Jordens Lee
Jordens Lee
Senior Project Manager
Special Sauce
22 years project management experience
PMP Certified
Agile & Waterfall project experience
Sharepoint, Jira & ServiceNow experience
Education
Project Management Institute
Project Management Professional (PMP), 2007
American Society for Quality
Six Sigma Green Belt, 2006
Hong Kong University of Science & Technology
Professional Diploma in Computer Forensics, 2003
City University of Hong Kong
Bachelor of Degree of Science (Honors) in Computer Science, 1995
Availability
Immediately
Languages
Chinese (Putonghua and Cantonese)
English
Informa PLC | Project Manager
Oct 2017 - Apr 2020 | Hong Kong, SAR
Informa is a leading international event organizer with significant inorganic growth by acquiring new business. Integration and standardization are one of her key objectives to achieve operational excellences. Reporting to a regional programme director, I had a mixed roles of project manager and PMO. We managed all Informa Asia projects for the Finance Department. I performed overall project management for budget, scope, time, etc., and facilitate the project initial setup and execution via adopting corporate standards.
At the end of 2017, we had a project to setup an Asia Finance Shared Service Centre (SSC) and migrated all regional accounting operations to the centre. The scope covered 14 major countries and cities. It featured change management, process re-engineering, and ERP system implementation. The team size was up to 30+ members across Finance, HR, IT and Sales & Marketing functions. We successfully completed the SSC setup with accounting service provisioning in 14 months.
In 2018 & 2019, I was responsible to lead two legal entity amalgamation projects for Singapore & Malaysia respectively. The team involved Legal, Treasury, Tax, Finance, and IT functions. On one hand, our team completed all legal procedures to fulfil statutory requirements for the mergers; On the other hand, the combined Finance & ERP teams migrated all accounting transactions to the surviving company. With the completion of the projects, it improved the managerial effectiveness and enhanced the corporate branding in the region. As part of the global initiative of Finance Transformation, I was the PMO for another ERP migration project for China at mid-2019. More than 10 entities were involved, and most of them were joint ventures (JV). Communication and engagement with the JV partners was a critical task in the project. We targeted to implement a mixed Oracle & SAP solution for different divisions, and therefore the rollout delegated to two technical workstreams. Till March 2020, we successfully managed to complete all migration for SAP workstream.
As the PMO role, I confirmed with project owners for the project governance establishment and defined team roles & responsibilities. I setup document repository for project documentation, deliverables, and discussion materials. We used collaboration tools such as Microsoft SharePoint/Teams for communications and other cloud services for project performance tracking.
I am also responsible to guide project managers or team members with lesser project experience and enable them to use project management tools to plan and resolve risks/issues.
Cathay Pacific Airways | Project Manager
May 2013 - Sep 2016 | Hong Kong, SAR
As a world class airline, Cathay Pacific runs on both passenger & cargo businesses. After migrated the passenger systems to state-of-the-art platform, the company initiated a revamp program for the cargo system which had been used for more than 30 years. I joined as a 3-year contract position to manage the program through the initial project planning till the transition to the operations.
A Cargo Department General Manager was assigned to the program and mainly responsible for top management level governance and communications. A Program Director reported to the General Manager was my direct supervisor. As the program proceeded, my role shifted from Program Planning Manager, to PMO, then to UAT Project Manager, and finally to a Triage Center Manager for incident management.
At the initial phase, our core program team developed a business case for funding approval and prepared a request for proposal (RFP) which sought for solution to support the business case. Teamed with the Procurement Team and Cargo Business Managers, we down selected a solution provider through a series of workshops. To raise awareness, we kicked off program communications to all the key stakeholders and other corporate project teams.
During the design phase, I worked as the Program PMO with a team of three project coordinators. We setup the overall program governance and team structure, scheduled meetings, created document templates and best practices based on corporate standards. I organized various workshops for system requirement and design discussion. Working with communication specialist and external consultancy, we developed stakeholder management strategy and rolled out engagement workshops. We also provided process design and Lean Six Sigma training to the business team.
After entering the execution phase, I was assigned as the UAT Project Manager. I formed the team with around 30 SMEs from the Cargo, Finance & IT departments. They developed more than 4000 test cases and ultimately completed six rounds of testing that covered the end-to-end processes from Sales, Cargo Operations and down to Finance Accounting.
Lastly, I took a Triage Center Manager role to manage incidents during rehearsals and program cutover. We resolved more than 200 major incident cases for a smooth cutover and let the program went live on time. The 3-year program ended successfully at that point.
AXA Technology Services | Project Manager
Sep 2011 - Feb 2013 | Hong Kong, SAR
AXA Technology Services was a wholly subsidy of the AXA Group which provided IT services to her parent company. I joined as a project manager for various infrastructure projects and reported to a Regional Programme Director.
My first project was to follow up service transition and support model setup for a Regional Target Operating Model (RTOM) Project. To reach agreement with the operation team in India, I managed to finalize all the acceptance criteria and developed the support model for sign off.
