FROM THE CHAIRMAN | OCTOBER 2026
Three years ago, the Shanghai Commercial & Savings Bank Cultural and Educational Foundation invited me to speak at its forum as a founder and operator — about how I have built and governed teams, and what starting companies has taught me. I went in simply to share what I had learned, as candidly as I could. The organizers, it turned out, recorded the entire session and catalogued it with real care. Three years on, they have edited and proofread the transcript, sent it back for my review, and plan to publish it, alongside the life stories of the other business leaders in the series, in the third volume of the book collection drawn from their “Meet the Entrepreneurs” lecture program.
A great deal has changed in those three years, both in my own outlook and in the makeup of the GlobalTek group. Both have had time to settle, to accumulate and to move up a level. With the AI wave now reaching every corner of business, I have made a deliberate point of setting aside old habits of thought and work, and of picking up new tools and new methods.
Over this period I have used AI assistants — ByteDance’s Doubao and Microsoft 365 Copilot among them — to go back through years of forum talks, presentations and management writing, and to reorganize and edit that material around a single theme: my life, and how I think about running a business. It has been my own digital-learning overhaul, a way to keep my thinking and my management perspective current in an industry that does not stand still.
In practice, the productivity gain is real. Sorting material, polishing text and finding the through-line used to take days. Now I can feed in scattered drafts, slide decks and notes, and the AI quickly helps build the logic, pull out the key points, tighten the prose and fill gaps in the narrative. It is not magic. I still read every word, fix the details and adjust the tone so that the result reflects what actually happened and how I actually think. But through continuous back-and-forth, the AI noticeably picked up my rhythm and became more precise at compiling, editing and condensing. That cut sharply into the time spent on grunt work and left me free to focus on what the experiences mean.
For the past two weeks I spent every evening after work and every weekend in that loop — iterating with the AI, organizing the narrative, structuring chapters, filling in content. The result is my first book: an account of decades of personal growth, my working life, the turning points and persistence behind three start-ups, and the core lessons of many years running companies. If publication goes ahead, it will be titled Ordinary Beginnings, Extraordinary Ends — the idea being that an ordinary individual can grow into something larger than himself. The manuscript runs to roughly 35,000 Chinese characters.
Looking back, I was a little surprised myself at the discipline and stamina I managed to sustain to lay out and finish the whole book. Something Steve Jobs once said came to mind, in essence: when you truly want to accomplish something meaningful, you find a way around every obstacle, and once you start, you carry it through to the end without regret. That is the core of my character, and the fundamental reason I have kept pushing forward, iterating and keeping pace in this industry. Being so absorbed — talking with AI every day — did draw some concern at home. My wife often joked that I had been taken hostage by AI.
From an Ordinary Self to an Extraordinary Us
Prologue |Great achievements often have ordinary beginnings
Part One — Becoming Myself
Chapter 1 ROOTS | An ordinary family, an extraordinary upbringing
From my family and parents, my school years, military service and my own household — the roots that anchor a life.
Chapter 2 LEARNING | Learning changes destiny
From my start at a foreign-owned company to learning across disciplines and pulling resources together — a life with no standard answer.
Part Two — Tempering Myself
Chapter 3 FOUNDING | Three start-ups, redefining myself each time
From Primax to Global PMX to GlobalTek — transformed through choices, crises and the responsibility that came with them.
Chapter 4 PROGRESS | Why I keep learning
Staying a student, and moving from individual to organizational learning, so that success never becomes a drag on progress.
Part Three — Building the Organization
Chapter 5 SPIRIT | Culture: getting people to believe in the same thing
Uniting around seeking truth, embracing change and pursuing the new — turning a founder’s convictions into the soul of an organization.
Chapter 6 CHOICE | Choosing, and owning the consequences
Seeing the future through uncertainty, and building long-term competitiveness on one rule: specialize, refine, strengthen — but never seek to dominate.
Chapter 7 CAPABILITY | From individual to organizational capability
From cross-functional teams and the “big reservoir” to intrapreneurship — turning one person’s ability into the ability of many.
Part Four — Going Beyond Myself
Chapter 8 ENDURANCE | Deep reserves that overflow: from NT$10 billion to a hundred years
Using CSOP to build a foundation that cannot be copied, and moving from growth to lasting sustainability.
Chapter 9 LEGACY | Success is not the finish line
From owning to leaving something behind; from “me” to “we” to “everyone” — turning success into achievement and legacy.
Epilogue |Taking a group of ordinary people somewhere extraordinary
From being lifted by others, to lifting myself;
from building myself, to building the organization;
from building the organization, to building up others;
from pursuing what we own, to asking what we leave behind.
The book runs across four parts and nine chapters — Roots, Learning, Founding, Progress, Spirit, Choice, Capability, Endurance, Legacy. Those nine words tell the whole story: personal growth and tempering, reinvention through start-ups, organizational change, positioning ahead of the industry, and the distilling of what matters in life. Together they trace my path from an ordinary beginning, through repeated tests and the hurdles of starting companies, to building an enterprise system and a 2030 sustainability strategy — and finally back to the questions that matter most.
