Candidate Name Edward Tang

Role

• Qualified Chartered Accountant

Canadian Institute of Chartered Accountants, Canada
Education
• Bachelor of Business Administration
York University, Schulich School of Business, Toronto, Canada
Languages English – Native / Spoken Cantonese – Fluent
Location

Present Desired
Basic Salary
Package/Benefits
Total Remuneration
Notice Period
Bio

Business Strategist and Corporate Development Executive with 15+ years of professional experience having worked
across Canada, U.S. and Asia Pacific. In-depth industry sector expertise in digital infrastructure, encompassing areas of
data centers, cloud computing, fiber connectivity, real estate and sustainability.

Experienced strategist, identifying, designing and executing on high impact, multi-disciplinary projects including
establishing a customer deal review process in excess of $12M MRR, increasing power density on new data centers
between 15% - 20%, management of annual CAPEX budget of $500M, and increasing IRR by 300bps on
underperforming assets. Proven track record of executing organic and inorganic expansion, having worked on 100+
transactions with $5.0B approved in acquisition and growth CAPEX.

Led teams numbering between 10 – 50 people, composed of cross functional departments and external advisors. A
skilled alignment and consensus builder, working across all business units to execute on initiatives ranging from pricing,
technical product design, market expansions, connectivity and regulatory matters.

Experienced project advocate and concise storyboarder. Regularly presents, defends and obtains funding for projects
with regional management, C-suite, investment committees and the board of directors.

Over the last seven years held role as Director of Corporate Development at Equinix (NASDAQ: EQIX), driving the Asia
Pacific division to $1.2B of revenue through inorganic and organic expansion.

Experience

2015 – Present
Equinix
Corporate Development (Manager through Director)
Equinix, with $6.6B of revenues and 240+ data centers, is the world's largest colocation provider. Corporate
Development and Strategy Director focused on driving expansion and establishing regional strategy in the Asia Pacific
division. Received $4.0B of funding for CAPEX and leases for over 45 organic data center expansions. Closed $800M
acquisition in Australia, Asia Pacific’s largest deal to date. Additionally, have sourced, negotiated, diligenced,
structured and evaluated over 35 further acquisition targets and partnership opportunities. Oversaw annual strategy
process, determining an expansive short term and long term strategy with accompanying key performance indicators
to measure progression. Manages multi-disciplinary teams of up to 50 people, composed of external advisors and
internal departments.

Responsibilities:

• Launched Equinix’s first data center (5MW, $50M) in Seoul, South Korea to unlock new TAM within the $780M
South Korean market. Developed the market entry strategy, negotiated the partnership contract (valuation,
condition precedents, service level agreements, etc.) and obtained investment committee approval. Led team
to establish business operations covering applying for telco licenses, managing hiring of Korean team,
construction, systems integration, sales and marketing initiatives.
• Spearheaded US$800M acquisition of Metronode, an Australian data center operator, to expand Equinix’s
portfolio by 15 data centers and become Australia’s national market leader with presence in Sydney,
Melbourne, Perth, Canberra, Adelaide and Brisbane. Developed the investment thesis, led valuation and
obtained Board approval for the transformative transaction.
• Negotiated a prospective joint venture (<$500M) in a Southeast Asian country. Led negotiations with the
counterparty, jointly developed achievable business expansion plan with prospective partner, determined
valuation, negotiated key conditions in joint venture (reserved matters, board representation, corporate
governance, etc.) and the condition precedents for sign and close.
 • Led market entry diligence for an acquisition (>$100M) in Greater China to scale existing presence in the
region, including negotiations with counterparty and aligning key stakeholders (including Hong Kong Managing
Director, Sales, Design & Construction, Network Team, Legal, etc.). The recommendations provided to the
investment committee as a result of diligence were agreed to be the best steps forward.
• Led a market entry strategy for a Southeast Asian country to expand sites in new markets, assessing
macroeconomic and competitive environment, regulatory restrictions, quantification of demand, potential
acquisition targets and detailed options on viable routes to market. This strategy was the product of extensive
collaboration and consensus building across business units, including the Asia South MD, Sales, Product, Legal,
etc.) and external partners (consultants, customers, external counsel).

Multi-Disciplinary Strategic Initiatives and Asset Management:

