1997.9–1999.5 Master of Business Administration, Murdoch University.
1979.9–1983.7 Bachelor of Engineering, Department of Thermophysical Engineering, Zhejiang University.
Main job resume and achievements:
2008-present
Vice President and Chief Financial Officer of Beijing Construction Engineering Jinyuan Environmental Protection Development Co., Ltd., responsible for managing the operation management department and the finance department.
2003-2003-2008
Over the past six years, I have worked in Beijing Gongjian Jinyuan Environmental Protection Development Co., Ltd., Beijing jinzhou area Henderson Environmental Protection Engineering Technology Co., Ltd. and jinzhou area Environment Co., Ltd., which belong to jinzhou area Group, and have served as director of operation management, deputy general manager and director of business development. He also served as the general manager of Beijing Economic Development Sewage Treatment Co., Ltd. and Jiangsu Taicang Sewage Treatment Co., Ltd. On the basis of summarizing the operation and management experience of environmental facilities in Jinyuan and Jinzhou for more than ten years, I established HOMS operation management mode, put forward the performance evaluation model of sewage treatment plant, and developed the corresponding information management system. The above model and system can provide management theory guidance and information sharing platform for standardized operation, energy saving and consumption reduction and optimized operation of sewage treatment plants.
2000 - 2002
Director of Business Development, COSCO Network Limited (Hong Kong)
1. Organize the market and customer survey of the project, and participate in customer contact and development.
2. Be responsible for the company's investment analysis, legal framework design and business plan preparation, and participate in the formulation and implementation of the company's business development, business plan, financing and listing plan. Participated in the company's private placement of $6,543,800+. Participate in the acquisition of COSCO Network Company, and as the main implementer on site, be responsible for coordinating and solving all the work of the acquired party and completing the examination and approval of the Hong Kong Stock Exchange on time.
3. Be responsible for the daily management of the project company. Organized and participated in the scheme design and customer promotion of the company's (B2B) e-commerce project-marine fuel procurement platform.
4. Participate in and successfully complete the preparatory work of Antaida Logistics Co., Ltd., a Sino-foreign joint venture home appliance logistics company. The management and charging mode of "zero-asset third-party logistics" and the cost budget and profit calculation report for the next five years were put forward for the company and approved by the board of directors. The plan made it profitable in the first year and became a successful case of domestic logistics.
1997 - 2000
Director and Deputy General Manager of COSCO International Holdings Limited (a listed company in Hong Kong)
1. participated in the later stage of the backdoor listing of the company, and combined with the asset reorganization after the acquisition, organized and improved the supervision and management system of the company's business. Thus, it has accumulated practical management experience in strategic development, capital allocation and public-private relations of listed companies.
2. Responsible for the company's infrastructure project investment, and participate in customer contact and development. Organize and participate in the injection and rights issue of assets worth HK$ 2.3 billion after the acquisition of listed companies. This move has played an important role in the company's later development and resisting the market risks brought by the "financial storm".
5. He used to be a director of a thermal power company in Henan and a director of a microelectronics company in Shenzhen. He organized due diligence in the early stage of project investment, legal framework design and joint venture contract negotiation, and participated in some important daily management work.
1996 - 1997
Director of Finance Department of COSCO Group Corporation
Responsible for the establishment of the office and business development. Through international futures and financial derivatives trading, the group's debt risk of billions of dollars and fuel cost risk of more than 4 million tons per year can be preserved and invested. During his tenure, he not only developed his business and completed the work of maintaining value, but also made rich profits; Established the Group's global 24-hour financial transaction workstation; At the same time, a computer management system for dynamic transaction recording, evaluation and decision-making is designed. On the basis of studying the advanced monitoring methods of international financial institutions, a feasible evaluation and monitoring procedure suitable for the group's own situation was formulated, which not only did not lead to any transaction out of control and loss, but also cultivated a risk management and trading team for the group.
1994 - 1996
Deputy General Manager of COSCO International Trading Company
In the past two years, with the joint efforts of all of us, we have not only opened up the ship trade market outside the group, but also opened up new business of ship equipment export trade. It has made considerable profits and contributed to the company's entry into the 18 position of domestic import and export trade in 1995.
1989 - 1994
Chief, Ship Procurement Section, Shipping Trade Department, COSCO Group
In the past six years, we have planned, organized and participated in the procurement of more than 100 ocean-going ships of various types, worth hundreds of millions of dollars. All these ships were handed over smoothly without any lawsuit. At the same time, a computer-aided management system is developed, which includes the functions of ship type technology selection, ship handover dynamic record, ship purchase statistics and so on, and a set of management processes suitable for China's national conditions are summarized. It also created technical conditions for the group to open shipping trade services to the outside world.
1983 - 1989
Supervision Representative of COSCO Group in Shipyard
Because the value of ship purchase orders is as high as hundreds of millions of dollars, the engineering manufacturing cycle is long, and there are many subcontracted equipment construction contracts (such as large marine diesel engines). ), and the installation and debugging process is complicated, which is equivalent to a large-scale project. Therefore, during the supervision period, Party A usually sends its own on-site supervision team. In the past six years, I have participated in the manufacturing supervision of more than ten large bulk carriers, container ships and large marine diesel engines in several shipyards and diesel engine factories at home and abroad. In the process of assisting the factory to manage the whole manufacturing process and check the construction quality, I have accumulated the manufacturing and installation management and factory experience on the engineering site through four years of practice in domestic and foreign manufacturers. At the same time, I also participated in the compilation of 1992 group ship supervision and acceptance manual, and compiled three chapters: general rules of supervision and acceptance, supervision and installation of main engine and supervision and installation of ship shafting and rudder system.