• Seasoned professional with proven track record and leadership in both startups and turnarounds.
• More than 17 years working experience. Strong grasp of the IT industry. Deep understanding of Intel culture and how to get things done.
• Senior involvement in planning and execution of Sales & Marketing strategies.
• P&L, revenue and managerial responsibility. Being an Intel Manager in both GEO and HQ.
• Wide experience in the channel: Resellers, Distribution, LOEM and Retail.
• Taiwan/China Ecosystem & Enabling: IDH, ODM, SI.
• Multicultural working/ living experience. Multi-language skills. China-Brazil-India experience.
WORK EXPERIENCE
2011-Today INTEL CORPORATION – INTC - (China and Latin America)
- WW RSG (aka DCS) Head of Sales
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Currently tracking 33Mu in Sales Out from ODMs and aiming for $1B in Revenue, thru ChAMP. With main focus being CCG, DCG and IOTG.
Intimate knowledge of the Asia Tech Ecosystem at CEO level, in particular within the CTE across their whole supply chain: IDH/ODM/SI. Being active in consulting key partners on their enabling and GTM plans. Being the GEO/Consumption voice, BU advisor and MMBP link.
Extended team of GEO leads in NAR, LAR, EMEA and APJ. Deeply involved in Global Sales Development with key deals/key OEMs around WW. Close collaboration with major country sales teams to ensure plans are mature, effective, and executed to.
- LAR Head of Operations Sales & Marketing – based in Sao Paulo, Brazil. Grade 85/9.
(From Abril 2013 to May 2014
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(From Sept 2007 to May 2011)
Leading the company’s operations in Asia, I’ve set-up the company’s business in Asia, acting as Managing Director for the region and Legal Representative for Beijing and Singapore offices. Having full responsibility for the Structure, P&L and Business Development in Asia, with special focus in China.
Have developed marketing strategies and executed BTL (below the line) marketing projects and sales activities for our customers, including PC-Mall development, Incentive Programs, Retail Sales Management, Outlet Coverage, Forecast, Channel Development, among others. In addition, I’ve developed several platforms for Market Research and Business Intelligence, managed field teams in India, Indonesia and Taiwan; also reached more than 15 countries in Asia with different projects through extended teams.
Working closely with VP and Director’s level management, have developed experience running complex projects, with both local and regional report lines (Singapore and USA). Have developed strong business relationships with companies like Microsoft, Intel, HP, Dell and other several local partners and agencies around the region. Experienced and fully aware of customer’s strategies and goals, as well with the business model for several business units, such as Microsoft E&D, SMD&D, BMO, OEM, IW; Intel RCO, SMG, OEM; DELL 1DD and
BSBMGT616 Develop and implement strategic plan Task 4 KPI Progress is to set goals for management to meet and for the company to grow. The KPI plan is 200 products installed. However, only 180 there installed in the past 12 months this is due to tourist slump with the strong Australian dollar. Another strategy will be to establish Australian Hardware Melbourne warehouse. Within two years Melbourne will open after Sydney open for business.
Twenty seven year detail oriented military veteran and professional with strong leadership, technical, administrative, instruction and management skills. Has proven performance with the ability to meet objectives in a fast paced, dynamic and challenging environment. Able to successfully hit the ground running working independently or can be easily integrated as a team member in all types of working conditions. Computer proficient
e live by and for our customers ' success, we want to be their top-of-mind and top-of-heart choice We build lasting relationships with our clients and associates We create value for our clients: We provide them with the best talent on time We help them to be competitive through flexibility
What our company needs is an increase in customer lifetime value. We can do this by building long term relationships, creating strong brand loyalty, using the right incentives to attract new clients and incentivizing current customers to retain them and offering superior customer service. To build strong term relationships the company has to stop thinking short term, but focus on long term lasting customer relationships. We have to be honest; although our main job is to sell we should not treat our customer as pay cheques.
The Compliance Champion will be charged with raising awareness about the values and ethics of Quintiles and promoting the Quintiles Code of Conduct in their country and culture. A Compliance Champion must consider how to integrate best practices to improve adherence to the Quintiles Code of Conduct Do the Right Thing. The Compliance Champion must correlate the compliance program and its implementation to the business risks such as corruption, antitrust, bribery and retaliation. A Compliance Champion’s mission is both vertical, and applies to each level of the group and transversal they and work with all departments.
