Peter Wang, MBA, FCMA, CGMA, CPA (Canada), 高级会计师

 Budgeting—led financial planning and budgeting (with a focus on growth) for the r company with annual revenue of CNY 700M. Collaborate extensively with other executives to define and achieve the target.  Tax planning—led transfer pricing project to work with CPA firm, and head office to develop the transfer price process and structure in 2019. Achieved tax savings significantly from 2019 to now.  Legal entity reorganization- To meet the transfer pricing project request and prepare the financial report for the right business divisions, I led this project and re-organize 16 legal entities in China to the right positions.  Treasury—led the cash pooling project to work with the banks, and global treasure team to develop the cash pooling in China. The outcomes are bank account consolidations, cash transfer efficiency, and effective cash flow management.  Digital finance—led several projects to upgrade the financial systems and operation process such as upgrading the local financial system to a higher level version and adding more functions to improve the reporting automation, put the vendor selection, vendor payable process and staff reimbursement process online to improve process efficiency and transparency.  Cash flow—established the collection process and credit check process to control the credit risks. The DSO result is satisfactory and overachieves the target every year.  Office admin—led the new office project, including office design, vendor selection, office location selection, office decoration budget control and furniture movement. This project promotes the company’s image on the market and provides a better working environment for the employees.  Cross-boundary management/project—led the cross-boundary payment process and guidance for HK and ML China teams and make the payment process smooth and compliant. Led cross-functional teams such as legal, finance, and business team to resolve the historical issues in HK.

Viceroy is a leader in the design, engineering and manufacturing of panelized and pre-cut custom Home Packages. •  Risk Management: Established internal control process to review and approve expense and sales contract  Financial Reporting: Led the team to complete annual auditing with KPMG. Ensure the accounting of revenue and expense is performed according to applicable accounting standards.  Financing project on the capital market- worked with the owner to complete the capital expansion project. Kept good relationships with the key stakeholders such as banks, company lawyers and investors.

Los Beans Trading Ltd -a local coffee roaster in Vancouver. Most coffee Beans purchased by Los Beans are certified organic. According to different receipts, Los Beans produces different coffee blends for consumers. (www.losbeans.com) Finance Manager Vancouver, Canada 2015.01—2016.05  Profitability Analysis- Conducted profitability analysis for new customers/ new products through products  Business decision support through scenarios analysis- Interpreted financial implications to VP and sales team to help them to understand the financial impact from different scenarios.  Costing Analysis-Prepared cost estimate including the material cost, labour cost based on the timesheet and the allocation rate of the indirect cost.  Food Quality Auditing: Successfully passed the food quality audit by developing an operation process to track raw materials and whole food processing.

Summergate was founded in 1999 and imports, distributes and markets a powerful line-up of carefully selected global brands such as Perrier and Concha Toro. The wine suppliers are all over the world such as US, Australia, France, Chile and New Zealand. Finance Director •  Budgeting and financial modelling: led and reviewed the overall financial budget to project financial performance and set targets for every operational team through interpreting business ideas to financial numbers and developing a financial model to consolidate P&L and working capital estimate  Cash flow management: Accelerated the turnover of cash flow and arranged the payment to suppliers on time by developing a collection strategy in different sales channels and prioritizing payment schedules with different functional teams.  Decision support for business: Increased annual sales by 25% through developing a finance model for pricing and profitability analysis and providing financial key indicators and trends to assist management decisions.  M&A project: Successfully helped the company complete the merger with Wool Worths in 2014. As the principal responsible for the due diligence, I collected all documents required by PwC, including financial, sales, marketing and regulatory reports. Meanwhile reviewed with the operation team to provide an explanation. Participated in the business Review with Woolworths Management and prepared a 5-year financial forecast.

 Standard costing: Developed the standard cost module based on the production line in China, Japan and India by forecasting raw material cost, labour cost and overhead. Meanwhile, capture the actual and standard cost variance to revalue the inventory.  Cost control: Controlled distribution cost to a reasonable range by optimizing the warehousing and logistic process. Ensured appropriate product-costing module by complying with local custom policy and import/export process.  Internal control-SOX: Developed financial processes and improved internal control processes to meet SOX requirements through quarterly self-test per SOX requirements.  Cross-functional communication and leadership: Established good relationships with functional teams throughout Asia and the US to build a cooperative working environment.  Financial forecast and risk management: Supported Sales and Marketing VP to achieve annual budget by identifying risks and opportunities in the operation process based on detailed analysis and involvement in the business decision such as pricing, and CAPEX investment. Contributed to growth of 200% from 2008 to 2012 and turned a profit from a loss to a positive in 2011.  Business partner: Managed financial aspects of commercial arrangements with various wholesales/key accounts in the region to support sales growth and control the risks, including sale rebate and sponsorship arrangements.

 Built a finance team and train them to enhance the service level of finance department.  Actively support a rapidly growing business 300% sales increase in three years and improved alignment to the US head quarter’s key objectives by advising Commercial & Operational Directors to drive development, growth and new practices.  Controlled debtor days within a reasonable range (＜30 days).  Performed Variance Analysis between actual results and estimates every month. Explained the reason for the variance and summarize key issues & highlight potential risks & opportunities

 Obtained Six Sigma Green Belt certification project by applying the Six Sigma method to reduce A/R balance and improve working capital. Declined DSO from 114 days to 68 days in 1 year and decreased past due % to 20 from 34 by the end of 2005.  Gained two financial awards in 2003 and 2004 for outstanding credit control and financial reporting

FCMA, CGMA