On the day Zhou Yan was laid off, his former boss still tried to make him take the blame for a project. He didn't argue. He simply laid out the handover checklist, acceptance records, and contract clauses one by one.
Seven years of delivery experience had taught Zhou Yan how projects made money and where they could lose it. After leaving the company, he stayed away from his former employer's code, client lists, and trade secrets, and he had no System to give him a cheat. When clients legally put projects out for bid again, he won the work on his own merits. When problems cropped up, he first checked the scope, then calculated the costs, and finally delivered results.
His former company thought that laying off a project manager would save them his salary. Zhao Hongwei only realized later that the projects he kept turning into "cancellations" were becoming Zhou Yan's new orders, one by one.
Contract boundaries, proof of delivery, cost accounting, and a stubborn refusal to take the blame: See how a laid-off employee turns canceled orders into his own business.
