Perun Consultants Limited, Hong Kong • Managing Director 05/2025 - Present ► Oversee forensic accounting, fraud investigations, and financial investigation service lines for Greater China operations, incorporating internal controls and risk management best practices. ► Direct a team of 10 professionals in forensic accounting, business valuation, and litigation support, delivering high-stakes financial analysis for clients in legal, corporate, and financial services industries, resulting in accurate valuations aligned with International standards. ► Provided expert financial services for key shareholders of one of largest the cryptocurrency hedge funds (AUM 18+ Billion) during its court-ordered liquidation and subsequent legal matters. ► Led business valuation projects for mergers, acquisitions, and disputes, ensuring defensible outcomes and contributing to multimillion-dollar transaction successes. ► Create and direct due diligence programs and engagements related to portfolio companies for and on behalf of Private Equity firms.

► Acted as Chief Financial Officer (CFO) and Chief Restructuring Officer (CRO) for a NYSE-listed Chinese property developer (NTP) undergoing a restructuring, managing a $500M+ capital plan, conducting forensic accounting reviews, and overseeing 13 subsidiaries while reporting to the Board’s Executive Committee. ► Served as Interim CFO for private equity (PE) portfolio companies, executing 100-day operational and financial transformation plans, including change management and business process improvement, leading to improved cash flow management and operational efficiency. ► Launched forensic accounting and risk advisory services for PE/VC and private companies in Asia-Pacific, focusing on fast-moving consumer goods (FMCG), pharmaceuticals, and FinTech sectors, covering pre- and post-investment due diligence and fraud/forensics investigations. ► Advised PE portfolio companies on risk management, business process improvement, digital transformation, and internal controls that strengthened compliance and reduced risks by implementing robust governance frameworks.

► Built Asia-Pacific operations for a global risk advisory firm, leading a 50+ cross-functional team across Hong Kong, China, South Korea, and Japan, achieving 20% year-over-year (YoY) revenue growth for 5 consecutive years and profitability within 12 months through strategic planning and financial planning. ► Led finance and accounting (F&A) transformations for multinational corporations (MNCs) and Fortune 500 companies, reducing costs by 15-18%, improving working capital, and strengthening internal controls through business process improvement. ► Directed operational functions, including human resources (HR), information technology (IT), administration, procurement, and legal/compliance, streamlining processes to enhance efficiency and reduce overhead by 10-15%. ► Served as Interim CFO for PE portfolio companies, executing 100-day F&A plans focused on reorganization, financial planning, cash flow management, and turn-around operations, resulting in 12-16%+ improved profitability metrics. ► Advised financial services firms and MNCs on global compliance, enhancing internal controls, AML, KYC, regulatory frameworks, and governance to mitigate risks and support sustainable growth.

► Directed all financial aspects, including P&L management, cash flow optimization, FP&A, budgeting, reporting, and joint venture (JV) partner Board relations, aligning with strategic planning and corporate finance goals. ► Led a 30+ cross-functional team managing finance, IT, supply chain, HR, and administration, driving operational excellence and business process improvement. ► Acted as strategic advisor to the CEO, shaping company vision and facilitating collaboration with Chinese state-owned JV partners to ensure seamless operations. ► Designed Greater China distribution framework, establishing key performance indicators (KPIs), financial metrics, and performance reporting, enhancing nationwide network efficiency and internal controls. ► Implemented cost-saving initiatives across Ferrari's Greater China network, increasing gross margins by 10% and operating profits by 15% through targeted optimizations. ► Developed marketing and sales KPIs, improving internal rate of return (IRR) of promotion programs by nearly 50% via data-driven process enhancements and risk management.

► Developed marketing and sales KPIs, improving internal rate of return (IRR) of promotion programs by nearly 50% via data-driven process enhancements and risk management. ► Managed a 100+ cross-functional team overseeing finance, IT, supply chain, HR, legal, and administration, streamlining operations and implementing business process improvements. ► Oversaw $150M+ capital expansion projects for manufacturing facilities in Shanghai and Guangzhou, ensuring on-time delivery and cost controls through rigorous financial planning. ► Boosted profitability by enhancing pricing and discount policies, improving gross margins by 12% (from 33% to 45%) and operating profits by over 10% via volume-based pricing and optimized retailer/distributor deals. ► Implemented a performance management system, resulting in 10%+ profit margin growth, 20+ day reduction in days sales outstanding (DSO), 40%+ increase in inventory turnover (ITO), doubled working capital in 13 months, and 15% revenue per full-time equivalent (FTE) growth. ► Spearheaded two mergers and acquisitions (M&A) deals, managing equity financing, due diligence, and integration, leading to seamless incorporation into McCormick China business units.

AICPA