Erin Zhu

Kate Spade Senior Finance Director – GC, SEA & ANZ at Tapestry
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Contact Information
us****@****om
(386) 825-5501
Location
New York, New York, United States, US
Languages
  • English Native or bilingual proficiency
  • Chinese Native or bilingual proficiency
Skills

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Credentials

  • Certified Investment Management Analyst (CIMA)
    CIMA

Experience

  • Tapestry
    • United States
    • Retail Apparel and Fashion
    • 700 & Above Employee
    • Kate Spade Senior Finance Director – GC, SEA & ANZ
      • Mar 2018 - Present

      FP&A head of Kate Spade GC business across Mainland China and Hongkong, Macau, Taiwan, South East Asia across Singapore and Malaysia, ANZ accoss Australia and New Zealand. o Provide leadership to support a strategic planning process, for both Long Range and Annual Planning; (10%) o Manage the month end close and forecasting process, aligning the financial estimates with expected business trends; (10%)o Elevate the level of financial analysis to identify opportunities for new investments, process improvements, operational efficiencies and expense savings; (20%)o Oversee consistent hindsight analysis to measure success of business initiatives and capital investments; (10%)o Managed evaluation of financial performance by channel and market to identify opportunities to drive in-store improvements; (10%)o Oversee provision of analytical support for real estate investments and capital project management; (5%)o Develop strong business partnerships to involve finance in the decision-making process and prioritization of initiatives that support key business strategies across the Joint Venture; (15%)o Implement consistent practices for financial projections, accounting standards and capital management across all business units; and, (5%)o Organize and develop a high performing team to support evolving needs of the business. (15%)

    • Coach Senior Finance Director – GC
      • Jan 2017 - Feb 2018

      • SAP S/4 project RTR Asia leader• Asia compensation financial planning and analysis• New business merge & acquisition project – Stuart Weitzman China buy-back project• Coach China financial subsidy/tax project

    • Coach Asia Finance Controller
      • Jun 2013 - Dec 2016

      • SOX compliance • Provide effective, accurate and timely financial reporting• US GAAP audit, local statutory audit & tax returns across Asia• External service provider management (accounting outsourcing project)

  • Nike
    • United States
    • Retail
    • 700 & Above Employee
    • Finance Controller - Umbro
      • Sep 2011 - May 2013

      Add value to Umbro China (independent affiliates of Nike China) business as finance head, build up key relationships internally and externally, direct report to China GM and global headquarter in UK. 1) Start up business: Take back Umbro China business from previous licensee, set up SOP (Standard Operation Procedure) for new business.2) Team set up & outsourcing shared service management: Set up Umbro China finance team, build up platform and lead outsourcing BPO (AR, AP, G/L) and Nike China shared service center.3) Control and compliance: To ensure rigid finance control and compliance with US / China GAAP and SOX.4) Financial planning, reporting & analysis: Lead long term strategy plan, annual budget and monthly rolling forecast. Identify risks and opportunities and raise the profile of these issues to drive resolution. Build up both financial accounting and management accounting reporting from scratch.5) Decision support: Be part of decision as finance professional.

  • PepsiCo
    • United States
    • Food and Beverage Services
    • 700 & Above Employee
    • Senior Financial Planning Manager
      • Apr 2010 - Sep 2011

      Pepsi Foods business unit financial planning, covering three key brands - Lay's, Quaker and Cheetos, with focus on1) "Go To Market": revenue management, MU (Market Unit) management and logistics management.• Revenue management:a. Product pricing: Involve in pricing decision, manage the pricing across market, channel and products.b. Trade investment: Set up system to track and evaluate by customer by geography trading term and investment to improve revenue.c. Account receivable management: Improve working capital efficiency via better AR management• MU management:a. Provide timely and accurate financial planning, reporting and analysis of 5 MUs to management team, to deliver continuous improvement of 5 MUs profitability and operational cash flow performance.• Logistics management: a. Warehousing & distribution: To improve W&D management with more accurate sales and inventory forecast. To manage the cost via better deployment planning, route selection and warehousing location selection.b. Inventory management: Improve working capital efficiency via better inventory management2) "Capital Investment": Big capital investment projects, such as 2 green field new factories & 5 new farms build up, new product launch, new production line set up etc. Played a key role in cross function project team on proposal preparation, feasibility testing, pre-evaluation, execution monitoring and post-evaluation.

