I led six remote automation engineers for ASML. At Trend Micro, during QA and support engineering, I was SEG (Service Engineering Group) Leader. Each cell restates a practice from the published case and links to that section.
People
ASML
I used one-on-ones for blockers, support, and direct performance feedback. I conducted each engineer's annual formal performance review and submitted the reviews to my direct manager; the later approval chain is unknown. At handover, all six engineers moved to other ASML teams or projects. Engineering leadership and HR made the final placement decisions.
ASML case · Delivery and team leadershipASML case · Handoff during the budget change
Trend Micro
During the DLP period, I took part in interviewing candidates (self-reported; no employer record available).
Process
ASML
Daily syncs surfaced environment blockers, dependencies, and work that needed help from another ASML function owner. I assigned tasks and test cases, and reviewed the engineers' automation code.
Trend Micro
As SEG Leader, I checked each case for a clear problem description, reproduction steps, and required diagnostic information. Complete cases were assigned by priority, complexity, and team workload.
Quality
ASML
I reviewed test cases before assignment. I grouped repeated behavior into reusable modules, then divided implementation work among the six engineers.
Trend Micro
In the first month after the DLP guide rolled out, the share of cases returned by SEG to L2 for missing information fell by 20 percentage points (−20pp, manager-reported).
Stakeholders
ASML
I represented STA in management and weekly status meetings, reported team progress and the engineers' training needs to ASML management.
Trend Micro
I returned incomplete cases to L2 with specific collection requests.
Each cell restates the linked case section. This page does not add measurements.
我在 ASML 帶領 6 位遠端自動化測試工程師。在 Trend Micro 的 QA 與技術支援工程期間，我擔任 SEG（Service Engineering Group）Leader。每一格都重述已公開案例的做法，並連到該段落。
人員
ASML
一對一會談用來了解困難、提供協助與績效回饋。我為每位工程師撰寫年度正式考核，再交給直屬主管；後續如何核定，我無法確認。交接時，6 位工程師都轉到其他 ASML 團隊或專案；最終人事安排由工程主管與人資決定。
Trend Micro
DLP 時期，我參與過面試新人（本人自述，無公司紀錄可查）。
流程
ASML
每日會議確認環境問題、工作之間的先後關係，以及需要哪些 ASML 功能負責人協助。我分派工作與測試案例，並審查工程師的自動化程式碼（code review）。
Trend Micro
擔任 SEG Leader 時，我先看案件描述、重現步驟與診斷資料。資料完整的案件，再依處理優先順序、問題難度與工程師的工作量分派。
品質
ASML
我先審查測試案例，把重複操作整理成共用模組，再分派給 6 位工程師實作。
Trend Micro
DLP 指南上線第一個月，因資料不足被 SEG 退回 L2 補件的案件比例，下降 20 個百分點（−20pp，主管提供數據）。
利害關係人
ASML
我代表 STA 參加管理與每週進度會議，向 ASML 管理層回報團隊進度，並討論成員需要的訓練。
Trend Micro
資料不足就退回 L2，清楚列出需要補什麼。
每一格只重述連結指向的案例段落，沒有另加量測數字。