Vincent Chan has extensive experience and skills in data science, analytics, finance, and business management. He holds a Master's degree in Chemical Engineering and has worked in engineering, operations management, and business analysis roles for Hewlett Packard and Sulzer Chemtech. Currently he is the Business Planning & Operations Manager for Hewlett Packard Enterprise, where he uses data visualization and modeling to support strategic decision making.

1. VINCENT CHAN
E D U C A T I O N
Current - 2017
Microsoft-EDX
Professional Degree in
Data Science
2009 - 2011
National University of Singapore
Master of Science
(Chemical Engineering)
2005 – 2009
National University of Singapore
Bachelor of Engineering
(Hons) Chemical
Data Science
Data Camp – Data Analysis with R
Data Camp – Intermediate R
Coursera – R Programming
Coursera – Exploratory Data Analysis
Coursera – Getting & Cleaning Data in R
Analytics
NUS-NICF – Predictive Modelling
EDX – MIT The Analytics Edge
Transact-SQL Database Query
Finance & Accounting
Coursera – Management Accounting
Coursera – Financial Accounting
Coursera – Corporate Finance
Data Visualization
Advanced Excel – VLOOKUP, PIVOT
Excel Dashboard Design
Qlikview Developer (Front End Design)
3 SOUTH BUONA VISTA RD #04-31 SG 118136
Malaysian, Singapore PR
+65 81271358 YuenMun_Chan@yahoo.com
S K I L L S
P R O F E S S I O N A L E X P E R I E N C E
L A N G U A G E S
English
Mandarin
Cantonese
Malay
R E F E R E N C E
Mr. Richard Chan
Facilities Engineering Manager
Hewlett Packard Singapore
Tel: +65 9046 0038
Ms. Toh JiaPing
Sulzer Taiwan Sales Manager
Sulzer Chemtech
Tel: +886 225 121 018
Mr. K. Senthil
Sulzer Technology Manager
Sulzer Chemtech
Tel: +65 6515 5531
Business Planning & Operation Manager (Asia Pacific)
Business Management Office
Hewlett Packard Enterprise (Singapore) July 15 – Current
• Manage company’s real estate operating expenses and narrate variance
between actual and forecast (>USD 30million/annum) across Singapore,
Malaysia, Taiwan, Hong Kong and Indonesia.
• Facilitate region’s long term budget and strategic portfolio planning
• Track region’s operation performance, scorecard, KPIs and report to
leadership team.
• Evaluate project feasibility with return of investment study
• Create financial models for top management for decision making
• Host and present monthly business review with top management
• Coordinate multi-departments problem solving on key business problems
• Dashboard data reporting (Excel & Qlikview) for company’s real estate KPIs.
• Developed new Qlikview dashboard for Asia Pacific from scratch within 2
months without formal training
• Excel trainer within department on VLOOKUP, Pivot table, Index-Match, Goal
Seek, Solver.
Facilities Engineer
Hewlett Packard (Singapore) Nov 12 – Jul 15
• Project lead for HP water conservation project across manufacturing lines,
saving 250k m3 of water per year
• Project management for new facilities/office setup
• Lean operation and system design for manufacturing utilities (gases,
ultrapure water, cooling water and wastewater)
• Provide quarterly operation and roadmap review with VP of manufacturing
• ISO9001, ISO 14001 program lead and auditor
Process Engineer
Sulzer Chemtech (Singapore) Oct 11 – Nov 12
• Design palm oil stripper columns, glycol columns and fine petrochemicals
distillation equipment.
• Perform plant equipment simulation with computer software and
recommend solution for customers
• Present technical solution to customers during sales presentation across
South East Asia
• Identify improvement, debottlenecking solutions to improve customer
business operation
• Perform onsite troubleshooting across Asia Pacific region
• Secured a total sales of SGD1.2mm over 13 months
Chemical Engineering Alumni Society Committee
Marketing Director
National University of Singapore (NUS) Jul 14 – Current
• Organize events connecting university and chemical engineering alumni
• Produce website, marketing materials (flyers, poster) for event promotion
Volunteer Instructor
Jurong Community Centre 2012
• Conduct iPad training classes for senior citizen
H O B B I E S
Reading, programming (HTML, CSS, JS,
iOS mobile), Presentation slide deck
design

