Canada
• Educated in China and Canada, earned a Masters of International Economics and an MBA • Over 20 years of experience working in the insurance industry, holding positions at senior and executive levels • Executive-level capabilities in areas such as business development, strategy development, relationship management. • Skilled at implementing new business strategies in both Life and P&C Insurance operations in China • Canadian citizen, fluent in Chinese and English
Business development; Market & Product Research and strategy.
Business development; Relationship management,;Market Research and entry strategy. January 2009 – Present • Completed in depth market research on new markets while maintaining congruence with the risk appetite profile of RBC Insurance and reinsurance • Successfully developed and implemented new business programs with key insurance companies – China Life Re and Sinosure resulting in profitable revenue growth • Developed key relationships with various insurance companies/executives in China and strengthened relationships with Chinese regulators • Partnered with key executives in Canada providing guidance on products and key markets that are suitable to duplicate in Canada and China
1. As the General Manager of Telemarketing, was responsible for launching a Direct Marketing Program; Draft Business Plan for Telemarketing and Ecommerce; Call Centre Operational Management; Cooperative Program Negotiation, etc. 2. As a General Manager of Strategy, was also responsible for corporate business planning and performance management. 3. Hired and managed two teams of more than 30 people ensuring key performance targets were achieved and exceeded
• Invited by the CEO of BOCI to lead the Octopus Project (a cooperative project between RBS Insurance (UK) and Bank of China Insurance) --the launch of a direct insurance program for motor & travel insurance in China using Direct Line’s (subsidiary of RBS Insurance) best practices and underwriting methods. Organized and participated all the planning and negotiations from 2005 to 2008 • As the lead executive executed key responsibilities such as business planning, marketing strategy, performance management (for business & functional departments and provincial branches) and product development. Creatively and effectively planned and implemented these managerial functions when the company became a mainland incorporated subsidiary from a branch • Creatively used the new planning and performance management models • Managed a team of 15 people