DANIELLE WANG

Weifang Xi Lu Lane 1, Building 2, Unit 4, Room 2G, Shanghai 200122, China

Cell phone (China) +86-13901747545 *
MANAGEMENT PROFILE
Revenue & Profit Growth / Flawless Execution /
Systems Improvements / Performance Management /
Start-up Business Establishment / Executive Coaching
Self-starting, highly intuitive and progressive senior executive with entreprene
urial spirit (built four businesses from scratch) and proven ability to heighten
financial results by championing employees and operations of international orga
nizations through improved communications, ongoing program/process enhancement,
implementation of innovative programs to facilitate organizational development,
and seizing of new business opportunities. Vast knowledge of emerging technologi
es and industry trends. Intense commitment to talent development and delivering
effective training programs. Speak and write fluent Chinese and English.
Core competencies:
* Strategic Business Planning
* Customer & Vendor Relations
* Management Development Programs
* Human Resources Management
* Coaching & Staff Training
* Operations / Supply Chain Management
* Opportunity Identification
* Budget Planning & Allocation
* Business Management Tools
* Process Assessments & Redesigns
* Strategic IT Infrastructure Deployment and Utilization
* Strategic Sourcing and Localization
* Transfer Pricing Strategy Development
PROFESSIONAL EXPERIENCE
1. NORWEX CHINA, Shanghai, China, 2009 - PRESENT
(www.norwex.com)
GENERAL MANAGER, 2009 - PRESENT
Selected accomplishments:
* Rapidly improved the team morale through re-organizing and coaching team memb
ers, and implementation of performance management program. As a result, reduced
the staff turnover rate from over 20% in 2008 to around 10% in 2009.
* Dramatically changed the Supply Chain Management to enable the company to hav
e stronger bargaining power and secured supply chain.
* Drafted convincing Business Plan and Budgets for setting up manufacturing fac
ility in China.
* Built the textile manufacturing facility for Norwex within 4 months, which wa
s the first and only manufacturing facility in Norwex worldwide. Set up and stan
dardized the manufacturing processes. Set up Standard Costs for all products. Es
tablished and maintained a lean manufacturing environment through vigorously imp
lementing lean manufacturing initiatives.
* Established a formal budgeting and budget control process, successfully reduc
ed the cost-of-goods-sold and enabled the company growth during the direst finan
cial crisis.
* Leading the ISO9001 implementation project.
* Drafted Business Plan for the company to set up franchise sales model in Chin
a.
* Implemented Balanced Scorecard practice.
 * Successfully led the ERP (Enterprise Resources Planning) implementation proje
ct.
2. ALLSOP INC., Bellingham, Washington, USA, 2006 - 2008
(www.allsop.com)
Built business for Allsop Inc. in Asia Pacific Area from scratch
PRESIDENT, ASIA PACIFIC, 2006 - 2008
Selected accomplishments:
* Drafted convincing Business Plan and Budgets for growing business in Asia Pac
ific Area. Instrumental in attracting investors outside of Allsop corporation to
finance the business in Allsop Asia.
* Completed site selection and incorporation plans for building Allsop Asia bus
iness, which involved taxation issues, multilateral trade issues, tax treaties b
etween targeted sites (countries) and Canada / USA where the investors are from.
* Mapped out a strategy that would enable Allsop Asia to successfully take cont
rol of the Intellectual Property stealth problem in Chinese market.
* Built a new company in Shanghai: Allsop International Trading (Shanghai) Co.,
Ltd.
* Mapped out a Global Supply Chain Strategy that would allow Allsop worldwide t
o benefit from low cost vendors in China.
* Hand picked and trained a highly performing international team.
* Completed a Transfer Pricing Proposal and implemented the practice to guide t
he future transactions among Allsop sister companies.
* Successfully entered Australian market and started to generate revenue within
3 months after the establishment of the company.
3. ESCALATOR HANDRAIL INTERNATIONAL INC., Oshawa, Ontario, Canada, 1996 - 2005
(www.ehc-global.com)
Built EHC Shanghai from scratch, nurtured the business into a high-performance o
rganization.
Received multiple promotions based on strategic thinking capabilities and abilit
y to advance organizational growth.
3.1 VICE PRESIDENT, ASIA PACIFIC, 2004 - 2005
Ensured the revenue and profit growth of EHC Asia Pacific Operations through exp
anding market share, establishing new revenue models, identifying and capturing
new business opportunities.
Selected accomplishments:
* Turned the EHC Japan operation from a 6-year loss position into a profitable
business entity within 10 months after assuming the president role of EHC Asia P
acific Operations.
* Institutionalized formal business practice at EHC Japan.
* Successfully implemented ERP at EHC Japan.
* Expanded EHC business into Indian market.
* Developed a strong R&D team in Asia to lead the organization to expand to new
business segments.
* Directed the EHC Asia Pacific to enter new business segments, i.e. different
products and market segments.
EHC ESCALATOR HANDRAIL (SHANGHAI) CO., LTD, Shanghai, China, 1996 - 2004
Built EHC Shanghai, now the largest handrail manufacturing company in the world,
from scratch
3.2 GENERAL MANAGER, EHC Shanghai, 1999 -2004
Charged with strengthening top-line and bottom-line results for Shanghai operati
ons through new and improved systems/procedures/practices. Invested considerable
time coaching staff in structured and informal environments. Controlled and adm
inistered budget while ensuring strategies were aligned with specified budget re
quirements. Developed business plans and identified/seized new business opportun
ities with respect to capital investments. Evaluated performance to maximize ROI
. Forged relationships and employed effective negotiation skills with global cus
tomers as well as vendors to maintain loyalty while remaining cost-effective.
