Lin (Michelle) Wang

Experience

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  伊顿

  Sept 1998 - Jun 1999

  Accounting clerk

   Accounting of cash RMB / Bank USD, costing, general ledger Cash management of USD balance for the best return balancing between liquidity and profits upon cashflow forecast  Support annual auditing in physical inventory and preparing consolidated financial statements Coordinate external stakeholders: Commercial Bureau, Tax Bureau, Banks, Foreign exchange, accounting firms and etc. Intra-company business reconciliation of the A/R and A/P. Participate into Oracle ERP system implementation. Show less

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  上汽通用汽车

  Jun 1999 - Aug 2010

  Investment planning manager

  Overview：Started as paint shop cost analyst in manufacturing department, rotated to operation analysis in Finance department in August 2001, rotated to forward project financial analysis in August 2003, promoted to WBBA senior analyst in Business planning & development department in August 2005, promoted to investment planning manager in August 2007 Investment planning：Preliminary estimation of advance program, review Capex for approval against 3E” principle with the best fit among changing scope, business assumption and budget. Warn program team earlier with proposed roadmap if there’s a risk to overrun.  Global benchmarking：Work with GM WBBA team to jointly review global programs  Capex approval：Lead program approval process with funding request by shareholder  Capex forecast：Provide monthly/annual/5-year capex forecast with variance analysis  Database construction：Setup a new with varying level of details on 50 historical programs and new programs covering manufacturing, engineering, vendor tooling, logistics and etc.  Process optimization：Keep revising the process of CAPEX approval/controlling/reporting & analysis to be compatible with SGM’s fast growth and internal control  Team management：Experience and knowledge sharing and work passion influence Award：“Top ten excellent team in SGM” in 2008/2009；“top employee in SGM” in 2007；“Best of the Best” in 2006/2007 for Buick La-Cross and Cadillac SLS respectively; assist tax group to waiver income tax by 1 mil due to R&D 50% more deduction Summary：Project management + investment strategic decision + team leadership Show less

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  通用汽车

  Jun 2012 - Mar 2013

  Finance Manager, COE (center of expertise )

   Review：Board material and new program application files of JV (SGM/PATAC/SGMW) Modelling：Forecast future industry volume, FX fluctuation, inflation etc. per Bloomberg data Output：write and update JV book individually to give complete picture of history and future with strategic plan oriented for management decision at BOD meeting  Summary：Strategic decision making involved and extend knowledge of automobile industry

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  观致

  Mar 2013 - Jun 2020

  Director, FP&A, accounting and tax

  Started as R&D controller, promoted to Senior Manager of Product Development Finance in June 2016, rotated to Senior Manager of FP&A in July 2019, promoted to finance director in July 2019 Financial Planning & Analysis: 1) Strategic Planning：5-year business plan, portfolio plan, capacity plan, platform strategy 2) Management Control: Annual budgeting & rolling forecast / KPI with variance analysis between planning variance and operational variance, work proactively work functions to identify gap closure actions3) Benchmarking: compare internally with shareholder and externally with competitor4) Communication: Shareholders, internal auditor, business department Accounting:1) Financial Report: The 6th working day to deliver consolidated financial statements after validated through checking against FP&A’s management report2) Auditing: KPMG (quarter/annual), Skadden (risk disclosure), Grant Thornton(annual) Tax: Reduce income tax, extend loss carry over to 15 years and recognize DTA Optimization: 1) Improved 5 business processes to address the issues identified through monthly variance analysis and 15 finance processes to improve the quality of data and reporting. 2) Introduced SAP/FM to realize expense budget control and report in SAP Team Leadership：Provide industry training, delegation & guidance as well as resourcesHonor & Achievements: 1. Consecutive promotions to finance director due to big contribution in 2019 risk identification & action plan and set up dashboard to monitor performance2. Launch Qoros 3, execution & launch Qoros 5, Develop EV and next generation vehicle3. Identified 300M RMB profitability improvement opportunity and coordinated with functions to realize 250M RMB4. Awarded as “Competent and diligent employee” in 2019 endeavoring in 2020 budgeting5. Awarded as “Outstanding employee” in 2018 for leading interior parts cost down 12% 6. Awarded as “Excellent CFT leader” in 2018 to set up the Investment Appraisal criteria Show less

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  NETA New Energy Automotive Co., Ltd (Shanghai)

  Apr 2021 - Oct 2022

  Director, Head of Finance & Board secretary

   (Hozon) HK-IPO support: Financial statement and PN21 internal control with KPMG and security dealers (Hozon) Internal control and Risk management: Streamline and optimize business process to mitigate weakness/risks (Hozon) Due-diligence support: Meet various kinds of investors’ demands on financial data and business investigation (Hozon) Plant control: Manufacturing cost per unit through strict monitoring mechanism and mitigation plan  (Neta) Business plan: Business partner to the COO/CEO to develop long and short-term strategic plans  (Neta) Business support: Oversee all financial aspects of the management and operation to fit business needs. (Neta) Re-organization: Support, manages and initiates change, taking steps to remove barriers or to accelerate its pace.  (Neta) Reports compliance: Ensure local taxation and filing statutory reports with various bureaus on time.  (Neta) Risk management: Identify risk internally externally, reduce risk through enhanced operational control environment  (Neta) Performance measurement: Dashboard on variance analysis, cash flow forecast and B/S forecast (Neta) Financial staff management: Motivation, training, recruitment, and selection. (Neta) Stakeholder management: Understand, balance, and convince to support strategic decisions or organization changes. Show less

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  Amphenol

  Oct 2022 - Mar 2023

  Finance Controller, Haiyan site

   Decision Making: Develop long-term and short-term strategic plans  Performance Measurement: Variance analysis, rolling forecast and mitigation roadmap per business plan Financial Report: SOX, monthly PRC/IFRS report to be quarterly and annually audited by Deloitte  Manage external stakeholders: Government agency, tax bureau, statistics bureau, and bank etc. Cost down: Promote lean manufacturing management to continuously reduce cost to keep competitive pricing strength.  Tax planning through transfer price and balance between profit center performance management. Show less

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  Polestar

  Mar 2023 - now

  Finance Director, China

  Decision Making: Transfer pricing, Cost control and Intracompany sell-buy business, Business partner to MD China.Performance Measurement: Variance analysis, rolling forecast and mitigation roadmap per business planFinancial Report: SOX, monthly PRC/IFRS report to be quarterly and annually audited by Deloitte Improvement: SAP upgrade from ECC to S4/Hana with FI/CO/PS to be launched in 2025, internal control weaknessInvestment control: Machinery, dies, vendor tooling invested in China; asset management and D&A, physical counting. Others: Foster budget awareness throughout company, promote cost-benefit analysis, Global ad-hoc project Show less