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Definition of Reputation Credits
James Hsu
累積經驗包括提供與執行企業在面對一直在改變的商業策略所需的人才策略與規劃計劃。利用大數據與其他產業之經歷，快速與管理層合作與協助團隊轉型。曾在亞洲多個國家定居，本身精通中英語言，在業務發展，人資管理，運務執行與組織結構面，能平衡東西方文化差異，用數據，人文，與溝通策略來做到平衡管理與所要求的經濟效益。
An experienced strategist who connects roles in business strategy, organization design, process re-engineering, human resources, and data analytics to better business goals and results. Sensitive to cross-culture and very comfortable working with Gen X, Y, and Z talent pools. Spent years in US, SG, TW, CN, and HK and am familiar with different communication styles.
Taipei City, Taiwan
Skills
Human Resources Management, Organization Development, Change Management, Rewards, Analytical Skills, Research Analysis, Implement Plans, Talent Management, Performance Management, Talent Acquisition, Learning Development, Compensation & Benefits, Consulting, Policies, Negotiation, Root Cause Analysis, Key Performance Index, Python, Microsoft Office, Big Data Management, Project Management, Budgeting, Business Planning, Solving Problems
Empathy, Know APAC region, Leadership, Perseverance, Respect, Adaptation, Accountability, Trust, Best Practices, Proactive, Collaborative, Work Independently, Provide Guidance, Financial Acumen, Problem Solving, Communications, Self-Motivated, Advising, Mentoring & Coaching know-how
Work Experience
Independent Business Consultant
Scott Consulting • April 2017 - Present
保持“以人為本“的中心思想，利用本身曾在亞洲多個國家擔任多個不同職位與管理國際人才的經驗，幫助客戶面對變化莫測的商業環境，去做適當的企業架構，人資政策建議以達到錄，留，培與用適當人才。同時，也會對多元化的文化，語言，環境來做對應的策略，吸引，培訓與提供不同的挑戰使質優人才有機會發揮才能
• Serve as advisor to HR Tech firms, professional service firm, eCommerce companies, and family-owned companies in strategy, HR and organization structure, change management, culture transformation, operations effectiveness, BD & marketing, pre & post-M&A functions
• Serve as a pragmatic, creative, and effective coach/consultant who suggests considerations and solutions, and communicates to all stakeholders
• Work with business leaders with business acumen to shape and influence business strategy by linking HR solutions to develop action plans, including the desired culture
Client Development Director
Willis Towers Watson • May 2013 - November 2016
熟悉結合多種商業思維模式和人資的相關性，幫客戶解決業務上所需的人才；並架構所需的人才吸引，培訓，升遷管道，薪資架構等方法，使人才流動性減低
• Led in relationship management. As a trusted HR advisor, I helped key clients in assessing their business challenges, OD needs, performance desires, and desired solutions. Led and initiated many multiplier (SID, SBF, SICC, SVCA…etc) programs to increase pipelines by multiple times
• As the voice for customers, I would suggest the team’s approach for the desired outcome. Developed and implemented an HR roadmap for an SGX listed firm that include defining structure, C&B, TA, Sales Incentives, & PM that generated revenue
• Led in conversation with CXO and listed firm’s remuneration and nomination committee chairs on M&A, succession plans, PM, Hi-Po, and C&B matters to support their businesses in designing, managing, and executing these change managements
Independent Business Consultant
Scott Consulting • January 2009 - April 2013
負責對項目的盡職調查包括人事與商業模式。審查特定案子對基金公司的回報機會與人事穩定性。利用人資政策來協助基金公司的營運。 建議不同培訓挑戰留住質優人才
• Developed people strategic approaches for the firm's short- and long-range human capital and operations areas
• Advised people on strategies to drive operational improvements which resulted in savings and improved profit margins
• Review strategy for the firm to raise fund pipeline of SGD multi-millions and introduced a strategy for investment projects including Distribution Centre, 3PL transformation projects
