One of three project managers on the Tzu Chi DaAi TV IP production project: Taiwan's first studio and production-control (副控) system built on the SMPTE ST 2110 standard. ST 2110 moves video and audio as streams over an IP network, which means the studio hardware, the network, and the control software have to ship as one system. Most of the equipment was Panasonic, filled out with other vendors' gear. The team studied ST 2110 deployments in other countries and tested equipment before committing to it.

This was the flagship engagement of the Panasonic role. In parallel, managed 2-4 concurrent broadcast projects (TWD 200K-100M) for media and government clients (camera systems, switchers, studio integrations), with project-level P&L.

Nobody had built an ST 2110 system in Taiwan, so there was no local reference to check against. The hardware, network, and software layers depend on each other, so specs have to line up across all three. The usual constraints applied on top: cost, schedule, multiple vendors.

• Equipment selection and testingMostly Panasonic, integrated with other vendors' equipment; overseas ST 2110 builds used as references; gear tested before adoption
• Risk responseRisk planning focused on the unproven parts of a first-in-market build
• Vendor managementHardware, network, and software vendors and subcontractors coordinated in one place
• Cross-border specsProduct specifications, feature alignment, and technical clarifications with Panasonic Japan HQ
• P&LProject-level profitability, balancing technical requirements, solution design, and margin
• IssuesCost pressure, delivery delays, and spec discrepancies handled through the delivery cycle

• Delivery of Taiwan's first ST 2110 production system, as one of three project managers
• Equipment selection and testing, with overseas builds as references
• Risk planning and response for a first-in-market architecture
• Vendor and subcontractor coordination
• Spec alignment and technical clarification with Panasonic Japan HQ
• Project-level profitability