15+ years of working experience in China and North America
Expert in post-merger integration, performance improvement and market entry
Beijing
@alvarezmarsal
LinkedIn
Copied!
Huan Gao is a Managing Director with Alvarez & Marsal in Beijing. With over 15 years of experience in China and North America, Ms. Gao focuses on post-merger integration, performance improvement and market entry.
Ms. Gao’s recent engagements include serving as Interim CFO during the turnaround process of a European fast-fashion retailer in China. She manages daily operations and initiates performance improvements iin finance and commercial functions that are leading to significant bottom-line improvement.
Ms. Gao has worked with clients in various industries, including retail, healthcare, manufacturing and consumer packaged goods.
Prior to joining A&M, Ms. Gao held executive positions with a local conglomerate and was part of the leadership team for several key acquisition deals in China and overseas. She was a Board member of a U.S. retailer and Hong-Kong-listed consumer product company. As CEO of the China business of a U.S. novelty product producer and retailer, Ms. Gao set up the company and successfully introduced the business to China market.
Previously, Ms. Gao worked with Siemens Management Consulting as a Vice President and Partner. She focused on business challenges in China, Germany and Southeast Asia, with a concentration on the Healthcare and Automation and Drive Sectors. Ms. Gao started her business career with Kimberly-Clark, where she was Brand Manager for Viva and Scott paper towels.
Ms. Gao earned bachelor’s and master’s degrees in electrical engineering. She earned an MBA degree from the University of Michigan
In our latest whitepaper, A&M’s China-based Performance Improvement leader How Jit Lim and his team analyze the impacts of China’s “New Normal” and outline key considerations and strategic options for MNCs to effectively manage their operations in China.
The COVID epidemic and the resulting downward economic pressure have caused private hospitals in China to struggle. Under the current economic conditions, private hospitals need to build differentiated service capabilities, establish quality healthcare teams, strengthen financial analytics and cost control, and increase asset utilization to achieve profitability.
Pre-Covid, CFOs primarily focused on reporting historical financial performance. But today, with rising logistics costs, supply chain bottlenecks, escalating input costs, and the uncertainty of sales, developing a forward-looking perspective is a must.
Latest insightsThe latest insights from Huan Gao's team
In a rapidly evolving business landscape, Chief Financial Officers (CFOs) must not only keep a vigilant eye on the present but also anticipate the future.