Director
XPO Logistics • January 2004 - January 2008
推動人才需求策略。針對現有員工與新進人員了解流程透明度，更以獎勵流程來增加執行效率。對於人資在運營、 風險管理，知識管理和成效管理， 有深厚的能力，可與管理層一起討論客戶，員工，業務，成本與短中長期商業戰略需求來做人力供需平衡
• Led in change management / Asia OD improvement initiatives to increase efficiency and profitability. The top line increased by 500 % to US$ XX million
• Applied HR data to evaluate and improve processes, people, and OKR. Reduced attrition from 15% to 5% for key markets. Led in employee recognition by rotating hi-potential employees across Asia cities
• Led customized onboarding process, and employee engagement, and revised global HR policy to fit the local culture. Able to build talent pipelines by attracting many interns and promising graduates through scholarships
• Led pre and post-M&A in assessing business needs for the market, customers, and employee
• Through TA, TM, L&D, and OD, led in establishing a right-fit business culture for organic expansions and M&A
Deputy Director
Singapore Economic Development Board • January 2002 - January 2004
負責產業投資。運用全球物流和供應鏈來為新加坡達到國家國內生產總值目標。 同時，制定相關吸引與留住人才策略，所需之商業模式，和開展新的業務模式來配合投資。提供新項目，新政策來達到新加坡成為亞洲物流思維，運作，與管理中心地位
• Led in knowledge transfer to key team members for various strategic portfolios including National Initiated Projects, Strategic Portfolio Study, and Trade Facilitation Group to retain Singapore as Global Logistics Hub
• Identified and developed many hi-potential through succession plans and promotion paths to convert them into business leaders. Hands-on performance management and learning and development work to prepare talents for their career aspirations
• Collaborated with various stakeholders to recruit best-fit talent from non-traditional sources knowing both company culture and personal aspiration are equally important
Senior Manager
Deloitte Consulting • February 2001 - January 2002
擔任物流供應鏈展業項目專家。負責研究供應鏈課題，客戶需求的落差與解決方案。也負責開發新客戶。在7個月內，爭取到與執行了韓國第一品牌的大中華圈項目，成為它的物流策略業務的顧問，負責母公司與其他分公司負責人在客戶物流及供應鏈的優劣，面對瓶頸，策略需求，所需的改變建議，以達到它業務成長的需求。同時，也培養了企業內部物流顧問。
• Led team in acquiring a profitable key account. Served as thought leaders, mentors, and coaches in 3PL, 4PL, and eCommerce sectors
• Developed succession plans, and developed skill profiles and OD structure for 3PL/distribution clients. Define organization structure and build workforce skills and capability to drive business outcomes. Helped to review organization processes, structure, and technologies and used data to drive business alignment
• Collaborated with leadership to discuss new ways to develop talents. Maximize organizational performance and establish a culture focused on optimizing business value. Assess, design, and implement operating models aligned to the client’s strategic objectives
General Manager North Asia South Asia , Asia Regional Sales and Marketing Manager
UPS Supply Chain Solutions • February 1996 - January 2000
負責北亞與南亞營業盈虧與人事。 負責開發台灣，香港，日本，韓國，中國的商業模式。然後 再為新加坡，馬來西亞，印度，印度尼西亞，泰國，澳大利亞設新業務。 非常注重人才策略。從人事篩選，人才培育，管理流程穩定，客人需求與政府關係的管理。早期建立基礎設施，接著是所需開發策略，利用聯盟和購買新公司來發展新事業。參與合同談判，人事升遷管 道，銷售解決方案，公共關係和制定諮詢模範，去達到雙倍營業額和收入增長速度
• Led all start-up processes across the Asia Pacific including establishing cornerstones for Talent Acquisition, L&D, and internal mobilities for the new business unit; resulting in revenue increase multiple times
• Led in community TA. Led in C&B assessment and aligned such to MY, JP, KR, CN, TW, HK, AU, IN markets to attract highly qualified young and experienced talents
• Forecasted expected personnel demands through workforce planning and developed forward-thinking approaches including TM to achieve business objectives
• Created and implemented various interventions including NPS and QBR to improve both customer and employee engagement
