Orchestrated NPI build activities for multiple projects simultaneously with competing priorities; successfully led 3 smartphone/tablet camera lens programs to OK2MP by Q1 2025, and currently manage 4 NPI programs towards MP Directed communications between OEM customers and internal teams on requirements, schedules, and changes to ensure design and production readiness; drove NPI build plan execution and closure on production/shipment disruptions by resolving internal scheduling/resource conflicts and developing risk management plan Engaged in FACA processes for technical and operational issues by providing multi-disciplinary engineering support, implementing enhanced FACA format, and delivering internal problem-solving skills training Owned daily/weekly status sync and reporting to stakeholders and leadership in various locations and time zones, establishing strategic partnership with internal and external cross-functional teams from NPI to MP

Developed project schedule, SOV, and process map for project kick-off; prepared and maintained RFI, RFQ, and change orders as required; conducted risk assessment/management planning and scheduled inspections for legal compliance Performed cost estimation and collaborated with suppliers to validate pricing and logistics arrangements; managed PDS/SDS from manufacturer and facilitated material submittal to initiate procurement process Monitored project milestones, budget/cost trend, invoice processing via ERP; generated and communicated weekly project progress report with stakeholders using Wrike

Coordinated maintenance orders and facility retrofitting with service providers to enhance production in body, paint, and assembly shops; performed internal work audit and monitored utility consumption to meet periodic KPIs Managed meetings in a selected team to initiate a new facility management service contract; collaborated with existing and potential suppliers to document capabilities for qualification evaluation Assisted senior PM to finish a $2.4 mil canteen project by collaborating with GC, vendors, and internal stakeholders; led a 4-man revamping project through planning, proposing, budgeting, procuring phases within a 3-week time constraint