2. Hello!
I AM
VINCENT

3. 44%
31%
14%
9%
2%
REVENUE BY SEGMENT
Media Networks
Parks and Resorts
Studio
Entertainment
Consumer
Products
Interactives
UNDERSTANDING THE BUSINESS
Parks and Resorts
Media Networks
Sales from Resorts and Disneyland Admission Tickets
Affiliate fees from TV networks
Ad Sales
VOD (Netflix, Hulu, Amazon)

4. 44%
31%
14%
9%
2%
REVENUE BY SEGMENT
Media Networks
Parks and Resorts
Studio
Entertainment
Consumer
Products
Interactives
UNDERSTANDING THE BUSINESS
Interactives
Consumer Products
Studio Entertainment
Multi Platform Games
Live action and animated motion pictures
Live stage play
Licensing fee
Children books
Merchandise

5. 44%
31%
14%
9%
2%
REVENUE BY SEGMENT
Media Networks
Parks and Resorts
Studio
Entertainment
Consumer
Products
Interactives
UNDERSTANDING THE BUSINESS
While Media Networks account for almost
half of company’s revenue, the following
areas are to be considered
1. Operating Margin of each segment
2. Segment’s risk
3. Potential room for growth in each
segment
The Walt Disney Company is not selling
products/services. They are selling
experience and memories.

6. -10%
0%
10%
20%
30%
40%
50%
2013 2014 2015
Operating Margin
WHO IS MORE PROFITABLE?
Consumer Products
Media Network
Studio Entertainment
Parks & Resorts
Interactives
While media network brings in the
highest revenue, the operating margin
will remain relatively constant due to
contract lockdown with TV networks.
This margin may not continue should
the company programming contracts
with TV networks are not renewed on
favourable terms.
Consumer product segment remains
lucrative. However the success of this
segment is highly dependent on other
segments. Media network + Studio
entertainment provide exposure for
Disney’s characters, which in return
drives consumer products sales. Park
& resorts create marketplace for the
sales as well.

7. EXAMPLES OF RISK FACTORS
Segment Risk Factors
Media Networks
Changes in public and consumer tastes may reduce demand for entertainment
offering
Changes in technology and in consumer consumption patterns. Eg. Digital
distribution like Netflix
Risk of TV network not renewing contracts at favourable terms
Parks & Resorts
Recession or economic downturn may reduce discretionary income available for
vacation/park visits
Studio Entertainment
Changes in public and consumer tastes may reduce demand for entertainment
offering
Consumer Products Intellectual property rights not enforced in certain countries/region
Interactives
Stiff competition with all forms of entertainments available
Difficulties to create smash hits in platform games market
The Walt Disney Company Annual Report 2015

8. EACH SEGMENT REINFOCES
Media Networks
Parks and Resorts
Studio
Entertainment
Consumer
Products
Interactives
Opportunity to
monetize Disney’s
Characters
Provides
characters to be
used in future
movies
Create desire to
interact with
Disney’s
Characters
Create Additional Sales Outlets
New movies
provide fresh
new ideas for
park experience
New movies/animations
accompanied by platform games
Interactive
consumer
products
Popular movie’s character
to have own’s TV series

9. DISNEY’S DIGITAL STRATEGY
Improve Customer
Experience with
Analytics
Enhance Operation
Efficiency with Data-
Driven Approach
Interactivity using
Digital Tools Across
Channels
Personalizing Using
Connected Products
• Forecast waiting time for
Disneyland’s attractions
• Understand individual guest’s past
preferences to determine vacation
packages
• Manage labor resources with
analytics
• MyMagic+ Initiatives to customize
visitor’s experience at Disneyland
• In-store application for guests to
customize their shopping experience
in Disney store.
Capgemini Consulting Report: Disney Making Magic Through Digital Innovation

10. WHAT’S AHEAD?
Augmented /
Virtual Reality
The push for immersive
virtual experience with
Disney from anywhere.
Data Analytics
To customize personal
experience for each
individual with targeted
advertising.
Physical – Virtual
Platform Games
Virtual games that involves
interacting with the
physical world.
Data-Driven
Decision Making
Using data to forecast
demand, reduce cost and
optimize operations
efficiencies.
Data is the new asset and source of competitive advantage to create new experience