Global Client:

10+ Fortune-500 companies​ (Such as: Tencent, Baidu)

10+ Head investment corporation​ (Such as: Morgan Stanley, Credit Suisse)

Chinese Client:

5x biggest banks (such as some of their trianings for board of directors and CEO Office)

100+ public funds

10+ head securities company

10+ famous PE/VC

• 2014 mid, take up the post of Project Management Officer of IT product line, manage all PM. Train 200, help 30 of them improve qualification. Optimize R&D structure & procedure to support marketing with both strategy win.
• At 2012, in charge cloud-DC project group of China Region. Bring quick grow from Q2 with 10M RMB bills signed, and have bidding wined. Get DC project with big-data at every month.
• 2011 end, get the MOU for the 1st IDC-cloud project with 8M USD. The Client approves the project without bidding. Open oversea enterprise marketing.
• 2011 mid, Desktop-cloud marketing grow up, projects can be batch delivered smoothly. Turn around my pivot to IDC-cloud marketing, and help it grow quirkier.
  At 2011, take up the post of 1st Project Management Officer of oversea marketing. Audit HLD (high lever design) technical proposal of VIP project.
• 2010 end, in charge the 1st cloud-computing project at oversea marketing, as Solution Architect and Project Manager. And we win the bidding! Open oversea marketing for cloud-computing. Lead the project end to end deploy include business consult, technical design, bidding, POC test, migration, maintenance.

• Marketing management: Drive R&D to support sales both strategy win. Decide Y/N of project policy. Deep-in business analyze of client need with strategy consult.
• Pre-sale management: Technical consult. Assign job to R&D, to support bidding and research of demand, to design high-lever solution and do POC test, review all related technical solutions.
• Delivery management: In charge the project team to support successful delivery.
• After-sale management: drive the project change hands to maintaince party.

• Make all in project, help them ability grow.
• Optimize workflow.

When supporting oversea marketing projects, I find that local sales often get help direct from R&D teams, and it'll cause some problems:
A. Marketing information is confused form local sales and HQ sales.
Sometimes help request will be reject by R&D between different teams.
B. There are always too many projects to be support by R&D,
and sometimes there'll be complain from sales.
Optimize the cooperation procedure during product-line and HQ sales, rewrite the roadmap between local sales and R&D teams:
local sales -> HQ sales -> PMO -> R&D
Work with HQ sales and push local sales teams follow, then each organization on the roadmap work better:
C. Help request form local sales can be fulfill faster. HQ sales can always get the most information from local teams, and make the primary support policy. During case by case, HQ sales understand more about product technique, can support local sales in the beginning of project.
D. PMO can focus on important projects, as 80% less time on phone talk.
R&D teams can focus on few projects there’re filtered by PMO,
and 50% less projects they support, and more, less complain.
E. Huawei HQ can focus more on valuable things.

2010~2013: Manage Huawei cloud-computing projects at oversea marketing

• In the end of y2010, in charge the 1st cloud-computing project at oversea marketing, as Project Manager and Solution Architect. And we win the bidding! Open the oversea marketing for cloud-computing.
• In the end of y2011, get the MOU for the 1st IDC-cloud project. The Client approve the project without bidding.Open the oversea marketing for IDC-cloud, bring more and more business for cloud-computing.
• Feel interesting and want to know more? Let's chat face to face.

Take care of the IaaS at Cloud Datacenter for VIP Client, those running Microsoft VT and VMware server in production environment, include blade server, SAN/NAS, high-end switch.

At 2009，optimize internal service delivery procedure. Make higher usage of engineer，optimize store-room action rule，and complain rate drop 20%.

At 2007，Optimize IBM External ASP management procedure. Capture some business cheats by ASP, change procedures and block such holes, make long-pending case amount 50% down, and make KPI performance look much better.

2. Analyze & solve complex / critical problem and escalate to resources capable.

3. Coordinate daily activity, monitor service delivery, and incident management. Optimize procedure, better meet customer request and ITIL SLA, and contain cost.

4. Keep training staff by new business knowledge, improve ability, share experience.
ASP: JOS, Microware, Toppan, Automate System, Service One

• Change management procedure and add alarm channel for short-part state, make store-room response faster and reduce hand-carry odds.
• Optimize schedule system and make the most of engineer resource, shorten respond time for customer SOS.
• The changes reduce complain, better meet SLA, save cost…

2007~2008: Optimize IBM External ASP management

• During case monitor process, I capture some business cheats by ASP, protect IBM property, save monthly budget.
• To block such holes, I change procedures and make new counters, to let ASP run under better restriction.
• Further, optimize case management process, make long-pending case amount 50% down, and make KPI performance look much better...

2005 mid，build up CORUS VPN network for China region，deliver successful and 100% faster than other 18 countries.

2004 end，R&D MIS system with SAAS cloud for CORUS China，improve management efficiency, reduce operation cost.

2004 mid，join CORUS, as network administrator and in Guangzhou office.

2. Set up and maintain the office and manufacturing IT infrastructure system.

3. IT training and security guide.

4. R&D MIS/ERP and cloud-computing system to fulfill management procedure, assist other dept. improve efficiency.

5. IT asset management, purchase and budget management.

As PM, in charge the whole R&D process, analyse and fulfill the need of business.

R&D SAAS-cloud ERP system, change the way of project report process and customer relationship management. Make information under centralized control in the system, and make report/decision more efficient at Sales/Marketing dept.

Deploy IAAS-cloud system, improve development debug efficiency by using VM, reduce the copy’s of expensive hardware & software, and improve cooperative efficiency at design research dept.

In additional, integrates cloud & network application all in one user interface by web system, improve user experience and efficiency

Development platform: Windows Server 2003 + MS SQL 2000 + Virtual PC (baby Hyper-V) + 3rd-party SAAS cloud R&D tools, etc.

2004~2005: Build up CORUS VPN network, set up new plan for disaster recovery

19 countries go first. As PM, I done it 100% faster than others countries.

Connect 11 branch offices with each another in China, then connect them to Germany and England head office, make the network & system under centralized management by headquarters.

Backup each office data to China head office through VPN. Keep data cycle with daily, weekly, monthly schedule. Save media, labor, and time. Make sure each local IT engineer health check critical system daily by audit report with event attachment.

Make HO F/A resource available in GZ office, response faster when accidents happen.