Taiwan National Operations Manager
TNT荷蘭商天遞股份有限公司 • January 1994 - January 1996
負責台灣全國的運務運作與人事來達到國際服務質量和客戶滿意度。我將台灣公司的評價從全球辦事處排名第60提升到前10名。針對7個部門，1個機場業務和3在台灣分支機構，培養未來管理人 員與實施流程優化，成本控制和全面質量控制。 利用實施 IT解決方案來落實台灣對全球報關流 程的再造。得到亞太地區運務經理獎。
• Developed and started job rotations for identified promising staff
• Provided guidance on both country and regional policies and resource optimization with cultural
differences
• Updated knowledge management by working with local and regional operational teams for career
advancement opportunities
• Provided guidance on both country and regional policies and resource optimization with cultural
differences
Head of Purchasing， Industrial Engineer
Chartered Electronics Industries • February 1989 - March 1993
負責工業工程與採購人事與策略方向。針對人事升遷，員工薪資與人事考績有深度參與。尤其 面對多數是資深員工的部門，對管理層建議相應工作內容的政策。我也是代表全公司700人對於管理政策回饋的正式窗口。得到多個公司創意與優越獎項
• Led in restructuring materials department that managed inventory management, and procurement of vendor services
• Complied with all Occupational Safety and Health Administration (OSHA) guidelines while designing new production processes and methods
• Streamlined material handling and material flow procedures to reduce overall production times and shorten lead times on custom orders
• Reviewed and revised production schedules and engineering specifications
• Implemented policies to reduce costs and eliminate waste
• Implemented ISO, MRP, and other policies to reduce cost and eliminate waste
• Initiated vendor management strategy to improve quality, price, and on-time requirements
Education
2019 - 2020
Nanyang Polytechnic
Human Resource Management
2018 - 2019
Nanyang Polytechnic
Data Analytics
2000 - 2000
Stanford University Graduate School of Business
Executive Program
1985 - 1987
Louisiana State University
Industrial Engineering
1980 - 1985
Louisiana State University
Mechanical Engineering
James Hsu
累積經驗包括提供與執行企業在面對一直在改變的商業策略所需的人才策略與規劃計劃。利用大數據與其他產業之經歷，快速與管理層合作與協助團隊轉型。曾在亞洲多個國家定居，本身精通中英語言，在業務發展，人資管理，運務執行與組織結構面，能平衡東西方文化差異，用數據，人文，與溝通策略來做到平衡管理與所要求的經濟效益。
An experienced strategist who connects roles in business strategy, organization design, process re-engineering, human resources, and data analytics to better business goals and results. Sensitive to cross-culture and very comfortable working with Gen X, Y, and Z talent pools. Spent years in US, SG, TW, CN, and HK and am familiar with different communication styles.
Taipei City, Taiwan
Skills
Human Resources Management, Organization Development, Change Management, Rewards, Analytical Skills, Research Analysis, Implement Plans, Talent Management, Performance Management, Talent Acquisition, Learning Development, Compensation & Benefits, Consulting, Policies, Negotiation, Root Cause Analysis, Key Performance Index, Python, Microsoft Office, Big Data Management, Project Management, Budgeting, Business Planning, Solving Problems
Empathy, Know APAC region, Leadership, Perseverance, Respect, Adaptation, Accountability, Trust, Best Practices, Proactive, Collaborative, Work Independently, Provide Guidance, Financial Acumen, Problem Solving, Communications, Self-Motivated, Advising, Mentoring & Coaching know-how
Work Experience
Independent Business Consultant
Scott Consulting • April 2017 - Present
保持“以人為本“的中心思想，利用本身曾在亞洲多個國家擔任多個不同職位與管理國際人才的經驗，幫助客戶面對變化莫測的商業環境，去做適當的企業架構，人資政策建議以達到錄，留，培與用適當人才。同時，也會對多元化的文化，語言，環境來做對應的策略，吸引，培訓與提供不同的挑戰使質優人才有機會發揮才能
• Serve as advisor to HR Tech firms, professional service firm, eCommerce companies, and family-owned companies in strategy, HR and organization structure, change management, culture transformation, operations effectiveness, BD & marketing, pre & post-M&A functions
