Each project follows the SARL structure: Situation, Action, Result, and Learning.
ZEISS Vision Korea
4
Sales Operations2025.02 ~ 2026.03
VTS Contract Process Normalization
Overdue contracts: 40+ down to under 10 Backlog reduced by ~75% Monthly contract pipeline stabilized
Situation
As VTS business grew rapidly, the contract management process was not yet stabilized. Documents, approval flows, and handoff methods were scattered across multiple tools, leaving many contracts unresolved.
Problem
40+ contracts remained unsigned, with no visibility into per-rep document status or delay reasons. This risked monthly revenue recognition and financial close.
Actions
1Audited all pending documents to identify gaps and processing stages
2Built a unified tracker with contract status, owner, delay reason, and required action
3Standardized approval flow with checklists to reduce omissions
4Shared weekly overdue lists with sales team and VTS leader
5Guided individual reps on specific corrections needed
6Established document review, seal, scan, and handoff routine
Results
Reduced long-overdue contracts from 40+ to under 10
Backlog decreased by approximately 75%
Stabilized monthly pipeline of ~20 new contracts flowing to finance
Lowered financial and operational risk from delayed contract closures
Learning
“Operational improvement starts with turning vague problems into numbers. Once overdue items were visible, delays were classified, and owners were clear, the process became solvable rather than just something to chase.”
Internal competitor DB built from scratch Monthly reporting cadence established Info search time reduced for PMs and team leads
Situation
Competitor promotions, product launches, training activities, and management news were scattered across channels, making it difficult for the team to get a unified view.
Problem
Market research was done ad-hoc by team leads and PMs, resulting in fragmented, non-comparable data. A standardized analysis framework was needed.
Actions
1Designed competitor analysis framework around key indicators: new products, B2B/B2C promos, training, management
2Identified and organized primary information sources with monthly monitoring routines
3Standardized data fields: summary, links, images, key implications
4Delivered monthly reports to marketing team lead and PMs
5Documented research guidelines and channel lists for successor handoff
Results
Converted scattered market info into a comparable internal database
PMs and team leads could track competitor trends without separate research
Reduced information discovery and organization time; enabled time-series analysis
Learning
“Data value comes from classification criteria, not collection volume. The same information can become decision-grade intelligence or just a record, depending on the framework used to organize it.”
PR budget optimized for high-efficiency media Kakao channel followers: 1,700 to 2,100+ ~40 content posts managed monthly
Situation
Managed B2B PR media and promotional content at ZEISS Vision Korea. PR operational standards were unclear, requiring prioritization by media efficiency and product launch schedules.
Problem
Under budget constraints, the challenge was not simple cost-cutting but determining which media channels to concentrate on. Product technical features needed translation into customer-benefit messaging.
Actions
1Reviewed existing budget and media-level efficiency comparisons
2Linked product launch schedules to PR timelines for annual planning
3Analyzed product USPs and restructured technical messaging into customer-benefit copy
6QA'd final publications for errors, logo placement, layout; scraped results for next cycle
Results
Established high-efficiency media-focused PR operating standards
Optimized PR budget while maintaining operational quality
Kakao channel followers grew from ~1,700 to ~2,100
Managed ~40 content postings per month
Learning
“In marketing operations, the key is not cutting costs but placing limited budget where it creates higher impact. Judgment about allocation matters more than the amount itself.”
Marketing OperationsPR PlanningBudget OptimizationVendor ManagementQuality Control
Project Management2025.02 ~ 2026.03
Executive Meeting Operations
Meeting note lead time cut by ~50% Action item tracking system established Execution miss risk reduced
Situation
Executive meetings discussed many agenda items, but the existing note-taking approach lacked clear accountability and follow-up. The system needed to shift from record-keeping to action-item-driven operations.
Problem
Notes were long but unclear on who should do what by when, making follow-up tracking difficult. Note creation and distribution also took too long.
Actions
1Redesigned meeting note structure around a 3-column system: Action Item, Owner, Due Date
2Used STT and LLM tools to transcribe and structure key agenda items
3Accumulated meeting history in OneNote for searchable reference
4Verified AI summaries against context and executive intent for accuracy
5Standardized templates and processes for successor handoff
Results
Meeting note creation and distribution lead time reduced by ~50%
Action-item-driven meetings reduced execution miss risk
Built a meeting operations system for quick information retrieval across management and departments
Learning
“Meeting notes are not records of the past but tools that create future action. Good notes don't contain more information; they make it clear what needs to happen next.”
20+ global references analyzed and structured Cloud migration decision support delivered Proposal credibility strengthened
Situation
Analyzed global consumer goods and entertainment industry references at SAP Korea's Customer Advisory organization to support client cloud migration decisions.
Problem
The client was on-premise and lacked conviction about cloud migration ROI and timing. They needed persuasion through comparable global cases, not just technical specs.
Actions
1Analyzed client business domains and benchmarked against Disney, Nestle, and similar globals
2Classified 20+ references by cloud architecture and pre/post process changes
3Cross-verified news, reports, and public data for reference credibility
4Structured findings into client-friendly PPT materials
5Collaborated with Value Advisory team to frame migration benefits from decision-maker perspective
Results
Built a client-customized benchmarking framework
Strengthened proposal logic and external credibility
Contributed to materials supporting client cloud migration decisions
Learning
“Clients respond to business outcomes, not technology itself. When explaining complex solutions, connecting features to the client's pain points and expected outcomes is what matters.”