  • Diageo
    • United Kingdom
    • Beverage Manufacturing
    • 700 & Above Employee
    • Assistant Finance Controller
      • Nov 2009 - Apr 2010

      1) Accounting & Reportinga. Manage outsourcing shared service center to deliver AR, AP and G/L service to the business.b. Manage internal reporting team to deliver accurate and timely financial reports. 2) Control & compliancea. Liaises outsourcing shared service and internal finance team to deliver rigid finance control.b. Achieve “satisfy” in both internal and external audit.c. Launch HongKong SAP system and integrate HK finance into Greater China team.

    • Senior Commercial Finance Manager
      • Oct 2006 - Oct 2009

      1) Merge & Acquisition:Provided strong financial support in merge & acquisition project, Diageo China acquired its previous licensee/distributor, and took back the distribution channel in China.2) Financial planning, reporting & analysis:Lead long term strategy plan, annual budget and monthly rolling forecast. Revamp financial reporting pre & post M&A.3) Trade investment management:Set up "Fund To Trade" system, provide rigid financial planning, actual tracking and pre & post evaluation of investment to trade, which represents 50% of total company investment, to improve effectiveness and efficiency.4) Decision Support:a. "Pricing" system set up, which cover both own brand and competitors pricing, across different channel (domestic and duty free), highlight abnormal pricing movement and pre-warning risks & opportunities and drive solution..b. Innovation projects: As finance gatekeeper in project team to support innovation of new product launch/re-launch.

  • Unilever
    • United Kingdom
    • Manufacturing
    • 700 & Above Employee
    • Brand Finance Manager – Foods BU
      • Oct 2005 - Oct 2006

      1) In charge of Unilever Foods BU retail channel financials, covering four key brands – Lipton, Knorr, Skippy and LaoCai finance planning, reporting and analysis2) Focus on business partner to brand marketing, set up “marketing mix model” to provide solid financial supporting to the business.

    • Supply Chain Finance Manager – Foods BU
      • Apr 2004 - Sep 2005

      1) Took full responsibility of manufacturing factory costing, production planning, material sourcing (MRP) and warehouse management.2) Project managementa. Central invoicing project for Unilever Foods sales companies integrationb. New manufacture factory projectc. ERP system – BPCS upgrade

    • Assistant Finance Manager – China
      • Feb 2003 - Mar 2004

      1) In charge of Greater China central reporting team, focus on group reporting consolidation and periodic brief paper to senior leadership team;2) As the CARM Champion for SOX compliance, supported management team to identify key business and financial risks, and coordinated cross function team to prepare mitigation plan, to improve internal control environment.3) Project management:a. As the key user of “Data Warehouse” system, anticipated in design and implementation of the new reporting system. b. As the project leader of “Promotion Work Plan”, introduced new system to record and report promotion activity.

    • Financial Analyst - Home & Hygiene BU
      • Feb 2002 - Jan 2003

      1) Focus on two key brands – Signal and ZhongHua, prepared reporting and interpreted financial figures and provided variance analysis to management team.2) Supported line manger to deliver financial planning and analysis

    • Demand Planner - Beauty Care BU
      • Jan 2001 - Jan 2002

      1) Joined Unilever China as Management Trainee;2) Focus on three key brands - Pond’s, Hazeline and Vaseline demand planning3) As the key user of “Manugistics” system, played key role in S&OP (sales & operation plan) process, worked with cross function team to secure smooth daily operation.

Education

  • Fudan University
    Bachelor, Economics
    1997 - 2001

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