• Serve as a pragmatic, creative, and effective coach/consultant who suggests considerations and solutions, and communicates to all stakeholders
• Work with business leaders with business acumen to shape and influence business strategy by linking HR solutions to develop action plans, including the desired culture
Client Development Director
Willis Towers Watson • May 2013 - November 2016
熟悉結合多種商業思維模式和人資的相關性，幫客戶解決業務上所需的人才；並架構所需的人才吸引，培訓，升遷管道，薪資架構等方法，使人才流動性減低
• Led in relationship management. As a trusted HR advisor, I helped key clients in assessing their business challenges, OD needs, performance desires, and desired solutions. Led and initiated many multiplier (SID, SBF, SICC, SVCA…etc) programs to increase pipelines by multiple times
• As the voice for customers, I would suggest the team’s approach for the desired outcome. Developed and implemented an HR roadmap for an SGX listed firm that include defining structure, C&B, TA, Sales Incentives, & PM that generated revenue
• Led in conversation with CXO and listed firm’s remuneration and nomination committee chairs on M&A, succession plans, PM, Hi-Po, and C&B matters to support their businesses in designing, managing, and executing these change managements
Independent Business Consultant
Scott Consulting • January 2009 - April 2013
負責對項目的盡職調查包括人事與商業模式。審查特定案子對基金公司的回報機會與人事穩定性。利用人資政策來協助基金公司的營運。 建議不同培訓挑戰留住質優人才
• Developed people strategic approaches for the firm's short- and long-range human capital and operations areas
• Advised people on strategies to drive operational improvements which resulted in savings and improved profit margins
• Review strategy for the firm to raise fund pipeline of SGD multi-millions and introduced a strategy for investment projects including Distribution Centre, 3PL transformation projects
Director
XPO Logistics • January 2004 - January 2008
推動人才需求策略。針對現有員工與新進人員了解流程透明度，更以獎勵流程來增加執行效率。對於人資在運營、 風險管理，知識管理和成效管理， 有深厚的能力，可與管理層一起討論客戶，員工，業務，成本與短中長期商業戰略需求來做人力供需平衡
• Led in change management / Asia OD improvement initiatives to increase efficiency and profitability. The top line increased by 500 % to US$ XX million
• Applied HR data to evaluate and improve processes, people, and OKR. Reduced attrition from 15% to 5% for key markets. Led in employee recognition by rotating hi-potential employees across Asia cities
• Led customized onboarding process, and employee engagement, and revised global HR policy to fit the local culture. Able to build talent pipelines by attracting many interns and promising graduates through scholarships
• Led pre and post-M&A in assessing business needs for the market, customers, and employee
• Through TA, TM, L&D, and OD, led in establishing a right-fit business culture for organic expansions and M&A
Deputy Director
Singapore Economic Development Board • January 2002 - January 2004
負責產業投資。運用全球物流和供應鏈來為新加坡達到國家國內生產總值目標。 同時，制定相關吸引與留住人才策略，所需之商業模式，和開展新的業務模式來配合投資。提供新項目，新政策來達到新加坡成為亞洲物流思維，運作，與管理中心地位
• Led in knowledge transfer to key team members for various strategic portfolios including National Initiated Projects, Strategic Portfolio Study, and Trade Facilitation Group to retain Singapore as Global Logistics Hub
• Identified and developed many hi-potential through succession plans and promotion paths to convert them into business leaders. Hands-on performance management and learning and development work to prepare talents for their career aspirations
• Collaborated with various stakeholders to recruit best-fit talent from non-traditional sources knowing both company culture and personal aspiration are equally important
Senior Manager
Deloitte Consulting • February 2001 - January 2002
