Ryan FAN

- New business development - Digital innovation - Procurement - Management system & process improvement - Compliance

- Leading a central team of 14, responsible for Operational Excellence, sub-contractor management & IT/IS, covering 4 Business Groups, Industry, Building & Infra., Certification, Agri, Food & Commodities, incl. 30+ BUs & JVs, 8,500+ staff, Euro 400M+ revenue in 2023; - Led the cost optimization program of GC in past 5y, identified and drove various projects for cost saving & efficiency improvement, covering labor cost, sub cost, expenses, CAPEX, etc. (achieved Euro 5M+ saving in 2023); - Led the sub-contractor operation management from 2018, built an end-to-end central management system, covering NE sourcing, registration, training, activity monitoring, sub orderbook, performance evaluation, expense & payment review, etc. to improve operation compliance & quality (~1,200 NE/m, sub payout 30M Euro/y); - Led a major operation resource model restructuring from 2021, deployed an innovative flexible employment model, transferred 2,400+ NE & FTE and saved huge labor cost (waived of IIT & Social Welfare); - Led IS & digital innovation from 2022, built local digital strategy and roadmap, successfully deployed various digital tools in China (Salesforce, M365, DingTalk, RPA, AIGC, etc.); - Led IT from 2023, restructured local IT team, re-defined SOW, service model & work flow, covering helpdesk, network, Cloud infra., etc., greatly improved SLA & user feedback; - Led business development & operation of intra-group business during 2017 – 2021, built strong collaboration with BV global network (Euro 7M in 2021, 20% YoY growth); - Led the operation & planning of cross BG strategic business sectors in 2017, incl. production certification, training, sustainability business.

- Consolidated and led a sales team of 15, targeting Eastern China area, covering all industrial market sectors in Shanghai, Jiangsu, Zhejiang, and Anhui, successfully delivered sales target of Euro 12M in 2016; - Managed and coordinated cross BU M&S activities to maximize synergies.

- Consolidated and built the China Operation Center of production certification business, with 50 staff. - In charge of overall operation management of all product certification business in China, responsible for revenue of Euro 6M/y; - Took charge of marketing, sales, technical development of key strategic new services in China, incl. SIL, GOST/CU-TR, CWI, Inmetro, E-Mark, CE, ISO 9712, etc., responsible for sales of Euro 2M/y.

- Led a 40 people team, incl. 5 sales & 35 operation staff, with sales & revenue target of Euro 5M in 2015, targeted local industrial accounts in Shanghai area, and also international accounts globally; - Facing difficult market environment in 2015, repositioned & identified key market sectors, defined differentiated BD strategies accordingly, re-organized the sales team, refined sales KPIs and priorities, and achieved 90% of sales target; - For mass market development, implemented channel sales strategy, developed 10+ partners, incl. painting companies, local small TIC companies, industry associations, etc.; - For key account/project development, applied “bottom-up” strategy, developed a new incentive mechanism to motivate all operation staff to get leads from all ends incl. manufacturers; - Refined project management model, using free-of-charge PMs to be clients’ operational contact window and manage daily project execution for all second party jobs, gained much better clients’ feedback, and also secured client relationship in a better way; - While managing a JV with Jiangyin CIQ, redefined its business model and positioning, from common inspection for local manufacturers, to packaged CCC certification & consulting for international accounts of BV global network. It was the first CCC solution in BV group.

- Led a 14 people team, incl. 2 sales, 12 operation staff, with sales & revenue target of Euro 1M in 2014, and successfully achieved 150%. - Redefined BU positioning, from common inspection (same as other industry BUs) to packaged sourcing assistance services, incl. supplier identification, supplier audit, quality inspection, supplier development, etc. - Redefined BU business model, changed the revenue recognition model, cooperated with other industry BUs to deliver inspection service, using 1-9 revenue share mechanism, completely avoided internal competition, and improved mutual development; - Reformed the operation team entirely, transferred all common inspectors to other BUs, and set up a new operation team with competent auditors & consultants, to focus on core business.

- Responsible for overall management of strategy planning, marketing, BD, new product development, and customer care center, for Inspection Dept. China. Established above functions from 0, and set up a 10 people team in 2 years. - Led the strategy planning work, developed annual development plan for dept. since 2011, and also participated in establishment of 5 years development plan for BV China, 2010-2015, and 2015-2020, leading the market sectors of chemical and general manufacturing. - Helped define sales organization in China area, established new management procedures, covering sales training, new sales management, and sales activity management. Optimized sales incentive mechanism, and developed the sales analysis mechanism. - Initiated and led the new product development work, successfully developed 10+ new product certification services for BV China, incl. E-Mark, Inmetro, CE CPR, SIL, GOST/CU-TR, etc., and 1 new service for BV group, CWI. Those new services contributed revenue Euro 2.5M in 2015. - Established partnership with 20+ parties, incl. various governmental organizations, professional associations, research institutes, sales agents, etc. - Refreshed all marketing materials for the dept., established marketing plan for events, media and publications.

- Designed and built up the organization structure, NPD methodology for Inspection department.

- Promoted as Associate Manager of Shanghai Heavy Machinery Plant, Forging Factory (4 workshops, >600 people, annual output>USD100M); - Had a job rotation in Shanghai Electric Heavy Machinery Group, studied the business & operation of the corporation; - In charge of management of administration, HR, and IT functions of the factory; - Assist to management of finance, procurement, and warehouse of the factory.