; recruited, developed, and led sales teams of 50 comprised of local and expatriate members.
- Aligned resources and connections from Beijing to St Louis to Capital Hill to arrange a meeting of immense importance with the Premier of China (who rarely granted meetings) for Emerson Chairman, to discuss construction of a $100 million manufacturing facility in Suzhou, China, the largest single manufacturing facility investment outside the US in Emerson's history at that time. This hi-impact investment has proved to be a strong driving force to Emerson's growth and profits in China and the Asia Pacific region.
- Worked successfully with local and central authorities in Shanghai and Beijing to obtain official permission to use Emerson's holding company as a "super representative office" for its 50 divisions in China, which exempted Emerson from establishing numerous separate offices for each divisions operating in China otherwise required by popular narrow interpretations at that time on the relevant Chinese laws. Set-up, subsequently, regional corporate offices throughout China to maximize the full potential benefit of the permission. This efficient model was praised to be creative and still is being used by the company.
- Led pioneering efforts in consolidating Emerson¡¯s investments across China by transferring equities into Emerson Electric China Holdings. The consolidation impacted positively to better leverage Emerson Brand and capital resources throughout China. This practice was considered precedence setting experiment by Chinese authorities at that time.
- Led the development of a human capital development program focused on professional growth and quality of work life versus pure incentive based scheme. Achieved a 3% turnover versus usual 20%.
- Lobbied with total success on Beijing's import duty authorities to reduce duty rates on selected line items.
- Recognized as point person for consultation on China related issues. Often called upon as the capsules for high stakes endeavors.
THE SATRA GROUP
Greenwich, Connecticut
Sales Manager - Far East, 1992-1994
A private consortium pioneered and highly successful in US-Soviet trades - imported chrome ore and other mineral resources; traded aerospace technologies; distributed Soviet made tractors and automobiles in Western markets; produced London Royal Ballet and Bolshoi Ballet performing art tours in North America. It was of an annual volume of $800 million to $1.2 billion in 1980's and 1990's.
Recruited by Executive Vice President to build and lead sales operations in Hong Kong and China with minimal financial exposure.
- Built sales network from ground up, and sold mining equipment, system solutions and spare parts.
- Helped manage China related aspects in a multi-million-dollar effort to establish a national sales network for importing and distributing Chinese made electric motors in the US.
JING TECH, INC.
Bethany, Connecticut
Project Manager - China Joint Venture, 1989 to 1991
Led joint venture establishment efforts; managed initial operations in China. Awarded U.S. Patent (5,052,833).
EDUCATION
M.B.A., International Management
Monterey Institute of International Studies
Monterey, California, 1989
B.S., Electrical Engineering
New York State University
New York, 1986
CITIZENSHIP:
US citizenship pending oath ceremony. |
