Peter Fang / 房闰博

Led cross-regional IT project delivery and helped build a clearer, more traceable project management system inside an enterprise IT environment.

• Built an end-to-end IT delivery framework covering intake, prioritization, planning, execution tracking, risk management, and reporting.
• Created a clearer intake structure so business requests could enter the IT pipeline with context, scope, impact, owner, and priority signals.
• Designed a priority model based on business impact, urgency, dependency, and execution risk to reduce ad hoc decision-making.
• Coordinated SAP, Salesforce, eCommerce, infrastructure, business users, and vendors across multiple parallel initiatives.
• Turned scattered project information into visible project records with owners, timelines, dependencies, milestones, blockers, and next actions.
• Used Jira workflows to standardize task status, execution handoffs, and project-level traceability across teams.
• Mapped cross-system dependencies early so teams could identify blockers before they became delivery delays.
• Maintained risk logs for technical, resource, vendor, and dependency risks, then followed up with mitigation plans.
• Facilitated priority review and alignment conversations when SAP, Salesforce, and business teams competed for the same delivery capacity.
• Helped shift project meetings from status-only updates toward decision-oriented discussions around risks, dependencies, and tradeoffs.
• Built reporting templates that summarized progress, key risks, dependencies, and decisions needed for leadership review.
• Improved stakeholder visibility by making project health, ownership, and open decisions easier to understand at a glance.
• Supported cross-region collaboration across US, Canada, Europe, and China time zones with structured communication rhythms.
• Balanced delivery speed with governance so the process stayed usable instead of becoming heavy documentation overhead.
• Helped create a repeatable operating rhythm for enterprise IT work that could support 10+ concurrent initiatives.

Connected engineering, operations, business development, and customer support teams in a FoodTech startup environment to ship platform features and improve operating workflows.

• Managed mobile platform iteration through milestones, sprint planning, release coordination, and post-launch feedback loops.
• Connected engineering, operations, business development, customer service, and leadership so product decisions matched operating reality.
• Maintained sprint scope, backlog priorities, dependencies, and delivery expectations across 15+ sprint cycles.
• Introduced sprint scope control so urgent changes could be evaluated instead of disrupting in-progress work by default.
• Translated operational needs into clearer product requirements for engineering teams.
• Coordinated frontend, backend, and operations readiness before production releases.
• Built release checklists covering QA sign-off, feature validation, operational readiness, known risks, and launch timing.
• Helped reduce launch confusion by defining what needed to be ready before a release could move forward.
• Created feedback loops so user, operations, and customer support issues could become prioritized backlog items.
• Organized post-launch feedback by impact and urgency instead of reacting to every issue as a one-off request.
• Supported product and operations workflow changes as the business shifted toward K-12 school lunch use cases.
• Helped redesign operating flows around school ordering cycles, fulfillment needs, and customer support expectations.
• Balanced short-term release pressure with product stability, operational capacity, and customer experience.
• Helped structure team communication in a fast-moving startup environment where priorities changed frequently.
• Kept delivery work grounded in practical execution: what could ship, what needed validation, and what should move to a later release.