Projects

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.

40+ contracts remained unsigned, with no visibility into per-rep document status or delay reasons. This risked monthly revenue recognition and financial close.

Competitor promotions, product launches, training activities, and management news were scattered across channels, making it difficult for the team to get a unified view.

Market research was done ad-hoc by team leads and PMs, resulting in fragmented, non-comparable data. A standardized analysis framework was needed.

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.

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.

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.

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.

Three legacy websites (BestVC, CZV.KR, CZV.co.kr) were operated in a fragmented way, driving up maintenance costs and scattering sales reps' workflows. The system setup for promotions (lens-product-coupon) was also complex enough to require developer resources, and compliance with global security guidelines (Azure Compliance) became a requirement.

Managing three separate sites duplicated maintenance resources and forced sales reps to move across different sites for each task. As a non-developer planner, I had to draw a clear blueprint bridging marketing's abstract requirements and development, and secure the quality of the new integrated site (CZV.kr) before launch.

Localized web and sales content for flagship global products (Gold Coating, Sun Lens, Anti-fog). The existing PPT/manual translation approach made version control difficult and wasted effort on updates, all during a transition to a global tool (JIRA).

Manual translation consumed time on text extraction and formatting and was hard to version-control. At the same time, content had to preserve the global tone and manner while being recast into locally resonant Korean marketing language.

Issuing and delivering ZEISS Academy certificates took 5+ hours of manual work (printing/packing/shipping) per month, reducing focus on core tasks and creating an unscalable structure that could not handle a surge in trainees.

The manual approach requiring individual edits could not scale, and sharing customer lists (personal data) with an external vendor introduced leak risk.

Frequent field work by the academy team left gaps in customer response, and early reliance on volatile messenger (Teams) communication left accountability unclear and repeated the same inquiries.

Communication that left no record caused dropped tasks and repeat inquiries, and there was a risk of relaying wrong information without sufficient technical knowledge (e.g., lenses).

Handling 105 marketing material types and 6,000 monthly transactions, inventory data was fragmented across 8 Excel files, making real-time status hard to grasp and causing operational risk such as missing imminent stock-outs.

Fragmented inventory data created order-miss and stock-out risk, cross-team inventory inquiries were frequent, and an annual budget worth hundreds of millions of KRW had to be reconciled without error.

An annual KRW 600M worth of points was fragmented across three systems (Blue, Lens, VC), driving high operational complexity, while frequent turnover left policy understanding low and created misaccrual and tax risk.

The fragmented point systems risked misaccrual and tax exposure, and high turnover created recurring knowledge gaps.

Promotional goods for optician marketing were produced by convention without validated effectiveness, and popular items frequently ran out while unpopular items piled up as dead stock.

Planning by gut instead of data caused simultaneous stock-outs and dead stock, and it required coordinating complex stakeholders across finance/SCM/vendors.

POSM (posters, banners, business cards, etc.) orders for field sales were processed manually in Excel on the legacy BestVC site, making order status opaque (a black box) and slow to correct, driving a return rate as high as 10%.

Manual Excel processing made order status opaque and returns high, causing significant frustration and inefficiency in the field.

For partner opticians, a Store Locator listing is both an intangible asset ('ZEISS certified') and a sales channel. However, the Google Maps-based global system was incompatible with Korea's address system, and a bug that failed to delete closed opticians triggered partner complaints (VoC).

The global system couldn't recognize detailed Korean addresses and closed opticians weren't removed from the map, exposing inaccurate information and fueling partner dissatisfaction.

The existing Word-based manual had low visibility and no search, lowering handover efficiency. In particular, the operational risk in transferring non-standard tasks (39 types including ad-hoc work) needed to be removed systematically.

The non-searchable Word manual and tacit knowledge of 39 task types held by individuals made handovers long and quality inconsistent.

Amid a leadership transition (former Partner → acting lead → new Partner), acted as Chief of Staff (CoS) to keep the organization steady. At the same time, multitasking was required to flawlessly deliver both a major event (global CEO visit) and daily routines (internal wellness/admin).

During the 3-month CoS vacancy across three reporting-line changes, business continuity had to be preserved while flawlessly executing protocol for a visit by top-tier global executives.

Managed EUR 80K (~KRW 120M) of annual CSR budget and 5 core projects (volunteering/education/campaigns) end-to-end. After a vacuum where the prior Partner's departure left no first-half CSR activity, the second half had to both spend the budget and create results.

A CEO ad-hoc request required pulling off an unprepared mural volunteering event, and the existing low CSR participation had to be improved. A strategic portfolio approach (Fun, Meaning, Growth) was needed rather than mere execution.