Selected accomplishments:
* Quadrupled sales revenue from 1999 to 2003, after creating short- and long-te
rm goals and instilling sense of commitment towards common goal by staff;
* Gained profitability within one year of assuming leadership role. Achieved 20
% earnings before tax for six consecutive years while the industry average is le
ss than 10%.
* Personally led the Localization Project, developed qualified vendors in China
without sacrificing quality standards.
* Relentlessly pursued opportunities to achieve outstanding bottom-line results
and offset the ramifications of the financial crisis in Asia Pacific Area.
* Introduced/implemented powerful business-management tools, including Balanced
Scorecard and goal-management-tool to forge goal attainment and performance-man
agement systems to encourage continual growth of staff skills.
* Personally led ERP implementation project and created/facilitated related tra
ining program in Shanghai and Germany; training was ultimately adopted globally
throughout the organization and led to division's ranking as #1 in terms of ERP
implementation and execution.
3.3 SALES & MARKETING MANAGER, EHC Shanghai, 1997 - 1999
Reported directly to CEO from headquarters
In the absence of a General Manager, took charge of entire EHC Shanghai organiza
tion without a formal General Manager's title. Developed diversified marketing p
lans and pricing strategies to expand penetration and boost market share for Chi
na and Asia Pacific region while securing premium prices in both markets. Built,
trained, and mentored high-performance sales team to work cooperatively and sea
mlessly to reach aggressive sales goals. Cultivated relationships with customers
to further develop accounts and accelerate revenue growth. Listened to customer
issues and offered solutions to satisfy all parties. Facilitated sales presenta
tions tailored to respond to needs and remove obstacles, demonstrated product ad
vantages, and secured premium prices for products. Contributed to manufacturing
process and troubleshooting of product problems.
Selected accomplishments:
* In the absence of a General Manager, took charge of entire EHC Shanghai organ
ization without a formal General Manager's title. A natural leader recognized by
all staff.
* Dramatically increased market share to 40% in China after company start-up st
age, within two-year period.
* Conceived and executed policies/procedures for improved order management and
instituted quality-control procedures for sales and marketing. Achieved zero ord
er-entry errors through excelling the sales team.
* Originated Customer Relationship Management Program as well as a customer-edu
cation program to demonstrate product features/benefits and solidify sales deals
for high-end products.
3.4 HUMAN RESOURCES MANAGER, EHC Shanghai, 1996 -1997
As a one person show in Shanghai representing EHC, started the EHC Shanghai busi
ness from scratch.
Imported and purchased critical equipment and machinery for the business. Develo
ped budgets for future growth. Served as internal advisor to executive team from
EHC headquarters while recruiting qualified candidates, training staff, develop
ing organizational policy, maintaining positive employee relations, ensuring reg
ulatory compliance with Chinese laws and headquarters practices, and implementin
g new processes.
Selected accomplishments:
* As a one person show in Shanghai representing EHC, started EHC Shanghai manuf
acturing, sales and service business from scratch.
 * Supervised the construction company to build EHC Shanghai factory.
* Initiated all business processes at EHC Shanghai, including accounting, human
resources, inventory planning, purchasing, sales and marketing, etc.
* Implemented competence-based behavioral-event interviews to strengthen hiring
process.
* Assumed role of Logistics Manager while vacant, taking initiative to design a
nd implement material-ordering process to maintain minimum inventory level while
satisfying the customers' needs.
* Continually effectuated change and instituted new processes.
* Retained 95% of employees, well above industry standards of 85%.
4. XIAMEN HUAMIN IMPORT & EXPORT COMPANY, Nanjing, China, 1994 - 1996
CHIEF REPRESENTATIVE, 1994 - 1996
Built Rep Office in Nanjing for Xiamen Huamin Import & Export Company. Supported
growth initiatives to gain increased market presence in global markets. Sourced
and negotiated with local suppliers as well as inspecting goods to retain clien
t base and satisfy needs. Coordinated efforts between all parties to allow smoot
h program execution.
Selected accomplishments:
* Built Rep Office in Nanjing for Xiamen Huamin Import & Export Company.
* Built a small but dynamic international trading team.
* Implemented processes to cope with constantly changing market and regulatory
environment.
5. CHINA LIGHT INDUSTRIAL PRODUCT IMPORT & EXPORT COMPANY, Nanjing, China
INTERNATIONAL TRADING ADMINISTRATOR, 1991 - 1994
Identified new business opportunities overseas and maximized client satisfaction
. Ensured quality of shipped goods and resolved service concerns efficiently and
effectively to retain client loyalty. Collaborated with local suppliers.
Selected accomplishments:
* Secured new business opportunities through trade shows and dialogues with Com
mercial Representatives of different consulates from different countries.
* Provided error-free documentation by paying meticulous attention to detail.
EDUCATION & CREDENTIALS
* MBA Degree, Washington University, Olin Business School, St. Louis, MO, USA
* Graduate Studies in Economics, Fudan University, Management School, Shanghai,
China
* Undergraduate Studies in International Trading, Dongbei University of Finance
and Economics, Dalian, China
Professional Development Coursework:
Lean Manufacturing * Six Sigma * Toyota Production System Implementation * BSC a
nd ABC (Balanced Scorecard and Activity Based Costing). * ERP (Enterprise Resour
ces Planning) * Supply Chain Management * People Management and Leadership * Str
ategic Advanced Pricing * Goal Management: Structural Thinking * Customer Relati
ons Management * UTC Q+ (As Otis supplier) * UTC ACE Program (As Otis supplier)
* TOC (Theory of Constraint) * ISO9001 and ISO14000 * LifeLaunch and Executive C
oach training program at The Hudson Institute of Santa Barbara