Spreadsheet-heavy operations
The same data is entered more than once, versions disagree, and status updates depend on asking people one by one.
HEAD OF IT × SYSTEMS CONSULTING
Technology decisions.
Business priorities.
I am Jerry Yeh. From team delivery to workflow improvement, I help organizations clarify costs and risks and prioritize what to improve.
Where projects usually start
As workload grows, weak processes become harder to hide.
We do not need to start with technology. If these problems keep coming back, the workflow, data, or system ownership needs to be sorted out.
Fragmented systems
Customer, order, warehouse, finance, and reporting data live in separate places, so every change creates more manual work.
Frequent issues, weak traceability
Incidents depend on whoever is available. Without records, alerts, and a repeatable recovery process, the same failure returns.
What I do
I build the workflow into a system and keep that system workable after launch.
01 / TECHNOLOGY LEADERSHIP
Head of IT
Enterprise technology leadership
Keep teams and core systems aligned with business goals.
Clarify investment and delivery priorities, establish ownership, and reduce recurring firefighting.
- Delivery governance
- Team collaboration
- System reliability
02 / WORKFLOW AUDIT
Systems consulting
Operational workflow and system improvement
Identify process costs before choosing improvements.
Map repetitive work, disconnected data and manual risks; compare phased options without assuming a new system is required.
- Current baseline
- Improvement priorities
- Phased options
CRM / ERP / WMS
- Customer, order, warehouse, and internal operation systems
- Legacy modernization and data-flow redesign
API & Integration
- E-commerce, payment, reporting, and third-party integrations
- Cross-system synchronization and consistency control
DevOps & Reliability
- CI/CD, GitLab, Jenkins
- Grafana, Jaeger, Log4net
- Error tracking, alerting, and incident governance
Quantify before building
Workflow Labor Cost Calculator
Estimate the monthly cost of a repetitive workflow and the amount potentially recoverable through practical automation. This is a baseline, not a reason to force AI or SaaS into the process.
Current monthly workflow costNT$44,000
Potential monthly recoveryNT$26,400
Potential annual recoveryNT$316,800
Formula: people × hours × loaded hourly cost + error/delay cost. A formal Audit also includes waiting time, rework, penalties, refunds, opportunity cost, and steps that must retain human judgment.
Discuss a Workflow AuditThree practical workflow examples
One operating approach applied to problems at three different stages.
A is an active financial-platform risk scenario; B is a logistics improvement with measured results; C is an audit-ready small-business workflow. Only B is presented as a verified outcome.
A
Financial platform: fake registrations and traffic abuse
Active research scenario
Fake registrations and abusive traffic can overwhelm onboarding, block legitimate customers, create conversion loss for Sales, trigger incident work for IT, and expose management to brand and operating risk.
Audit focus: Separate the pain owner, technical owner, and economic buyer; quantify conversion and brand impact before choosing a protection investment.
B
Warehouse logistics: weight validation and shipping errors
Verified outcome
Before the change, the operation averaged about 10 shipping errors per month at roughly US$100 direct loss each. Investment included two scales at about NT$24,000 and a product/weight validation system at about NT$180,000.
Result: Errors fell from 10 to 2 per month—approximately 80%. Basic direct error cost fell from about US$1,000 to US$200 per month, excluding reshipping, support, labor, and carrier penalties.
C
Small business: payroll and attendance workflow
Audit-ready scenario
Attendance, leave, overtime, and payroll calculations often span forms, spreadsheets, and manual reconciliation, creating repeated entry, follow-up, month-end closing, and correction work for owners, HR, and Accounting.
Audit focus: Map attendance-to-payroll calculation, spreadsheet reconciliation, approvals, and notifications; solve with existing tools and lightweight scripting before assuming a SaaS build.
Operating results
The technology matters, but the operating result matters more.
These figures come from the ticket, registration, deposit, and withdrawal reports included in the 2026-05-21 résumé materials. Metrics without supporting records are excluded.
99.7%
Issue Count Reduction
2024: 288 → 2026: 1
86.5%
Critical Incident Reduction
2024: 52 → 2026: 7
3,873
Peak Monthly Registrations
2024-01
US$60.5M
Deposit Operations Supported
96,415 deposit transactions
US$15.36M
Cumulative Net Deposit
Deposit minus withdrawal
~12h
Annual Production Downtime
Reliability-focused operation
6
Engineers Managed
3 Full-stack · 2 Frontend · 1 SEO
13+
Years in Enterprise Systems
2011–2026
Reading the numbers
Fewer recurring issues gave the team room to support growth.
Issue Ratio Improvement
CI/CD, monitoring, and standardized governance improved issue ratio from 73% in 2024 to 3% in 2026.