I also think it was very interesting that people in this field change what they are doing almost everyday. As Susan stated, she can go from going to trade shows to giving presentations. I think that this is very cool that they have the ability to change up their daily routines within their job. I also think it is extremely interesting that they are considered the country commercial guides. They look for companies that they want to help expand internationally so that the companies can make money and stay where they are, in this case long
**MY #1 OF 8 HIGHLY COMPETITIVE OIC'S IN THE FAR EAST AOR! ** Decisive task unit commander provides superb direction and leadership to my largest detachment, critical to region-wide success and operational readiness. - SUSTAINED SUPERIOR PERFORMANCE. Flawlessly executed $400K project in the procurement, installation and configuration of classified and unclassified Outside Continental United States Navy Enterprise Network services as part of the Tactical Operations Center/Tactical Support Communications relocation project, ensured zero unscheduled downtime and continuous support to Commander, Task Force 72 and patrol reconnaissance forces missions. - ACCOMPLISHED UNIT COMMANDER.
Protect their key markets - which is China and their mature "Think" business with their company accounts. Attack their emerging, transnational markets and build a presence within the home or small business (SMB) segments across that house. This two-pronged business strategy, established in early 2009 by their chief operating officer, Yuanqing yang, additionally needed alignment of the availability chain to the customers in every market. To enable them to do so, they targeted on trade their supply chain operations to customer wants, closely managing supplier risk caused by volatile market conditions last
OPERATIONS MANAGEMENT CASE STUDY AMERICAN CONNECTOR COMPANY Submitted to: Professor Jishnu Hazra Submitted by: GROUP 2 (SECTION B) Itee Aggarwal 1411095 Preetam Das 1411117 Siddharth Nayak 1411129 Abhishek Singh 1411072 Ashish Pawar 1411084 Nakul Sehgal 1411106 INTRODUCTION American Connector Corporation (ACC) is a supplier of electrical connectors based out of Sunnyvale, California since 1961. ACC relied on its ability to produce high quality customized products for its users. In USA, 1991 had seen sales fall by 3.9% over the last year and the industry was seeing a decline since 1987. ACC was struggling with increasing costs and deteriorating quality In line with the industry trends.
It would aim at establishing a strong customer lifetime value. It would also search for new markets in other
Major Business propositions for Woodmere and HomeHelp The business proposition for Woodmere in this case study is as follows. Woodmere would be able to secure an exclusive distribution with HomeHelp, which is a market leader in Home Decorating retail market, if it can implement time-based logistics. Woodmere’s prospective customer segment is heavily consolidated resulting in stiff competition.
To reduce the dependency on Japanese market, LV should enter new and emerging markets like the Asian market, typically India and China. As a part of its promotional strategy, it should sign contracts with the prominent public figures in these countries for marketing and promotions so as to enable customers to connect with the company and its
Kerk Chiew Siong, Non-Executive Vice Chairman of the company, plans strategies for market development of Group’s products. Kuo Choo Song was appointed as Managing Director of the company responsible to plan the Group’s business development programs and represent the group at numerous outsider functions. Teo Lee Teck, Non-Independent Non-Executive Director of the Company, supervise the product manufacturing, quality, and hygienic assurance of the company. Kerk Kar Han, Non-Independent Non-Executive Director of the Company, is responsible for maintaining and improving the organizational administration system, and company performances (Hup Seng Industries BHD.
Metro is the largest wholesale center in Pakistan. It was founded in 2007 and created its 15 wholesale centers within a period of 18 months and metro did their wholesale business merger by July 2012 to start up a long term partnership for both companies. The benefit of this merger was to given financial strength and to combine resources. It is a retailor which mainly focuses on dairy products, fruits and vegetables, bakery, detergents, electronics, grocery, home textile, kid’s world, sweets and chocolates, households and imports. Metro is working with over 2300 employees approximately all over Pakistan.
The spread is organized according to per capita basis in these countries. Besides, the mission of the company is to provide a complete range of products to the consumer in relax and pleasant environment. Other than that, the workforce also play a big role. The company has employed around 45,000 workers in its retail store shop where each of them is well