• Led the review and refinement of over 120 customer deals with a combined monthly recurring revenue of
US$12M. Customer win rates increased 12% compared to unreviewed deals. Refinements include changes in
headline price, changes in physical footprint being occupied by customer, price increases, ROFRs and contract
durations.
• Headed the project management office for an environmental sustainability initiative, cumulating in the
identification and shortlisting of over 500,000 metric tonnes of carbon dioxide equivalent (CO2e) offsets from
a diverse number of sources.
• Championed and drove increasing power densities (and in turn, revenue) on future APAC data centers design
between 15% - 20%. Gathered a group of subject matter experts including Capacity, Operations, Design and
Commercial Finance to analyze a triangulation of historical data, pipeline data and cross-regional comparisons.
This working group aligned on the data representing an opportunity (lower power densities), isolated the root
cause (cooling) and determined the remediating action (redesign).
• In any given year, eliminated $100M - $120M of inefficient organic CAPEX spend to keep APAC within the
$500M CAPEX budget. Inefficient CAPEX identified through deferral of unnecessary projects in markets with
ample inventory and downsizing new expansions which have unstable demand.
• Boosted IRR by >300bps on 5 significantly underperforming data centers through the creation and execution
of remediation plans. Identified root cause for underperforming data centers (i.e. >300bps IRR negative
deviance). Created action plans to rectify, including changing deal mix, reduce pricing, increase selling density,
further deferring / eliminating CAPEX, divestiture / wind-up versus continuing operation.
• Led cross functional teams for over 45 greenfield and brownfield data center expansions across APAC,
receiving investment committee approval for CAPEX & leases totaling over $4.0B, generating IRRs ranging
between 20%-30%.
• Oversaw the annual strategy process encompassing Australia, Japan, Hong Kong, Singapore and South Korea.
Determined an expansive short term and long term strategy with accompanying key performance indicators
to measure progression. This strategy process covered a holistic range of topics, including pricing, product,
expansions, connectivity and regulation.
• Implemented the Regional President’s review, a quarterly report by the Asia Pacific President to keep the C-
Suite at Redwood City Headquarters updated regarding key trends across Asia Pacific. Led a cross functional
team to review key insights and business trends and produced an analytical insights platform suitable for Asia
Pacific and global senior management.

2011 – 2014
PwC
M&A Advisory Services (Manager)

PwC’s M&A Advisory Services team is the market leader in China and Hong Kong in supporting the M&A activities of
local Chinese, multinational corporations and private equity. I advised buy-side clients on matters across the deal
spectrum from developing the investment thesis to executing due diligence.

Responsibilities:
 • Advised in transactions spanning across Asia Pacific and North America covering industries such as aviation,
renewable energy, banking, insurance and asset management. Identified millions in valuation price
adjustments and highlighted multiple deal issues ranging from key employee retention, inventory
management and income normalization.
• Experienced project manager, having coordinated the project management office on major acquisitions
spanning multiple regions, managing both internal and external stakeholders.
• Drove business development through the preparation and presentation of thought leadership and proposal
to client executives.

PwC - select project experience:

• Led project management office in the diligence of ING’s Japanese life insurance arm, managing the overseas
Japanese diligence team, with over 25 five members spanning four service lines.
• Managed a team of 40 analysts to develop a retail loan book cash flow valuation model in Japan Mitsubishi’s
UFGs $5.5B acquisition of Thailand-based Bank of Ayudhya, identifying a fair value adjustment exceeding
$30M.
• Conducted the diligence of a Boston based solar panel component manufacturer. Identified cash would run
out within three months under a ‘worst case’ scenario in our working capital forecast.
• Identified a $25M valuation reduction in the purchase price of a Florida-based aviation company as $2M of
costs were not factored within the Target’s 10 year cash flow projection.

2006 – 2010
Ernst & Young
Assurance Services (Associate through Manager)

EY is a global leader in assurance, tax, transaction and advisory services. I was tasked with the audit of client
financial statements as well as the evaluation of management controls over business processes. , Industry
coverage included biotech, heavy industry manufacturing, technology and entertainment Responsibilities
included financial analysis, business risk assessments and review of financial forecasts

Responsibilities:

• Coordinated the central project management team for MDS Inc., a former leading Canadian biotech firm
with revenues exceeding $750M. Managed audit engagement spanning twenty five team members across
four multi-location divisions over Toronto, Ottawa, and Lincoln, Nebraka. Liaised with divisional teams to
establish reporting deadlines, issue escalation and budget management.
• Led a 4 member team to the complete the audit of a division of Alliance Atlantis. The division’s primary
asset was a catalogue of films which were licensed to television networks worldwide. Assurance
procedures focused on completeness of revenues, confirmation of ownership and valuation of intellectual
property assets.
• Managed a 4 member team for the engagement of Mitsubishi Heavy Industries (Canada) in which the
reporting deadline was met while realizing a 10% decrease in man hours. This was realized by the EY team
identifying key documents and procedures that could be begun prior to the formal fieldwork start date.

2017 - Present
ESF Renaissance College Hong Kong
Council Member, Volunteer Experience

Renaissance College (RCHK) was established in 2006 by the English Schools Foundation (ESF) to serve the needs of the
local and expatriate communities in Hong Kong. RCHK operates as a private international school, and is an English
medium international school, and an accredited member of the International Baccalaureate (IB), Council of
International Schools (CIS) and the Western Association of Schools and Colleges (WASC).

The purpose of the School Council is to provide for the best Education for the community by monitoring and evaluating
effectiveness and by challenging Administration and Staff for improvement.

A key focus as Council Member has been working with Administration to ensure effective fiscal prudence in operating
and capital budgets. The School Council and Finance subcommittee have ensured fiscal responsibility, allowed for
adequate contingency funds and negotiated an appropriate tuition rise with ESF for the schools years 2017 onwards.