Tokyo, Japan
Over 20 years of career in finance which covers both industrial and financial services businesses. Worked with up to 4 direct reports and 30+ associates around USA, Europe, and Asia Pacific. Drove sales, productivity, people development, and process improvements. Earned the reputation of (1) result oriented leadership (2) Solid finance skills (3) Excellence in communication and conflict resolution.
APAC Devices CFO. Leading a $190MM business with connections to USA, Finland, Israel, Sweden, India, and China. - Built the operations of APAC Devices finance from very limited resources and support. Enabled ways to work with APAC GM/staff in various locations such as Tokyo, Seoul, Sydney, and Singapore. - Developed operation mechanism to drive the business growth from $150MM to $190MM and OM% up by 4 points - Led and collaborated with all modalities CFOs to create an easy tool to view product details from sales to operation margin. The tool has become the standard for APAC finance team operations and later recognized by APAC CEO and global product CFOs - Cooperated with marketing to leverage database tool to eliminate double work to get market share visibility. The result is widely welcomed by marketing team among different regions - Facilitated the transitions of various non-standard ledgers in Japan, Korea, and ANZ. No major misses after the transitions. Visibility up by 100% and time to process transactions down by 50%
- Stabilized Japan finance visibility by leveraging existing reporting system and provided global operation team with critical advice on Japan team’s needs - Led the finance aspects of business alliance and transfer price setting. A impact of $10+MM in base cost savings. Later found and enabled an 1 millions dollar inventory value upside by correcting the defect of intra-company profitability elimination model - Developed Japan finance talents and had high retention rate.
Hold FP&A leadership for a $600MM sales and 50% margin business in Asia Pacific. The business also holds reporting lines to Europe and United States. - Played an integral role in exceeding $10MM margin Op Plan in 2004, beating 2 points OM% Op Plan in 2005 by coaching region teams on margin opportunities. - Contributed to a $7MM P&L upside in 2005 by facilitating a smooth transition of inventory measurement change and educated regions on forecasting and driving operations for better inventory control. - Led finance team to develop Asia Svc CEO cockpit. It has been used as a tool to drive monthly P&L review and highly valued by Asia/region management. - No unfavorable surprises in P&L and no schedule II items with auditors by managing and mitigating the $8MM risk on balance sheet tightly. - Routed $100MM measurement allocation with no gap after the total Asia hierarchy was removed. A smooth transition of forming Asia three poles. This was done with a delicate allocation table honored by all poles. - Cut 80% of P&L rollup cycle time by simplifying FP&A operation processes
Genworth Life is a $400MM earned premium business acquired by GE in 2002. Responsible for driving Six Sigma initiatives in Finance team under an integration environment. - Secured $1.6MM cost deferral with a quality project that also helped GE Life pass year-end audit. The work was recognized by global risk team. - Accounted for 50% of the progress in balance sheet by product project, which was stalled for two years. - Progressed quality awareness among 25 associates and quality certification for 7 members in finance team. The awareness package was used by other unit as the best practices.
Long Term Care is a $1.3B earned premium business. Managed expense productivity and controllership for Operations, Marketing, and Business development teams. - Got $4MM P&L upside via working closely with auditors on deferred acquisition cost. Awarded with stock option as a result. - Played a key role in cost center realignment for business integration. More than 200 cost centers was rearranged with the right setup in the upstream systems. - Simplified the process of allocating $300MM expenses, which were a big business risk with a sudden departure of the process owner at year-end. - Helped the business to double the capacity for growth by taking the financial leadership in India out-souring project.