擔任物流供應鏈展業項目專家。負責研究供應鏈課題，客戶需求的落差與解決方案。也負責開發新客戶。在7個月內，爭取到與執行了韓國第一品牌的大中華圈項目，成為它的物流策略業務的顧問，負責母公司與其他分公司負責人在客戶物流及供應鏈的優劣，面對瓶頸，策略需求，所需的改變建議，以達到它業務成長的需求。同時，也培養了企業內部物流顧問。
• Led team in acquiring a profitable key account. Served as thought leaders, mentors, and coaches in 3PL, 4PL, and eCommerce sectors
• Developed succession plans, and developed skill profiles and OD structure for 3PL/distribution clients. Define organization structure and build workforce skills and capability to drive business outcomes. Helped to review organization processes, structure, and technologies and used data to drive business alignment
• Collaborated with leadership to discuss new ways to develop talents. Maximize organizational performance and establish a culture focused on optimizing business value. Assess, design, and implement operating models aligned to the client’s strategic objectives
General Manager North Asia South Asia , Asia Regional Sales and Marketing Manager
UPS Supply Chain Solutions • February 1996 - January 2000
負責北亞與南亞營業盈虧與人事。 負責開發台灣，香港，日本，韓國，中國的商業模式。然後 再為新加坡，馬來西亞，印度，印度尼西亞，泰國，澳大利亞設新業務。 非常注重人才策略。從人事篩選，人才培育，管理流程穩定，客人需求與政府關係的管理。早期建立基礎設施，接著是所需開發策略，利用聯盟和購買新公司來發展新事業。參與合同談判，人事升遷管 道，銷售解決方案，公共關係和制定諮詢模範，去達到雙倍營業額和收入增長速度
• Led all start-up processes across the Asia Pacific including establishing cornerstones for Talent Acquisition, L&D, and internal mobilities for the new business unit; resulting in revenue increase multiple times
• Led in community TA. Led in C&B assessment and aligned such to MY, JP, KR, CN, TW, HK, AU, IN markets to attract highly qualified young and experienced talents
• Forecasted expected personnel demands through workforce planning and developed forward-thinking approaches including TM to achieve business objectives
• Created and implemented various interventions including NPS and QBR to improve both customer and employee engagement
Taiwan National Operations Manager
TNT荷蘭商天遞股份有限公司 • January 1994 - January 1996
負責台灣全國的運務運作與人事來達到國際服務質量和客戶滿意度。我將台灣公司的評價從全球辦事處排名第60提升到前10名。針對7個部門，1個機場業務和3在台灣分支機構，培養未來管理人 員與實施流程優化，成本控制和全面質量控制。 利用實施 IT解決方案來落實台灣對全球報關流 程的再造。得到亞太地區運務經理獎。
• Developed and started job rotations for identified promising staff
• Provided guidance on both country and regional policies and resource optimization with cultural
differences
• Updated knowledge management by working with local and regional operational teams for career
advancement opportunities
• Provided guidance on both country and regional policies and resource optimization with cultural
differences
Head of Purchasing， Industrial Engineer
Chartered Electronics Industries • February 1989 - March 1993
負責工業工程與採購人事與策略方向。針對人事升遷，員工薪資與人事考績有深度參與。尤其 面對多數是資深員工的部門，對管理層建議相應工作內容的政策。我也是代表全公司700人對於管理政策回饋的正式窗口。得到多個公司創意與優越獎項
• Led in restructuring materials department that managed inventory management, and procurement of vendor services
• Complied with all Occupational Safety and Health Administration (OSHA) guidelines while designing new production processes and methods
• Streamlined material handling and material flow procedures to reduce overall production times and shorten lead times on custom orders
• Reviewed and revised production schedules and engineering specifications
• Implemented policies to reduce costs and eliminate waste
• Implemented ISO, MRP, and other policies to reduce cost and eliminate waste
• Initiated vendor management strategy to improve quality, price, and on-time requirements
Education
2019 - 2020
Nanyang Polytechnic
Human Resource Management
2018 - 2019
Nanyang Polytechnic
Data Analytics
2000 - 2000
Stanford University Graduate School of Business
Executive Program
1985 - 1987
Louisiana State University
Industrial Engineering
1980 - 1985