Work
A commercial promise, made physical.
From June 2007, after the MBA, the work has been cross-border logistics and the management around it. These notes name one company, Sunyou Logistics, because that is the role I hold. Earlier years are described as the work itself.
Now
Vice President, Sunyou Logistics
Shenzhen Sunyou Cross-border Logistics was founded in 2008 and is based in Shenzhen. The company provides cross-border e-commerce logistics for online sellers: direct shipping, and the stages that sit around it. Parcels move through a network that reaches a very wide set of countries.
In the vice-president role I look after service design, the way partner capacity is used, and the operating discipline that keeps a sold promise intact.
Since 2007
2007–2011
Commercial judgment
The first years after the MBA were about customers, price, and the distance between a service described in a meeting and a service a shipper will pay for again. A lane is a commercial object. It has a cost, a time, and a risk the customer actually feels. Learning to read those three together was the work of this stretch.
2012–2017
The lane
The work moved onto the freight itself. Collection, warehousing, export clearance, the linehaul, import clearance, and the last handoff. A stage can look sound in its own report and still lose the shipment at the seam, where one team’s finish is the next team’s start. The useful skill was seeing the sequence.
2018–present
Leadership
Scale changes the question. A single account and a single exception still matter, and so does whether the network, the partners, and the people running them can repeat a standard. From 2018 the work has been that leadership. Its current form is the vice-president role at Sunyou: service design, the partner network, and operating discipline.