I hold a Bachelor’s degree in Chemical Engineering and a Master’s in Business Administration from the University of Technology, Vietnam, One of the famous universities in Vietnam

I started my career as a QA Engineer at Kido Factory, a company well known for its ice cream and yoghurt products. Later, I transitioned to Yakult, a Japanese fermented milk drinks Company. I was proud to be part of the founding team that set up the lab and quality systems when the new Yakult factory was built.

I then spent 10 years at Nestlé, taking on various roles from QA Supervisor at Milo and Coffee factory to QA Nestrade Manager, ensured quality governance for green coffee operations and supplier development. I was honored as the Supply Chain Employee of the Year in 2016. Later, as Quality System Support Manager, I was responsible for implementing SAP and quality management systems for the Vietnam market, overseeing four factories and two distribution centers.

At TCCC, I worked as QSE Manager , overseeing Quality, Safety, and Environment (QSE) for Vietnam and Cambodia (Vietnam we have 3 factories, Cambodia we have 1 factory) . In this franchise model, I ensured Bottlers complied with TCCC standards and developed packaging, ingredients suppliers. I reported directly to the VN Technical Director and had a dotted line to the ASEAN QSE Director.

At Mercafe Vietnam, part of the Mercon Coffee Group, I served as a Quality Control Manager, ensuring high-quality standards and continuous improvement in operations. Within a year, I led the team to win third place in the Global Competition of the Mercon Coffee Group with the "Be Green, Be Productive" project.

At New Retail CPG, I led co-manufacturing strategies for Tearoma Tea and The Coffee House, ensuring seamless collaboration and consistent product quality. I oversaw Quality Assurance across production, supply chain, and marketing, maintaining strict food safety and quality standards. Additionally, I managed product registration for product innovations and imported FMCG products like Kabrita, Appeton, and Vitasoy. Furthermore, I led quality control and packaging for imported fruits such as apples, cherries, and grapes. One of my key achievements was leading the launch of ‘Cà Phê Đen Đá The Coffee House’ within just four months. I also built a strong team and streamlined processes to establish fruit packaging under the CPG brand, making it a primary supplier for KFM

I learned from the internet that Pandora is a Danish jewelry maker. In May 2024, Pandora started building a $150 million factory in Binh Duong province. This will be Pandora’s fourth manufacturing site and the first one outside Thailand. The factory will follow LEED Gold standards, which is a top green building certification. This will help Pandora reduce its carbon emissions by half. The facility will have advanced manufacturing technology and use digital solutions for better efficiency.

Quality Lead at Pandora Vietnam is responsible for: 1. Establishing and maintaining quality systems in a new jewelry manufacturing facility. 2. Ensuring compliance with industry standards and regulatory requirements. 3. Managing supplier and production quality to meet internal and external quality targets. 4. Leading continuous improvement initiatives 5. Overseeing product, quality inspections,process audits, corrective actions. 6. Training and developing the quality team to enhance technical skills. 7. Driving a culture of quality excellence and accountability across the organization. 8. Reporting quality metrics and performance trends to leadership.

Even though your background is in the food & beverage industry, but i believe my experience aligns well with this role at Pandora in several ways:

- While the food & beverage and jewelry industries are different, the core principles of quality management, supplier control, compliance, and process optimization remain the same. My extensive leadership in quality assurance, and continuous improvement makes me a strong candidate for this role at Pandora. - Additionally, my eager learning spirit and adaptability give me confidence that I can excel in this position. With 20 years of experience across various categories in the food & beverage industry—including ice cream, yogurt, fermented Milk Drink, coffee, Milo powder, green coffee, soft drink, sparling, and imported fruit—I have worked with different processes, technologies and cultures. - This diverse background has strengthened my ability to learn quickly and adapt to new industries, making me well-equipped to contribute effectively to Pandora’s manufacturing operations.

Besides all the points mentioned in JD, what more do you expect for this position?

How will the Vietnam facility collaborate with other Pandora manufacturing sites?

How would you describe Pandora’s work culture, especially in the new Vietnam facility?"

Developing and implementing quality systems in a newly established production facility requires a structured approach that ensures compliance, efficiency, and continuous improvement. My process involves:

When I joined Mercafe, I had little experience with green coffee, especially Arabica, while my team had over 10 years of expertise. They were true experts—just by touching the green coffee, they could estimate its moisture content and origin. Gaining their trust was difficult, especially with Mr. Hong, a senior member with 15+ years at Mercafe, who had also applied for my position. I sensed their reluctance to report to someone with less experience. After a month of learning, I held a meeting to address the situation. I acknowledged my limited experience but emphasized my commitment to learning. At the same time, I reminded them that I was chosen for a reason—I had my own strengths. While I lacked their experience, I excelled in data analysis and logical thinking. I shared insights on coffee quality using Power BI, demonstrating how data-driven decisions could complement their expertise and optimize our business. This conversation changed everything. Our collaboration improved, blending experience with analytics. Our work became more systematic and efficient. Together, we launched the 'Be Green, Be Productive' project and secured third place in Mercon Coffee Group’s Global Competition. Though I have since left Mercafe, I still maintain a strong relationship with my former team, a testament to the leadership growth and trust I built

Managing a Team

Cooperating Within a Team

Managing a team is generally more complex and high-pressure, as you’re responsible for both people and results. However, cooperating within a team can be difficult when there’s a lack of alignment or clear leadership.

1. Eager learning spirit and adaptability My eager learning spirit and adaptability are my strengths. With 20 years of experience across various categories in the food & beverage industry—including ice cream, yogurt, fermented Milk Drink, coffee, Milo powder, green coffee, soft drink, sparling, and imported fruit—I have worked with different processes, technologies and cultures. - This diverse background has strengthened my ability to learn quickly, adapt, making me well-equipped to contribute effectively to any new working environment.

