Hi,I'm
PMO / Program & Portfolio Management Lead
I focus on the parts of work that shape delivery: direction, risk, resourcing, and decisions.
Working Notes: Vibe Coding and AI PMOCase Studies
These cases span brand migration, design delivery, growth, payments, compliance, and market launches. Together they show the way I work: read the situation clearly, then organize the work around it.
Brand migration, design delivery automation, and growth portfolio work shaped my operating model at Gate.
Case 01 / Brand and domain migration
The move from Gate.io to Gate.com touched every customer-facing surface: app, website, campaign pages, social channels, email, support, help center, and multilingual pages. I turned that change into a coordinated three-week cutover.
Case 02 / AI and PMO automation
Parallel business lines made weekly reporting, sprint analysis, and risk review increasingly repetitive. I used Feishu Bitable, Meegle, MCP, and AI Skills to structure the inputs while PMs kept the final judgment. I also connected keyword research, content production, and performance review into one SEO workflow.
Case 03 / Design delivery automation
Visual, video, brand, and industrial design teams handled a constant flow of requests. I connected intake forms, Bitable, Meegle, and OKR data into one system for task creation, scheduling, acceptance, delivery confirmation, and performance review.
International launches and global payments tested the same judgment across markets and operating contexts.
Case 04 / Growth portfolio governance
SEO, GEO, and ASO never behaved like a single project. I organized them as a portfolio, with demand pools, scheduling, risk alerts, dashboards, and executive reporting.
Case 05 / Localization and compliance
Australia, Brazil, and Europe each had different launch conditions. I translated changing rules around KYC, fiat rails, wallets, partners, and acceptance into priorities, risks, dependencies, and owners.
Case 06 / Global fiat payments
Global fiat payments connected compliance, risk, regional business, operations, and engineering. Time zones, different work weeks, and changing regulation shaped every delivery plan. Regional windows, async records, E2E flow, DOD, and escalation paths gave the work one operating rhythm.
Method
I come back to four questions: what matters, where the risk sits, what resources are actually available, and who needs to decide.
Before a request enters the queue, look at the goal, expected return, and resource cost. Only then decide the portfolio, rhythm, and trade-offs.
When plans, resources, acceptance criteria, or dependencies begin to drift, risk should already be visible to both the team and leadership.
Good reporting answers a small set of questions: is the goal still valid, are resources enough, what needs escalation, and who owns the next step?
AI can organize information, detect anomalies, and draft reports. That leaves more time for trade-offs, communication, and follow-through.
Career
From ROI review to global payments, market launches, and portfolio governance, the pattern in my work has stayed the same: make clear calls in complex settings and give teams a clear next move.
2019 - 2021
At Ctrip, ROI reviews pushed project work upstream into business judgment. Before a request entered the engineering queue, it had to justify its place in terms of business value, return, priority, and resource cost. That perspective stayed with me and later shaped how I looked at programs and portfolios.
2021 - 2023
Fiat payments sat across compliance, risk, regional business, operations, and engineering. When regulation or regional strategy changed, the program boundary moved too. I kept scope, acceptance, and escalation clear, then made E2E flow, DOD, and risk review part of the team's operating rhythm.
2024 - 2025
Australia, Brazil, and Europe each came with different entry conditions. Regulation, KYC, fiat rails, wallet setup, partner readiness, and launch criteria kept shifting the project boundary. I learned to spot constraints early and turn them into priorities, risks, dependencies, and next steps.
2025 - Apr 2026
At Gate, several business lines accelerated at once: brand upgrade, growth, payment cards, AI efficiency, and experiments. Each one competed for resources and attention. I made status, risk, and trade-offs visible early, and gradually turned demand pools, dashboards, risk alerts, executive reporting, and AI-assisted analysis into a repeatable portfolio governance model.
Education
After a few years in project management, I understood that the work ran deeper than scheduling. Commercial Project Management gave me a more formal framework for thinking about goals, coordination, and trade-offs, and sharpened the path toward business-oriented PMO work.
My auditing studies gave me early habits of structure, discipline, and evidence-based judgment that later shaped how I handled complex programs.
Bachelor's Degree in Auditing
Chengdu, China
Commercial Project Management built on my early project experience and gave me a more structured understanding of project management methods, business judgment, and organizational coordination.
MSc | Commercial Project Management
Manchester, United Kingdom
Contact
For conversations about project governance, global delivery, or AI PMO, email or LinkedIn is the best place to start.