Cecilia Tao

🔧 Strategic System Development Led end-to-end design of financial and decision-support systems to drive enterprise-wide efficiency. Built 3-tier analysis framework (diagnostics → insights → simulation) with 12 models, supporting 20+ key decisions annually. Implemented budget system across 7 departments with standardized SOPs, reducing budget cycle by 30%. Redesigned management reporting with 28 dashboards, enabling multi-level insights and saving CNY 10M+ in rent. Co-led ERP and sales system overhaul, improving month-end close by 60% and reducing reimbursement errors by 50%. Established data governance (15 unified standards), boosting data usage to 60%. 📊 Business Enablement & Value Creation Developed financial evaluation tools to accelerate decision-making and ROI. Built store location model and new store ROI framework, improving site decision speed by 50%. Created a market investment matrix (3-tier, 8-category), increasing regional capital efficiency by 15%. Designed marketing ROI model with predictive analytics, lifting campaign ROI by 5%. Established cost control system (10 SOPs), saving CNY 13M+ annually and cutting store investment cost by 16%. Launched Finance Business Partner (FBP) service, driving 1–2% gross margin growth via store P&L and SKU analysis. 👥 Team Building & Cross-functional Leadership Built and led two cross-functional teams (finance analytics and cost control). Designed a 3-stage capability roadmap (data → modeling → simulation), promoting 2 team members to managerial roles. Developed engineering benchmarking system, improving bidding transparency and reducing cost variance by 12%.

Report to CFO and responsible for Business Finance and FP&A

- Responsible for communicate and connect with Business Commercial Team, prepare and deliver the monthly actual Contribution Margin Financial Management Report of whole business unit as well as by business Region to the Management team; - Cooperate with Business and Commercial department, playing the role of financial planning & analysis (FP&A) for P&L’s Contribution Margin, Marketing Expense, General and Administrative Costs etc item above EBITDA, also rolling the yearly budget, monthly forecasting & pacing, and comparing the monthly actual vs latest pacing result, then output for management team; - Prepared for the monthly actual by property Level Contribution Margin Report as well as by Region Profit & Income result for management team and HR team for performance evaluation; - Involved in the Business and Financial of Big Data Integration Project, and as the Finance part contactor and coordinator to build standardization and visibility for Contribution Margin and Region Profit & Income report .

Planning & Performance Management Management of China Supply Control Variable Industrial & Logistics Cost & Fix Logistics Cost investment directly impacts company EBITDA - Responsible for business cycle, including 1 Year Plan, 3 Year Plan, Monthly Tracking &Monitor meeting, LE rolling forecasting; Responsible for Zero Based Budget view analysis, Production, Transport, logistics support, people, etc Responsible for Logistics KPI performance Champion Saving and Risk & Opportunity - As PMO, tracking champion saving status by project across APAC Zone and China - Identify Risk and Opportunity of Zone and China to mitigate overspending and lock savings

Planning & Performance Management of APAC Logistics

Planning & Performance Management Manager of APAC Logistics

Logistic Excellence Assistant Manager at Supply Chain Logistic team of China

As Local Authorization Coordinator at Management Reassurance Group of Finance

Senoir Auditor at Deloitte Touche Tohmatsu CPA Ltd.

Course: International Finance, Principles of Management, Marketing, Accounting, Finance Management, HR Management, Basic Microeconomics, Macroeconomics, International Trade Theory and Policy, MIS, Operation Management, Logistics etc.