Founded in 2009, SMOORE is a global leader in atomization technology, specializing in Nicotine Delivery, Medicinal Solutions, Special-Purpose Vaping Devices, and Beauty. With 13,000 employees and 6,816 patents, it designs, produces, and delivers products to over 100 countries, generating $1.6 billion in revenue.
Vice General Manager, Head of Plant, Malang, Indonesia
· Reported to the President, overseeing strategic planning, new product introductions, business and operational process improvements, and financial and operational performance enhancements.
· Played a critical role in aligning plant performance with corporate strategy and industry standards (FDA and PMTA), collaborating closely with commercial and engineering teams to develop and implement strategies that drive organizational expansion.
· Managed six directors (Sales, Operations, Engineering, Quality, Finance, HR) and 1,200–1,800 employees, achieving $230M in annual revenue in a 50,000 m² bonded factory.
· Optimized plant profitability with full P&L accountability, implementing strategic cascades for organizational effectiveness and manufacturing excellence.
· Key processes included assembly, filling, soldering, testing, engraving, blistering, and packaging.
· Successfully led a culturally diverse local team as the sole expatriate executive, achieving record-breaking performance and transforming the plant into a benchmark for productivity and profitability.
· Implemented Total Cost Management, Six Sigma, and an Employee Engagement Program. Redesigned KPIs, processes, and policies to enhance quality, delivery, and efficiency while empowering the local team.
· Ensured safety, quality, and efficiency in all operations, leading the team to achieve business goals and enhance overall performance.
Key Responsibilities:
Strategy Planning and Execution Forecast and Planning Accuracy Operational Management
Key Performance Management New Product Introduction Quality Management
P&L Financial Management People Management & Development Supply Chain & Inventory Management
Safety, Policies, and Procedure Capacity & Headcount Management Continuous Improvement
Stakeholder Management Asset & Equipment Maintenance ESG and Social Responsibility
· Profitability Management:Successfully achieved a total cost reduction of 8% in 2023 (exceeding the target of 3%) and 20% in 2024 (surpassing the target of 6%) LE, maintaining profit margins despite a significant decline in unit price and revenue due to pre-agreed customer contract terms.
Year Revenue (CNY) Gross profit (CNY) Unit price Unit Cost
Target
-3% Unit
Material Cost Unit
direct Labor Cost Unit Indirect Labor Cost Unit Variable Cost Net Profit
2022 H2 1.09B 634M Base Base Base Base Base Base Base
2023 H1 1.06B 628M -4% -7% -5% -27% -39% -22% +3%
2023 H2 0.57B 314M -14% -8% -15% -39% -31% -13% -5%
2024 H1 0.76B 445M -19% -20% -21% -43% -60% -50% +2%
· Strategy Cascade & Performance Review:
· Lead strategic alignment and KPI cascade every 6 months to develop and realign plant priorities.
· Provide monthly performance feedback, offering motivation or developing mitigation plans as needed.
· Review and monitor KPIs and project progress weekly to ensure all KPIs meet targets.
· Host weekly director meetings to facilitate alignment and collaboration.
· Host daily shopfloor meetings to ensure quick responses and rapid implementation of actions.
· Safety: Led Go Gemba and Kaizen initiatives to eliminate safety risks, ensuring zero incidents.
· Production Efficiency and Quality Improvement:
· Machine productivityrose from 7,800 to 9,485 units/hour (target 8,400) through OEE and TPM.
· Machinelabor productivity rose from 228 to 440 units/hour, surpassing the previous global record of 375.
· Machine scrap ratereduced from 0.9% to 0.2% (target 0.3%) through Total Quality Management.
· Manual labor productivityrose from 7 to 23 units/person-hour (target 18) through IE and Lean.
· Manual scraprate reduced rate from 0.6% to 0.03% (target 0.2%) through QCC and Six Sigma.
· Quality incidencereduced from 24 to 2 per year, and FPYrose from 96% to 99.8% (target 99.7%).
· Inventoryreduced from 2 to 0.3 days (target 0.5) and OTIF 100% through VSM.
· NPI:Completed product transfer in 1.8 months (target 3 months), exceeding the efficiency record by 14%.
· Team Development:Coached and developed new local team to peak performance as the sole expatriate.
· Employee Engagement:Identified high-potential talents in an innovative method, implemented non-material incentives, and developed talents systematically for enhanced satisfaction and productivity.
· Union Relationship: Planed andorganized activitiesto improve employee satisfaction.
· Digitization: Led SAP, ERP, and MES system implementation and launch, improving operational efficiency.
· Resource Management: Leveled demand and proactively optimized labor and assets to enhance both short-term and long-term cost structures, ensuring on-time delivery at the best possible cost.

