Michael GU

Experience

• 

  MSD

  Jul 2010 - Aug 2015

  While in this position, I focused on change management. I lead the "Retail, AMD, and UCB" transfer project within Commerical Operations. I redesign the SFE elements for these 3 sleeves. I also...---Co-led the design and implementation of incentive scheme and reporting, which tailored to retail, AMD, and UCB sales force team,---Support these 3 sleeves' team leader and sales force to guarantee smooth transfer and 100% achievement rate.

  • SFE Executive

    Apr 2013 - Aug 2015

  • Commercial Support Specialist

    May 2011 - Apr 2013

  • Medical Representative

    Jul 2010 - Sept 2011
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  Medtronic

  Aug 2015 - Aug 2021

  Here I lead a 24 members team to focus on the whole Medtronic China PSI (Purchase, sales-out, and inventory) data governance and process streamline on 21 OU (operating units). While there I...1. Developed the 1st SOP on data cycle of all the 21 OUs on Medtronic China,2. Streamlined the data process. improved 80% on agility, 0 risk findings on internal audit within consecutive 4 years3. As Change Agent, implemented a data processing tool to improve 10% accuracy, and improved 40% data agilities. Show less Here, on this position, I focused on:--BI Capabilities Building: progressively established, developed, and enhanced BI function for Medtronic China, continuously improved SOP/policy, analytical tools/approaches, data governance, reporting/dashboard system, ensured the clear, reliable, timely, and actionable insights to top business strategies.--Agility Enhancement: *Data Governance: led the development and execution of “ONE SOP” strategy for data management, which ensured the consistency, reliability of in-market data; integrated external source data (vendor, market research, etc.) into the one-stop BI platform, improved 80% on agility, 0 risk findings on internal audit within consecutive 4 years *Visualization: led the introduction and implementation of GCSR and mobile visualized tool, e.g., LT PSI dashboard, Tender Pricing Matrix (TPM), ASCEND AWS Cloud, etc., which enabled 4 layers or 1,500 readers on the driven decision-making process to fit for the fast-paced and ever-changing environment. (90% MAU) *Automation: utilized OCR/python to drive the automation of distributors’ data collecting and processing, which switch 80% of manual work and improved the data accuracy by 5%.-Business Development & Strategy: * VBP: 0-1 Developed “VBP Pricing Map Tool” in the context of Medtronic’s 1st consumables’ VBP by building an analytical model to incorporate dynamic and diverse pricing datasets (keycode global pricing, floor price, in-market price) into a visualized dashboard for VBP price decision-making, result in the maximum org margin 5-10%. *Business Development: facilitator to the market expansion and penetration in private hospital and country segment (“Go-big” strategy), which enabled a 30% revenue growth. * Strategical Marketing: led the building and implementation of the “Me” MCE platform, multi-channel, and events/campaign effectiveness. * Channel Management: policy design and risk control across 1,200+ Tier-2 and below dealers. Show less

  • Business Intelligence Lead, Medtronic GC

    Mar 2020 - Aug 2021

  • Business Intelligence Manager, MITG

    Aug 2016 - Mar 2020

  • Business Intelligence supervisor

    Aug 2015 - Jul 2016
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  Eli Lilly and Company

  Aug 2021 - Jan 2022

  SFE BP LEAD- DBU&KA

  Business partner head for Diabetes BU and KA team, lead a SFE team to support 1,100 sales reps in 3 therapeutic areas by two channels-hospital and retail. The major responsibility is strategic planning for sales force sizing, quota allocation, territory design, sales incentive design. As member of PBRC and BULT, engaged on strategies projects and implementation.

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  Philips

  Mar 2022 - Feb 2024

  Sr. Sales Excellence Manager

  PBS (Philips Business System) & operational Excellence. Implement “Kaizen” project, Collaborated with global functionally from other departments and external vendors to creatively solve problems in streamline the process on target setting, funnel management, meeting cadence, and OIT forecast, passed the re-audit at the fall, 2022. Advanced Analytics and SFE. Deep understanding and then provide expertise and modeling on “0-1” design Tableau/Power BI + CRM+SFE tools + incentive plan+ integrated competitive data hub,  Business resilience achievements. Adapt to changing priorities while inspiring team members to meet all deadlines under uncertainty, broke the data silos, help sales team to improve Sellex and win rate (1% QtQ), and find the systematic way to improve forecast accuracy on supply chain(+15% YoY). Sales Enablement. Initiated “sales excellence campaign”, as a Philips University coacher to deliver/design training courses to sales teams and marketing department. Corp Strategy. Initiated Q*P GTM and financial model for better customer profitability driven per product strategy.  AIGC & Digitalization. Based on the “JTBD: Jobs-to-be-done” framework. Initiated the digital-sales-operation + digital for KA/HCP/KOL+ order intake forecast. Show less