Yansong Xue

Yao Innovation is a group equipped by Internet capability in the general health industry of China, and is invested by Sequoia Capital, Source Code Capital, and Tencent. Yao Innovation operates warehouses in 14 provinces and supplies 26000 kinds of medicines to about 200,000 pharmacies and clinics across China through a online B2B platform. The company also runs 3 internet hospitals and a B2C online platform to provides medical diagnostic services and health insurance to millions of consumers. The group’s annual revenue is over RMB7billion in 2020 and employs nearly 5000 people. • Developed and implemented corporate strategy and long range plan by working with CEO; • Led corporate budgeting and managed reporting, analysis and performance measurement; • Negotiated bank credit facility of RMB900million for the company’s expansion and working capital; • Led a series of M&A activities including insurance brokerage company and several pharmacy chain stores; • Managed staff of about 130 people in finance, accounting, tax, and IT.

China Genetics (Huaxia Dairy). is invested by a group of PEs including Olympus Capital and GIC as the largest shareholders. The company owns and operates a few mega dairy farms in Beijing, Hebei, and Jiangsu provinces and supplies raw milk to large milk processors such as Mengniu, Yili, Bright, Sanyuan and General Mills. The company produced about 100,000 tons of raw milk and RMB330million sales revenue in 2016. • Developed and implemented corporate strategy and long range plan by working with CEO; • Led corporate budgeting and managed reporting, analysis and performance measurement; • Co-led the Series D financing of equity value at USD105million; • Negotiated bank credit facility of RMB300million for the company’s expansion and working capital; • Led an acquisition of a farm with total asset value of RMB220million; • Reorganized the group’s legal structure and executed the trade sale of the company’s two major farms; • Led staff of about 30 people in finance, accounting, tax, legal, and IT.

A&M is a leading global consulting firm which focuses on corporate restructuring, performance improvement and business advisory, with over 2000 people across 40 offices worldwide. The firm’s well known successes include turning around Timex, and managing bankruptcy of Arthur Anderson and Lehman Brothers. • Designed and advised the largest Chinese furniture and building material mall to set up its Financial Shared Service Center with its implementation of SAP; • Played PMO (project management office) role in restructuring a leading sports ware company’s distribution channel, activities include designing deal structure, negotiating on half of client with its distributors, and managing project team to take over more than 100 retail shops in northeast China; • Made assessment of a French apparel company’s business and operation in China and proposed solutions to improve its performance; • Led as project manager a post-merger integration of Asia Sourcing/Merchandising teams of Office Max and Office Depot located in Greater China, Southeast Asia, India, and Europe;

Yan Jun Auto Group was a dealership group of high end cars in northern China invested by a group of investors of which the largest one was Citibank’s PE arm. The company distributed, sold, and, repaired over 20000 cars branded BMW, Jaguar, Land Rover, Porsche, and Volvo in Beijing, Tianjin, Dalian, Xi'an, and other northern cities a year. Its 2000 employees generated about RMB11billion sales revenue in 2012. • Being interim CFO, led a successful transition after the company was acquired, a job including appropriate reporting to board and acquiring party, leading year-end audit, and integration over 200 staff of CFO team at 12 shops in 8cities to the new company; • Led the implementation of a series of cross-functional initiatives as part of turnaround program and preserved the group’s cash flow, which led to the successful closure of YanJun’s sale to a strategic buyer.

Sony Mobile Greater China includes markets of Mainland China, Hong Kong, and Taiwan, and is one of the six sales regions of Sony Mobile/Sony Ericsson globally. The region delivered around 6million units of mobile phones and EUR750 million sales revenues in 2011. • Developed and implemented 2010-2013 Strategic Plan of the region; • Led annual business planning and execution of Region Greater China; • Worked with Head of the Region to drive financial performance while managing appropriate compliance and governance of business operations; • Managed the region’s pricing, demand planning, sales deduction, and operating expenses; • Evaluated and controlled customers’ credit and monitor the region’s cash flow; • Led over 40 staff in business controllership and financial service center.

VSC Ryerson is a joint venture of Ryerson Inc., the largest metal products processor and distributor in North America with over 160 years history, and VSC Holding, a public company listed at Hong Kong Stock Exchange. The Joint Venture owns five metal products services centers/plants in Tianjin, Kunshan, Dongguan, Guangzhou, and Shenzhen, providing quality processed/fabricated metal products and services to customers such as Foxconn, LG, Sumsung, Emerson, Whirlpool, Carrier, Huawei, and ZTE etc. VSC-Ryerson’s 500 employees generated sales turnover of around RMB1.5 billion in 2008. • Led Annual Business Plan and contemplated business strategy with CEO and management team; • Designed and executed the JV’s capital structure and financing plan; managed cash flow and working capital; landed a RMB300 million trade financing agreement with a European bank; • Ensured full compliance of business activities with a clearly defined Code of Conduct and ethical standard; • Supervised a team of about 70 staff in Finance & Accounting, Legal, and MIS, and downsized the team significantly within two years.

Manager of Finance – Asia Business Performance Management • Implemented, as the regional lead, Global Pricing System, Dimensional Reporting, and Marketplace Investment across Whirlpool Asia; • Led Asia Finance Technical Competence Mapping and Assessment of over 150 employees and professional training program to enhance the organization’s technical capabilities; • Implemented Whirlpool Global Management Transfer Pricing Policy and intra-regional Management Transfer Pricing Procedures for Asia markets. Controller – Southeast Asia • Restructured retail team in Thailand and Singapore, and established new back-end operations in Hong Kong for distributorship of South East Asia; saved USD3 million in SG&A annually; • Post-merger integrated Maytag Southeast Asia’s operation into Whirlpool’s and collected half million US dollars outstanding accounts receivables of Maytag; Manager of Finance – Marketing & Business Development, Asia Pacific • Managed USD16million capital investment in a washing machine production line in Shanghai; • Prepared and presented a robust financial analysis to leadership team and passed two toll gates; • New product launched successfully in China and Australia as planned;

• Monitored USD13million project G&A expense for a 30 people business development team; • Identified and solved control issues with the management team of a newly established joint venture between Shell and SinoPec.

• Rebuilt the JV’s budgeting process, deep dived into cost saving and optimal pricing, improved inventory management, and better controlled operating expenses, all activities led to increased profitability; • Created a customer credit ranking system, led weekly cross-functional meeting to integrate procurement, production, and shipment plan with A/R collection, organized cash management workshops by inviting key customers, resulted in significant reduction of DSO; • Implemented Oracle ERP system; • Managed a team of 7 staff.

Accounting & Tax Manager – Tianjin Manufacturing Plant • Obtained an exceptional approval of tax holidays after a merger of three P&G subsidiaries and resolved a transfer-pricing audit issue with local tax bureau, which potentially saved millions of dollars income tax; • Led a team 5 accountants and cashier. Financial Analyst – China Treasury • Led a cross functional task force and settled USD60 million cross border payables in time and minimized foreign exchange risk during Asia Financial Crisis; • Negotiated the most preferential interest rate of loans with banks and saved a half million USD in annual interest expense; • Improved productivity of payment process by outsourcing and eliminating time consuming paper work with cooperation of partner banks. • Supervised a team of 2 payment accountants and 7 cashiers