As an Employee Experience PM for global sponsorship and culture activation, had to prepare a major global event (FC Bayern Munich's visit) in just 2 weeks. Endless variables arose: communication barriers with a German HQ across time zones and cultures, low participation in a long-term project, and a performer no-show on the day of a year-end event.

Within an extremely short lead time, global collaboration barriers, and unpredictable variables, both event success and employee experience had to be secured.

Supported content localization, event operations, and partner training at SAP Korea's Digital Supply Chain organization, bridging global tech assets to domestic customers and partners.

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.

At SAP Korea Customer Advisory (STAR Program), analyzed global consumer goods/entertainment references to build the case for next-gen ERP (S/4HANA Cloud). The client (CJ), still on-premise, lacked migration momentum and risked delaying its transition to 2028.

The client lacked conviction about the ROI of cloud migration. The concrete 'value of transition' had to be proven through advanced global cases with similar business models (Disney, Nestle).

Served as a Growth Initiative member to break down the technical sales org's knowledge silos and establish a self-directed learning culture. Defined the core problems as 'knowledge disconnection' (deep expertise trapped in individuals) and 'stalled growth' from the absence of a systematic learning program.

The goal was to build a sustainable 'learning ecosystem' rather than one-off events, and the existing mentoring program suffered from low participation.

Served as Co-lead of on-tact programs to energize the 13-country global intern (STAR) community. Physical distance eroded belonging and severed communication across countries, and moving from a solo operation to onboarding 4 new members required leadership and delegation structures.

Beyond simple socializing, the company's strategic direction 'Business AI' had to be woven into culture events, and participation had to be driven across 13 countries with different time zones and cultures.

With 130 people moving in simultaneously at peak times, on-site paperwork and verification caused severe bottlenecks, on top of managing shared-space contamination and COVID relief-supply distribution.

Increased wait times drove student complaints and admin inefficiency, the 'tragedy of the commons' (shared-space contamination) arose, and masks had to be distributed at scale with zero omission or misdelivery.

To improve exchange students' stay, had to solve the cramped exchange space (GCC) and fragmented communication channels, and raise SNS traffic to lift offline event participation.

Space shortage and channel fragmentation lowered both student satisfaction and admin efficiency, while provider-centric information kept SNS traffic and event participation in a vicious cycle.

To respond to the Logistics 4.0 shift, operated Samsung SDS's integrated logistics platform 'Cello', verified port logistics processes, and joined a hackathon to build a data-driven ETA (arrival time) prediction model.

The gap between integrated-solution proficiency and field operations had to be narrowed, and amid global supply-chain uncertainty, data-based ETA prediction (not intuition) was required.

Planned and taught a major/career exploration program for local youth, treating them not as one group but segmenting into middle schoolers (interest exploration) and high schoolers (real admissions strategy).

Students in an education-infrastructure-poor area needed the information they actually required at their level, not what the provider wanted to give.

Designed a solution addressing eco-friendly logistics materials and cold-chain problems targeting the Indian market for a university logistics innovation competition.

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.

While teaching SQ3R/debate to gifted students, recognized the scalability limits of offline education and transitioned to a scalable digital content format.

High learning demand was hard to meet offline alone, and without dedicated video staff or budget, a scalable online asset and continuous QA were needed.

Co-founded a finance/investment society (VIM) and researched crypto/stock portfolio operation strategies.

A sustainable learning organization had to be built from scratch, and investment principles based on data and criteria (not emotion) established.

Participated in a CEDA-format debate on hate speech regulation based on the book 'When Words Become Weapons' at Chung-Ang University.

A teammate unexpectedly dropped out, forcing the remaining members to cover all research, opening arguments, cross-examination, and rebuttals with reduced headcount.

As a member of the admissions advisory group, planned an acceptance-strategy guidebook and supported admissions officer mock-interview calibration, amid the information asymmetry created by a policy change (abolishing interviews).

The change increased applicant anxiety. Content conveying real acceptance logic (not mere PR) and a reference to narrow evaluator scoring gaps were needed.

Long-term dialysis patients are sensitive to infection risk and endure extreme treatment fatigue, so beyond medical staff's physical care, supporting resources for emotional stability and environmental comfort were essential.

In-hospital infection risk and treatment stress for immunocompromised patients had to be reduced, and pre-diagnosis baseline data measured accurately to shorten medical staff workflow.

Needed to understand how a fast-changing e-commerce environment and country-specific regulations affect logistics firms' market dominance, and to build strategic insight for global supply-chain crisis scenarios.

Beyond surface observation, the mechanism by which policy variables restructure markets and the disconnection risk from maximizing efficiency had to be identified.