Global Head of Sales and Marketing
Pro QC International and EDS International
I am a driven and resourceful global sales and marketing leader, with teams in the US, Mexico, Europe, India and Asia.
I have 17 years’ experience in global consulting, business management and sales and marketing. My expertise in sales and marketing, project delivery, general, change and portfolio management, IT and business strategy, spans multiple industries and countries.
Sectors include aviation, oil and gas, FMCG and financial services, where I’ve moved seamlessly between leadership roles, whether it is structuring complex initiatives, managing large projects and teams, or advising senior-level clients and business stakeholders.
I work and live in Hong Kong, where I’m studying Mandarin (HSK Level 4), and have also worked in the UK, Germany and Russia.
Global Head of Sales and Marketing
Pro QC International and EDS International
I lead the global sales and marketing teams at Pro QC International and EDS International, which has teams in the US, Mexico, Europe, India and Asia.
I’m establishing the global sales and marketing strategy and aligning the activities of our global sales teams for new business, client development and account management. As part of the global senior management team, I’m involved in setting the group strategy and implementing key projects.
Independent Business Consultant
Hong Kong, China March 2017- February 2018
Delivered strategy and management training to a non-profit in Hong Kong alongside continuing Mandarin classes and 1:1 tutoring. I am currently at HSK level 4 in Mandarin. .
Travel and education
Hong Kong, China October 2016 – February 2017
Global travel during a career break focused on visiting family in the US and China, during which time I also studied Mandarin at the Hong Kong Language Centre.
Head of Operations Enhancement- Cathay Pacific
Hong Kong, China – 2015 – 2016
I revamped the end-to-end planning and operational processes of the airline in the COO-sponsored project aimed to redesign scheduling processes and optimise schedule delivery.
I also conducted workshops with all relevant business units as well as data-gathering for the first 6 months before final recommendations were made and approved.
Other key achievements include:
• Establishing two new cross-functional forums: one at senior management level and one at working level to review the schedule on an ongoing basis and making adjustments based on the operations’ ability to deliver the schedule
• Collaborating with IT to create the first operation dashboard containing real time operational data
• Increasing on time performance by 56% and 100% for Cathay Pacific and Dragon Air, respectively from August 2015 to August 2016
Manager IT Solutions – Cathay Pacific
Hong Kong, China – 2013 – 2015
Managing an IT team of over 50 people for the Service Delivery organisation at Cathay Pacific which includes: Airports and Inflight Services, Cabin Crew and Corporate Contingency Planning.
Responsible for strategy, IT roadmap, project and programme delivery, and support.
Successfully delivered projects such as Catering System (HK$200m), Cabin Tablets for Inflight crew (HK$40m), and Airports Passenger Automation (HK$25m).
Delivered a major project using turnkey delivery sourcing and agile development for the first time.
Created strategy and values for IT which aligned with the strategic roadmap and direction of the business units under our remit.
Led a task force together with the Airport Authority (HK Government) to design the future airport experience for airlines and passengers.
Portfolio Manager – Cathay Pacific
Hong Kong, China – 2012 – 2013
Managing IT demand, project pipeline and critical initiatives of the airport’s business, which included Hong Kong International Airport and over 100 global out-stations.
Key activities included strategic roadmap development in tandem with business architects, business analysis, system enhancement delivery as well as liaising with project delivery organisation for handover of major projects after initiation phase.
Promoted to Manager of IT Solutions after 11 months.
Consultant – SMS Management & Technology
Hong Kong, China – 2010 – 2012
Business readiness programme manager at Cathay Pacific Airlines on the PSS (Passenger Services System) project, a HK $1.5bn project to replace the airline’s reservation, inventory and departure control systems.
Responsible for preparing over 25 headquarters business units, 80 outports and 10,000 trainees for cut-over to the new systems and processes in February 2012.
Established a professional and productive relationship between the PSS project team the IT department and headquarters business units and outports.
Owner – Independent Consultant
Serbia – 2009 – 2010
Provided advisory to start-up management consultancy Accenica in Belgrade, Serbia.
Director – Molten
London, England – 2008 – 2009
Boutique management consultancy (ex-Big 4 ownership), focusing on FMCG, Energy, Government and Financial Services clients (now Sia Partners). Key clients included AstraZeneca, BP, BUPA, Cathay Pacific, Deutsche Bank, Lloyds TSB, Shell and TNK-BP.
Elected to Board of Directors and set the tactical and long-term strategy of the practice.
Led the Retail and Industrial Practice in London, and served as Head of Financial Services with P&L accountability, reporting to the managing directors.
Doubled the Retail and Industrial Practice’s revenues to £1.5m in nine months in 2008.
Managed the sales pipeline, owned key client relationships and directed consulting engagements.
Drove the recruitment process, which included negotiating terms with recruiters, coordinating, recruitment and sales pipelines as well as analysing candidate business cases and negotiating employee contracts.
Chaired annual promotion panels and conducted the half and full-year appraisal process.
General Director – Molten Group – A Sia Partners Company
Moscow, Russia – 2006 – 2008
Grew the Moscow office from a start-up to a sustainable business over 18 months while
increasing revenue eightfold to $3.6m, profit to $1m and headcount from 6 to 18 in 2007.
Managed key client accounts with responsibility for account strategy, sales, relationship management, project engagement and staffing.
Redesigned the remuneration structure to improve employee retention, including employee benefits, KPIs, salary bands, bonus structure, and training.
Directed client engagements and delivered large-scale project and programme management while acting as a strategic advisor for senior-level clients.
Principle Consultant – Molten Group – A Sia Partners Company
London, England – 2004- 2006
Exceeded KPIs and consistently achieved highest marks at appraisals which led to early promotions from Consultant to Senior Consultant (9 months) and from Senior Consultant to Principal Consultant (14 months).
Achieved excellence in project and programme management engagements within the energy sector, which focused on IT transformation, business divestiture, software license rationalization and programme management office.
Excelled at both internal and client-facing activities, including business development and sales, coaching and mentoring, organisation design, proposition development, Molten website redesign and company outings.
Consultant – Siemens Financial Services (Siemens AG)
Frankfurt & Munich, Germany- 1999 – 2004
Co-founded department, which was established to reduce illiquid, high risk client receivables from Siemens’ balance sheet.
Established working relationship and governance framework between the Distressed Debt Team and other internal business units of Siemens Financial Services and Siemens AG.
Restructured, sold and liquidated global distressed assets of Siemens’ telecom and power generation business units.
Consultant – Structured Finance – Siemens Financial Services (Siemens AG)
Frankfurt & Munich, Germany- 1999 – 2002
Advised internal business units – particularly in power generation and telecoms – on the payment, political and economic risks associated with $100m+ transactions with global clients.
Mitigated significant structured financing risks through credit vehicles (such as bank financing, bridge loans and bonds), structured finance and government sponsored insurance schemes.