Issue Ratio %
Scale: 0 – 802022: 802026: 3
Period data
| Period | Issue Ratio % |
|---|---|
| 2022 | 80 |
| 2023 | 58 |
| 2024 | 73 |
| 2025 | 17 |
| 2026 | 3 |
Critical Count
Scale: 0 – 522022: 72026: 7
Period data
| Period | Critical Count |
|---|---|
| 2022 | 7 |
| 2023 | 33 |
| 2024 | 52 |
| 2025 | 13 |
| 2026 | 7 |
Effective Registration Growth
Effective registrations grew from 62 in 2021-10 to a peak of 3,873 in 2024-01 while platform operations remained stable.
Effective Registrations
Scale: 0 – 3,8732021-10: 622026-04: 704
Period data
| Period | Effective Registrations |
|---|---|
| 2021-10 | 62 |
| 2022-01 | 95 |
| 2022-04 | 165 |
| 2022-07 | 267 |
| 2022-10 | 147 |
| 2023-01 | 276 |
| 2023-04 | 232 |
| 2023-07 | 2,420 |
| 2023-10 | 1,656 |
| 2024-01 | 3,873 |
| 2024-04 | 2,218 |
| 2024-07 | 1,710 |
| 2024-10 | 1,086 |
| 2025-01 | 725 |
| 2025-04 | 785 |
| 2025-07 | 1,002 |
| 2025-10 | 694 |
| 2026-01 | 844 |
| 2026-04 | 704 |
Deposit & Net Deposit Support
Supported over US$60.5M in total deposits and US$15.36M in cumulative net deposits.
Deposit Amount (USD)
Scale: 0 – 20,328,864.422021: 415,287.282026: 5,107,661.37
Period data
| Period | Deposit Amount (USD) |
|---|---|
| 2021 | 415,287.28 |
| 2022 | 6,068,479.0 |
| 2023 | 12,416,975.72 |
| 2024 | 20,328,864.42 |
| 2025 | 16,207,275.54 |
| 2026 | 5,107,661.37 |
Net Deposit (USD)
Scale: 0 – 5,972,739.142021: 236,370.232026: 449,662.68
Period data
| Period | Net Deposit (USD) |
|---|---|
| 2021 | 236,370.23 |
| 2022 | 3,126,505.97 |
| 2023 | 1,567,116.66 |
| 2024 | 5,972,739.14 |
| 2025 | 4,003,412.46 |
| 2026 | 449,662.68 |
What these numbers mean
- Fewer repeat incidents and fewer emergency fixes.
- Engineering time moved back to planned delivery and follow-up improvements.
- Supported revenue-critical onboarding, deposit, withdrawal, campaign, and partner workflows.
Systems I have worked on
The problem, what I changed, and what remained after delivery.
CRM / Trading Platform Operations
Problem
The platform needed to support high-volume registration, deposit, withdrawal, campaign, and partner workflows.
Approach
Implemented GitLab CI/CD, Log4net, Grafana, Jaeger, Trudesk, and standardized incident processes.
Result
Supported 3,873 peak monthly registrations, US$60.5M deposit operations, and approximately 12 hours annual production downtime.
ERP / WMS / Logistics Systems
Problem
Warehouse, logistics, orders, e-commerce channels, and field operations needed integration.
Approach
Built PBSC ERP, Heptarun, Driver Tasker, and WMS with integrations such as Walmart, BigCommerce, Gmail API, RabbitMQ, and Kafka.
Result
Enabled inventory control, inbound/outbound workflows, driver tasks, real-time tracking, digital signatures, and multi-channel order synchronization.
Expertise
I can work in the codebase and lead the team through delivery.
Leadership & Governance
Agile Delivery, SDLC, Incident Management, Change Management, Release Governance, Stakeholder Communication, Root Cause Analysis
Backend & Enterprise Systems
C#, ASP.NET MVC, ASP.NET Core 8, WinForms, REST APIs, CRM Systems, Trading Platform Operations
Frontend
React, ReactJS, JavaScript, HTML5, CSS3, Ant Design
Database
MySQL, MSSQL, MongoDB, operational reporting, data analysis
DevOps & Observability
GitLab CI/CD, Jenkins, Grafana, Jaeger, Log4net, deployment automation, monitoring workflows
Infrastructure & Automation
RabbitMQ, Kafka, Selenium, Katalon, Mikrotik RouterOS, Active Directory, Power BI
Technology stack
Tools follow the problem. I do not replace them just to chase novelty.
Project archive
Systems I have built, maintained, or taken over and brought back under control.
ERP
PBSC ERP System
Procurement, inventory, orders, and multi-channel e-commerce integration.
Logistics
Heptarun
Real-time container tracking, driver dispatch, and automated billing.
WMS
Warehouse Management System
React-based WMS for inventory, capacity, and workflow management.
Mobile
Driver Tasker
iOS / Android driver task and proof-of-delivery apps.
Automation
Auto Testing Project
Katalon / Selenium automation for web and mobile validation.
Network
Mikrotik RouterOS
Enterprise routing, firewall, VPN, and network management.
Contact
Discuss leadership or systems improvement
Submit a secure inquiry using the form below.