Industry ResearchBenchmarkingValue SellingStakeholder CommunicationBusiness Case Development
Digital Supply Chain2024.01 ~ 2024.06
Digital Supply Chain Operations
LinkedIn post views: 2,000+ Event registrants: 300 leads generated Partner training satisfaction: 4.3/5.0 32-page onboarding guide produced
Situation
Supported content localization, event operations, and partner training at SAP Korea's Digital Supply Chain organization. Bridged global tech assets to domestic customers and partners.
Problem
Technical materials from global events like Hannover Messe were not easily transferable to Korean customers. Partner solution understanding and new intern onboarding also needed operational support.
Actions
1Translated Digital Manufacturing materials and produced Korean subtitles for event footage
2Supported LinkedIn posts and blog series localized for Korean customers
3Supported DSC Innovation Day operations with online-offline marketing flow
4Provided tech setup and interpretation for 20-partner PC+EHS solution training
5Created a 32-page onboarding guide documenting team operational know-how
6Managed Zoom hosting for 60-person intern bootcamp with timetable and contingency planning
Results
LinkedIn content reached 2,000+ views
Generated 300 valid leads from event registrations
Partner training satisfaction: 4.3/5.0
Produced onboarding guide improving new hire ramp-up and handoff efficiency
Learning
“In B2B, content, training, and events are not separate activities but one connected sales funnel. Converting global assets into local customer language and making them actionable for partners builds the foundation for revenue opportunities.”
Supported mentoring, book clubs, internal communications, and external partnership events at SAP Korea's Growth Pillar organization.
Problem
Existing mentoring and internal programs lacked structural mechanisms to drive participation. Participants needed to clearly feel the program's value through improved operations, content, and communications.
Actions
1Improved Customer Advisory mentoring program participation methods and communications
2Designed program flow considering mentor and mentee needs
3Supported book club and growth program experience improvements
4Supported WISET event operations, designing touchpoints between external and internal participants
5Collected post-program satisfaction data and derived improvement directions
Results
Customer Advisory mentorship participation increased 300% from baseline
Mentoring satisfaction: 4.29/5.0
WISET event: 43 participants with 97.7% satisfaction
Learning
“Culture programs do not succeed on good intentions alone. Participants need to clearly feel why their time is worthwhile, and the experience after participation must be designed for the program to be sustainable.”
Program OperationsCommunity DesignMentoring ProgramInternal CommunicationEngagement Management
Global Event Operations2024.07 ~ 2024.12
Global Event Operations
13-country intern event operated Average satisfaction: 4.85/5.0 Sponsorship and employee experience programs supported
Situation
Supported global intern events, sponsorship events, and employee experience programs at SAP Korea. Required operational capabilities considering diverse countries, cultures, and time zones.
Problem
Global events involve participants from different countries and cultural backgrounds with complex scheduling and communication. Large-scale events prepared on short timelines required precise role division and fast communication.
Actions
1Designed program flow and operations for a 13-country intern event
2Prepared icebreakers, session flows, and guidance messages for participant experience
3Communicated with global HQ and internal stakeholders to track progress
4Supported FC Bayern Munich visit sponsorship event and employee experience programs
5Managed crisis response with quick reporting and backup plan activation
Results
13-country intern event: average satisfaction 4.85/5.0
Built global communication and event operations experience
Learned the importance of participant experience, operational stability, and crisis response in large events
Learning
“The core of event operations is not flashy on-stage production but pre-building structures so the flow does not break even when problems arise. Good operations start with invisible design that prevents participants from feeling any discomfort.”
Global CommunicationEvent PlanningProgram FacilitationStakeholder ManagementCrisis Response
Chung-Ang University
2
Academic Project2021.12
Eco-friendly Logistics Innovation Competition
Grand Prize (Best Award) winner India-market eco-pallet and eco-box solution Connected ESG with logistics efficiency
Situation
Designed a solution addressing eco-friendly logistics materials and cold-chain problems targeting the Indian market for a university logistics innovation competition.
Problem
Tightening global environmental regulations made existing styrofoam and wood pallets costly and environmentally limited. India's cold-chain demand was growing but transport conditions and waste infrastructure were constrained.
Actions
1Analyzed India's climate, transport environment, cold-chain demand, and waste processing challenges
2Proposed replacing wood pallets with biodegradable alternatives
3Designed an inorganic-coated textile Eco-box solution replacing styrofoam
4Engineered a reusable circular logistics system with cost and waste reduction projections
5Combined ESG perspective with operational efficiency for business viability
Results
Won Grand Prize at the Eco-friendly Logistics Innovation Competition
Recognized for India-market specificity and solution practicality
Validated strategic thinking that solves environmental problems through business logic
Learning
“Logistics strategy is not just about moving goods. It requires simultaneously considering national infrastructure, climate, regulations, and cost structures. Sustainability gains real adoption potential only when backed by business viability.”
1st place in university debate competition Completed CEDA debate with teammate deficit Demonstrated crisis response under pressure
Situation
Participated in a CEDA-format debate on hate speech regulation based on the book 'When Words Become Weapons' at Chung-Ang University.
Problem
A teammate unexpectedly dropped out, forcing the remaining members to cover all research, opening arguments, cross-examination, and rebuttals with reduced headcount.
Actions
1Redesigned roles for remaining members and prioritized research scope
2Structured pro/con arguments in MECE format
3Prepared scenario-based rebuttals and designed cross-examination flows
4Increased argument density and precision to compensate for fewer speakers
5Led the full flow: opening, cross-examination, and rebuttal
Results
Completed the competition despite teammate deficit
Won 1st place at the university debate competition
Demonstrated that disadvantages can be overcome with logic and preparation
Learning
“In a crisis, the priority is redesigning a winning structure with remaining resources rather than lamenting what is lost. Persuasion comes from the precision of logic and strength of evidence, not volume of voice.”