Li Min

Senior R&D PMO and program manager. Through 10 regional project managers, provided matrix coordination across 8 teams in 5 countries and an R&D validation resource pool of approximately 700 people, coordinating 3–4 large programs and 150+ product-feature validations annually. Scope covers portfolio planning, Stage-Gate, cross-program resource planning, laboratory budget planning and tracking, risk recovery, digital operations, and organizational transformation. 18 years in electronics R&D and engineering, including 10 years of multinational project management and 8 years of hands-on C/C++ and Linux development and software architecture.

Used digitalization to raise project-management efficiency, establishing an operating loop driven by metrics and weekly reviews; after three years, iteration commitment completion across 8 teams rose from 89% to 95% and on-time milestone achievement from 89% to 98%. Facing an approximately 30% headcount reduction in the validation organization, led consolidation from 10 teams in 7 countries to 8 teams in 5 countries and the related system migration, with approved annual delivery commitments still met. In response to AI reshaping R&D ways of working, led scenario design and production rollout of AI-enabled project-management workflows.

Technical Project Manager - Nokia - Hangzhou

(2021-07)

Roles held: Lead Area Product Owner and Area Product Owner

• Through 10 regional project managers, provided matrix coordination across 8 teams in 5 countries and an R&D validation resource pool of approximately 700 people, running 3–4 large programs in parallel each year. Owned portfolio plans, resource prioritization, cross-department dependency mapping, and risk escalation; organized Stage-Gate reviews and submitted work-package entry/exit recommendations. As a Change Control Board (CCB) member, participated in about 40–60 pool-related plan changes a ye
• Standardized KPI definitions and RAID rules, including formulas, source fields, owners, and escalation thresholds. Drove integration of scope and release commitments, milestones, effort and available resources, execution progress, testing, defects, and requirements traceability from systems of record (JIRA, HP PPM, Quality Center, DOORS) into Power BI, with drill-down from organization to team. Coverage of key management metrics rose from 40% to 100%, providing quantitative input for resource, s
• Ran weekly project-health reviews on scope/milestone variance, gaps between effort and available resources, burndown charts and S-curves, test coverage/cycle time, and defect closure. Drove actions back into source systems using "reallocate when overloaded, recover when off plan, recommend holding entry when quality regresses." When metrics were challenged, traced source fields, corrected definitions, mappings, refresh issues, or missing data, and verified the next cycle—forming a measure–decide
• Built long-term (3-year), mid-term (1-year), and near-term (3-month) staffing and equipment load forecasts, advancing gap detection from 2 to 3 weeks before critical reviews to a 12 to 16-week window. Owned multi-million-euro laboratory OPEX/CAPEX demand planning, budgeting, and usage tracking; prepared the investment case for critical test equipment from the product roadmap and program demand; and drove VP approval of cross-regional budget reallocation.
• During an approximately 30% headcount reduction in the global validation organization, led implementation of consolidation from 10 teams in 7 countries to 8 teams in 5 countries, reassigned program responsibilities, and remapped JIRA Team fields, HP PPM team resources, and defect-owner teams so project, resource, and defect data matched the new split. Under organizational change and combined measures in test strategy, automation, regression, and resource configuration, FY2024 engineering effort
• Identified high-frequency scenarios in progress and risk analysis, meeting minutes, and project-material preparation; completed requirements design and PoC on company knowledge-retrieval and tool-integration services and drove the tooling team's production deployment. After six months, 8 of 10 regional project managers used the workflows at least three days a week, with a self-reported gain of about 30% in document productivity.

Technical Project Manager - Nokia - Hangzhou

(2016-07 - 2021-06)

Area Product Owner

• Managed Hangzhou programs covering about 150 embedded-software R&D staff and 200 validation and delivery staff. Set up JIRA iteration planning, requirements lists, and release management; drove vertical feature slicing from 8–12-week batch delivery to deliverable, testable four-week increments; iteration commitment completion reached 91% during the role.
• Coordinated compatibility among hardware versions, software releases, and customer configurations. Assessed change impact against requirements and interface baselines, coordinated R&D and validation teams to regress affected scope, and used verification results for customer-pilot and commercial-scale entry so configuration changes stayed on the verification baseline.
• Concurrently served in 2017–2018 as Customer Project Manager for a leading Japanese operator's 5G base-station program and as the only R&D liaison assigned to Japan. Coordinated 10–20 requirements, technical issues, and plan changes per month; proposed a phased MVP under resource constraints and drove the local team, product management, and R&D to realign the release plan. The customer accepted the plan; phase one entered testing on schedule.
• Built a transfer case from unit productivity, historical delivery, quality, and local technical capability, and argued Hangzhou's strengths to the global program organization. Moved core R&D and validation ownership for carrier aggregation (CA), Massive MIMO, and RAN slicing to Hangzhou, adding about 10,000–20,000 engineering hours of annual work.

Senior Software Engineer - Nokia - Hangzhou

(2013-01 - 2016-06)

Software Architect

• Served as a 5G software architect across embedded/real-time software on dedicated hardware and containerized Linux cloud platform architecture. Personally completed design of the L2/L3 radio protocol stack (C++) and the high-concurrency platform core; used DOORS and PlantUML to maintain requirements–architecture–module traceability; and served on a China–Germany–Poland technical decision board for architecture reviews and cross-team design alignment.

Senior Field Application Engineer - VangoTech

(2008 - 2011)

Led new-product introduction for smart-grid SoCs, covering sample evaluation, chip selection, solution design, design-in, and ramp to mass production. Owned post-silicon verification, embedded SDK and reference-board development, and hardware/software integration plus field support for 20–30 industrial customers, helping multiple customer products reach mass production.

Senior Software Engineer - UTStarcom

(2011 - 2013)

Designed C++ routing-protocol modules for GPON/PTN optical communications equipment.

B.Eng. - Biomedical Engineering (Electronics and Information track) - Zhejiang University (2008)