Founded in 1941, Hilti is a leading provider of construction solutions, dedicated to developing products, services, and solutions that drive productivity, sustainability, and safety in the construction industry. With approximately 34,000 employees spanning across more than 120 countries, it generates €6.3 billion in revenue annually.
Head of Operation, Anchor Unit Manager, Zhanjiang, China
· Reported to the Plant GM, improved business unit profitability with full P&L accountability. Implemented strategic initiatives for manufacturing excellence.
· Managed 10 managers and 300 employees, achieved €63M annual revenue in a 56,000 m² factory.
· Key products: mechanical anchors, chemical anchors, and heavy-duty anchors for nuclear, marine, underground, or other extreme environments.
· Key processes: cold forming, threading, molding, CNC machining, heat-treatment, coating, plating, chemical mixing, assembly, packaging, and water treatment.
· Led teams in new product introduction, engineering, S&OP, production, maintenance, warehouse management, lean initiatives, and digital transformation.
· Addressed challenges of declining employee satisfaction, negative net profits, and safety incidents, transforming the plant into an award-winning global performer in two years.
Key Responsibilities:
Strategy Planning and Execution Forecast and Planning Accuracy Operational Management
Key Performance Management New Product Introduction Quality Management
P&L Financial Management People Management & Development Supply Chain & Inventory Management
Safety, Policies, and Procedure Capacity & Headcount Management Continuous Improvement
Stakeholder Management Asset & Equipment Maintenance ESG and Social Responsibility
· Profitability and Cost Management:Improved profitability from -2%(negative €0.8 million) in 2019 to 7%(€3.57 million) in 2020 and 21%(€9.92 million) in 2021.
Year Revenue (CNY) profit margin
(CNY) % variable cost % personal cost % fixed cost % profit margin
2019 50.2M (0.8)M Base Base Base -2%
2020 51.8M 3.57M -24% +23% -23% 7%
2021 63.0M 9.92M -34% -12% -16% 21%
· Won 2020 Hilti global lean award champion by improving 20% equipment OEE.
· Won 8GM awards for setting efficiency and safety records.
· Improved 16% labor productivity, 49%material productivity, and 20%capital productivity.
· Reduced74%inventory in assembly workshop through VSM and Lean improvement.
· Developed Six Sigma Certificate Program to enhance talent capability, commitment and productivity.
· Improvedemployee satisfactionrate from 47% to 88%. (Plant record) through innovative incentives.
· Reducedthe safety cases from 12~15 to 1 per year. (Plant Record)
· Increased the total improvement projects from 118 to 2,425 per year (x20.5, Global record)
· Increased the number of kaizen events per person per year from 0.6 to 12.9. (x21.5, Global record)
· Increased annualsavings from 11.8k to 395k CHF. (x33.5, Plant record)
· Increased savings per person per year from $51 to $2,101 as the regional best practice. (x35, Plant record)

Founded in 1854, spun off from W. R. Grace, and later acquired by Henkel and Saint-Gobain, GCP Applied Technologies provides construction chemical adhesive solutions. With 4,000 employees across 100+ countries, it generates over $1.5 billion USD in revenue annually.
Asia Pacific Planning and ProductivityManager
· Reported to APAC Operations Director, oversaw 3 regional planning managers and 5 regional Black Belts, managing costs and improvements in highly automated food and chemical plants.
· Responsible for S&OP, Quality, P&L Analysis, and Productivity, leading marketing strategy implementation and organizational excellence across 19 plants in 11 countries in Asia including Thailand.
· Addressed challenges during bankruptcy protection, split IPO, business divestitures, and new business integrations, improving operational efficiency and resolve talent engagement issues. Collaborated with commercial team to enhance $230M USD revenue.
· Managed financial analysis and profit optimization for the Asia-Pacific region during a period of significant corporate changes, including the conclusion of bankruptcy protection, organizational restructuring, and private equity acquisition.
· Key products: concrete and cement additives to improve curing efficiency and hardness; fire and waterproofing materials; construction jobsite dosing equipment.
· Key processes: cold forming, threading, molding, CNC machining, heat-treatment, coating, plating, chemical mixing, assembly, packaging, and water treatment.
Key Responsibilities:
Strategy Planning and Execution Forecast and Planning Accuracy Operational Management
Key Performance Management New Product Introduction Quality Management
P&L Financial Management Asset Investment& Capacity Management Supply Chain & Inventory Management
Stakeholder Management Continuous Improvement ESG and Social Responsibility
· Output per labor hour increased from 1.2 MT/MH to 1.67 MT/MH.
· Labor productivityrose from $661 revenue per labor in 2016 to $847 in 2018, a 28% increase.
· Total six sigmacontribution increased from $311k to $1.98M, a 640% increase.
· Asia set a Six Sigma role model, contributing29% global revenue and 41% global savings.

Industrial Engineering Manager (New Plant), Florence, SC, USA Jan 2013 - Aug 2014
Deputy Operations Manager (New Plant), Chongqing, China Jan 2012 - Dec 2012
Organizational Excellence & ISO Manager, Hangzhou, China Jan 2011 - Dec 2011
Quality Engineer, Guangzhou, China Jun 2007 - Dec 2010
Key Achievements:
• Chongqing plant certified as the first world-class gold factory and LEED gold factory (2013).
• Hangzhou and Chongqing plants recognized as continuous improvement models in Otis Global (2011~).
• US plant resolved backorder issue, achieving $5.5M in savings through lean transformation (2013).
• Profitabilityachieved 190% versus target and inventory turnoversrose from 10-20 to 50-80 (2012).
• Won 2 Extra Mile Awards for resolving complex product designand installation quality issues (2009).
• Won Global President Award for enhancing field service efficiency and customer satisfaction (2008).