After that, the Melbourne Regional Data Center needed to be migrated to Singapore, and all lifeblood systems of communication, imaging workflow, and operational data store were involved. I managed a team of System Architects, IT Infrastructure Operations, and external consultancy with diverse geographic locations of Australia, France, India, Hong Kong, and Singapore. The migration required significant amount of firewall rules changes. Therefore, I quickly liaison with the Information Security gatekeepers to speed up all the settings. Finally, the project completed on time and achieved HK$170M annual operating saving.
At the end of 2012, AXA initiated Microsoft Office 365 services for the Asia Regional Office. I worked with a team of project managers from internal business units and Microsoft to develop the deployment strategy and rollout plan. Since all top management staff were involved, a big bang approach was used to minimize disruption for users. The cloud service was successfully deployed at Q1 2013.
Cathay Pacific Airways | Project Manager
Jan 2008 - Apr 2011 | Hong Kong, SAR
I joined Cathay Pacific under the Corporate IT Architecture & Infrastructure Team in 2008. My role is responsible for managing IT infrastructure projects.
To break silo culture within the corporate, IT Business Partners initiated a project of new ways of working. The target was to enable innovative workflow and collaboration across various departments and business units within the corporate. The Project Team generated many creative change management ideas and I was responsible to deliver the IT infrastructure which support the initiative.
In 2010, Sales & Marketing Department required a time-to-market solution to integrate with AMEX for issuing a brand-new corporate co-brand credit card. Internally I managed a team of 4-5 developers to implement the mileage and membership relevant requirements. With AMEX side, I coordinated two teams for the program interfaces and data exchange. We completed our development work on time and enabled the credit card launch to meet the marketing schedule.
Cathay Pacific bought new Boeing aircrafts for Cargo expansion in 2010. However, we had not introduced new aircraft type for years, and that triggered numerous uncertain system changes. Without good documentation, the project team required to identify necessary changes to incorporate the new aircraft type. I led a team of system architects, designers, and developers to review many corporate systems and to complete different levels of system design. On the other hand, another challenge was the new aircraft type operations required the Government Civil Aviation Department (CAD) official certification. Therefore, I worked with internal engineers and Boeing aircraft professional to deliver proof to meet all CAD requirements. The project was completed on time, and the first batch of the new freighters began delivery in November 2011.
Coring Inc | IT Project Leader
Jun 1999 - Dec 2007 | Hong Kong, SAR
Corning Incorporated is a leading manufacturer in materials science with more than 165 years history. I joined Corning as an IT administrator. With increasing opportunities of running projects, I was promoted as IT Project Leader and managed different regional IT projects in Asia at later stage.
Most of my project team resources were in US, Mainland China, Taiwan, and Japan, I had frequent business travel and managed the ‘follow-the-sun’ model to ensure projects went properly. Good team communication and trust contributed a lot to all the delivery success at the time.
There was a computer virus outbreak in Corning at late 2003. I was responsible to lead a series of projects to reinforce IT security for the Asia Pacific region. We introduced both front-end and back-end protection systems like anti-virus, anti-spamming, web filtering, secured FTP, and personal firewall. One of the challenges was it had to touch with some 24x7 manufacturing plant environment, where security measures had to be rolled out in a speedy timeframe. I managed some US expertise to guide local IT workforce to deliver error-free implementation, and that greatly minimized required system downtime. Finally, we got approval to complete the security measure implementation.
In 2006, Corning IT initiated to standardize end user PC models to ease support model for cost saving. I carried out more than 3000 PCs replacement with the Global team & local vendor in Asia. With well- designed approach & tool, I manage the vendor project manage to deliver fast deployment from site to site. All Asia deployment were completed on time.
My last major project in Corning was to setup a brand-new Regional IT Hub Centre in Asia. The centre equipped with mission critical infrastructures which provide great processing power & network bandwidth to support regional businesses growth. Apart from the centre setup, our project team also developed the local IT team with knowledge transfer that ensured proper operations in long runs.
International Golf & Yacht Club | MIS Officer
Jun 1998 - Jun 1999 | Hong Kong, SAR
International Golf & Yacht Club provided premium clubhouse services to the privilege members. I was hired to drive the back-office computer environment improvement.
The company deployed Windows 95 for backend office use and caused severe stability issue. I managed to negotiate a deal of Windows NT licenses that changed all user PCs to a reliable operating system, and greatly reduced PC down issue.
The in-house restaurants used a food ordering system had stability issue as well. I proposed to address the issue with a new solution and managed to deliver a new point-of-sales (POS) system to the catering business.
Reuters | Systems Designer
Sep 1995 - Jun 1998 | Hong Kong, SAR
Reuters is a well-known financial news agency. After university graduation, I joined Reuters as a system developer. My responsibility was to develop new functions and provide user support for an internal message broadcast system which provide news to client systems.
My first career project was migrating the broadcast system from legacy DEC VAX platform to AlphaServer to path future roadmap for the system extension.