2. Problem-Solving & Continuous Improvement My strong data analysis skills and logical thinking help me significantly in problem-solving and optimizing processes. I have a strong track record in continuous improvement, cost reduction, and operational efficiency. Notably, my leadership in the 'Be Green, Be Productive' project secured third place in the Global Competition of Mercon Coffee Group, while my 'Improvement Coding in Sanko 26' project was recognized as Nestlé’s best project in 2016, demonstrating my ability to solve problems, enhance efficiency, and drive continuous improvement.

3. Leadership & Cross-Functional Collaboration Leading and collaborating with diverse teams to drive operational excellence is also one of my strength. I have successfully led teams, trained staff, and worked closely with suppliers, co-manufacturers, bottlers, and production teams to enhance quality operations. My ability to lead or coordinate cross-functional teams across Vietnam and Cambodia demonstrates my adaptability and effectiveness in global environments—essential qualities for Pandora’s evolving manufacturing landscape.

When I first became a QSE Manager at TCCC, my boss and colleagues pointed out that I was sometimes too nice in my interactions. They were concerned that it would be easy for me to be bullied or challenged by others, such as bottlers or different departments, particularly in my governance role. But believe me, this is just my way of working. I never compromise on quality, safety, or doing what I believe is right. I collaborate with others and share my ideas openly. I am not afraid to engage in arguments when necessary, but I handle them without turning discussions into tough negotiations. I remain composed, do not become defensive or irritated when times are tough. I say what needs to be said respectfully and persuade others using facts and evidence. My goal is always to find common ground and solutions that benefit the group. I am always willing to support others, knowing that besides contributing to the business, this is the best way for me to expand my knowledge and experience. I strive to create a climate of trust where people feel motivated to do their best. I keep my commitments and promises, communicate openly and honestly, and show respect for others. To energize and engage my team, I believe it is crucial to provide regular feedback on their performance. When people understand how they are doing, they feel more engaged and motivated to grow.

At TCCC, I worked with the Purchasing team and Bottlers, who wanted to add a new supplier. However, the supplier failed the audit despite being approved by major companies like Heineken and Pepsi. Facing challenges and questions, I organized a meeting with all stakeholders—Purchasing, QA, and the supplier. I clearly presented audit results, highlighted non-conformities, and explained the necessary improvements. As a result: ✔️ The team aligned with my decision based on facts. ✔️ The supplier’s top management took accountability, investigated root causes, and implemented corrective actions. ✔️ Within a month, the supplier showed significant improvement. Through clear and transparent communication: ✅ Suppliers understood they must meet TCCC’s requirements to qualify. ✅ The Purchasing team recognized their role in driving supplier improvements

I appreciate a boss who provides clear direction, open communication, and strong support. A great leader sets expectations, guides the team, and encourages growth. I work best under a leader who values collaboration, transparency, and constructive feedback.

On the other hand, I find it challenging to work with a boss who lacks clear communication or micromanages. I prefer a leader who trusts their team and empowers them to take ownership of their work.

However, I have learned to adapt to different leadership styles and focus on maintaining professionalism and a positive working relationship.

I successfully led the team in launching "Cà Phê Đen Đá" within 4 months. When I first joined New Retail CPG, all I had was a basic recipe in an Excel file, listing ingredients and their respective percentages. From that starting point, I took ownership of the project and drove it to completion. In just four months, I led the end-to-end development and launch of this product by:

Impact & Achievement

This project was a personal and professional milestone—proving that with the right strategy, collaboration, and execution, we can transform an idea into a successful retail product in record time

One of the biggest challenges in Quality Assurance (QA) is balancing quality standards with business needs. Each department has different priorities—purchasing focuses on supplier approvals, production emphasizes efficiency, marketing prioritizes launch timelines, and sales ensures a steady supply. Sometimes, this makes QA feel isolated. However, the key to success is collaboration—working with teams to find solutions that maintain quality without disrupting business operations. Another challenge is decision-making when quality issues arise. It’s easy to say "no" to every problem, but QA also needs to assess risks and consider the business impact: Food Safety – No compromise, as it affects consumer health. Regulatory Compliance – No exceptions, as it involves legal requirements. Quality Issues – Need risk assessment to decide if it impacts the brand’s reputation. For example, we once had an issue with wrinkles on product packaging due to a sealing machine defect. Fixing the machines immediately wasn’t possible, but production needed to continue. After a risk assessment, we decided: If wrinkles appeared randomly, we increased inspection frequency to remove defective products. If wrinkles were consistent but minor, we accepted the risk and sold them in markets with more forgiving consumers (e.g., the Mekong Delta vs. the North, where complaints are more frequent). Each situation in QA requires a case-by-case approach, balancing business continuity and product quality through calculated risk management.

When I first joined New Retail CPG, the company specialized in tea, coffee, and imported FMCG, which perfectly aligned with my expertise and passion. However, due to rising coffee prices and market shifts, the company shifted its focus to imported fruits and eventually to frozen products. While I successfully adapted to these changes, I realized that my true interest lies in managing quality management systems, processes, continuous improvement, and operational optimization. However, in the fruits and frozen industry, success relies more on managing customer relationships and navigating industry-specific complexities. Additionally, with the company's overall business performance not meeting expectations, I decided to explore new opportunities where I can better leverage my strengths and make a more meaningful impact. (*)The quality of imported fruits and frozen products is primarily assessed visually, relying entirely on human inspection, and can change rapidly

My current gross salary at New Retail CPG is 95 million VND. However, I am flexible and open to negotiation based on the role's suitability to my experience and passion, ensuring alignment with the company's salary structure.

I would like to express my sincere gratitude for giving me the opportunity to interview with you. Your time and consideration means a lot to me.