The book carries more than thirty years of my experience as an entrepreneur. It also distills GlobalTek’s core management thinking of recent years, its major initiatives and its long-term vision. It is both a personal history and a working record of how GlobalTek put down roots and set out for NT$10 billion. In due course, I will walk our team, our partners and our friends through its arc and its lessons.
Roots are what nourish a life.
Learning is the power to change your fate.
Founding is turning an ideal into reality.
Progress is refusing to let success become a burden.
Spirit is turning personal conviction into organizational culture.
Choice is seeing the future through uncertainty.
Capability is turning one person’s ability into the ability of many.
Endurance is growing from a company into a hundred-year enterprise.
Legacy is moving from achieving for yourself to helping others achieve.
I have always believed that every life is a one-of-a-kind book. We are each the protagonist of our own story and its author for as long as we live. Whether the chapters read plain or turbulent, gentle or brilliant depends on every choice, every act of persistence and what we build day after day. Running a company is no different. Only by recording the journey, distilling experience and anchoring on the long term can a business move steadily through change and keep breaking through. All I ask is to look back on half a lifetime and know that I walked it honestly, with a clear conscience, true to my time and to my original intent — and that I left something worth remembering and passing on, for myself, for our team and for society.
Twenty Years of Compounding, and What Comes Next
Going back through the material brought many long-buried memories into sharp focus. With age, I understand more clearly that every hard test and every hard-won breakthrough eventually becomes our most valuable nourishment and our collective wisdom. GlobalTek’s two-plus decades have been the same: tempered, transformed and rebuilt, one iteration at a time.
In the first half of 2026 the group posted record results. Monthly revenue topped NT$529 million, and first-half revenue reached NT$2.82 billion, up 13% from a year earlier. We expect full-year revenue to exceed NT$6 billion. That jump was not a lucky ride on a market wave. It is the natural overflow of our long-standing commitment to what we call the CSOP “big reservoir” philosophy of long-term value.
We have deliberately rejected the short-sighted “shallow cup” mindset. We do not chase short-term fads, and we do not depend on a single product or a single market. Taking the long view, we have deepened our technology base, diversified the business and built operating resilience. Following a simple logic — store up water, store up energy, build deep reserves and let them overflow — we have established three core businesses in automotive, industrial applications and aerospace, while positioning early in three emerging arenas: AI liquid cooling, embodied robotics and high-end international manufacturing. That gives the group the resilience to ride out industry cycles and the momentum to keep growing for the long term.
At meetings and annual gatherings, I have returned again and again to the four dimensions of CSOP: Culture, Strategy, Organization and People. Our culture rests on growing, prospering and sharing together. Our strategy is differentiation through one-stop, full-service solutions. Our organization is a learning organization built on empowerment, delegation and proactive accountability. And we are building a platform where people lift one another up — so that everyone at GlobalTek can create value and find fulfillment in their role, and every stakeholder shares in what we build. That is the basis of a company that endures.
I have also set out three operating principles for the group:
1. Meet uncertainty with agile execution — respond in real time and execute at full speed in a fast-changing global landscape.
2. Build collective strength through shared success and continuous improvement, so that personal growth and corporate development move in step — learning from the best and advancing together.
3. Open up new business by tolerating mistakes — step out of the comfort zone, back reasonable experimentation and get ahead in unfamiliar territory.
We are also candid about the trade-off between short-term profit and building the structure for long-term growth. Where we have gaps — in strategy execution, in bench strength, in the depth of our core technology and in cost efficiency — we continue to close them through group-wide systems, standardized operations, digitalization and AI, and more precise execution, strengthening the foundation for high-quality growth.
On October 20, GlobalTek will formally open its large new campus in Chonburi, Thailand. It is a key milestone in our globalization, and the starting point for our push toward NT$10 billion in revenue by 2030 — and for our next golden decade. Covering 177,600 square meters, the Thai site is the group’s largest smart-manufacturing base to date and a strategic supply-chain hub linking ASEAN to the world. It spreads our geopolitical risk and optimizes global capacity, while taking us deeper into Southeast Asia’s emerging markets and positioning us for high-end international orders. For aerospace, AI liquid cooling and high-precision manufacturing, it opens durable room to grow.
From this new starting point, GlobalTek has laid out a three-stage strategic blueprint for 2026 through 2030: building the base, a group-wide sprint, and reaching NT$10 billion — stepping revenue up to NT$6 billion, NT$7.5 billion and NT$10 billion. We will keep driving growth with a dual-engine strategy. Mature businesses secure our cash flow and operating base; emerging arenas open a second growth curve and lift our value. Deep technology will build barriers that are hard to replicate, global expansion will widen our footprint, and a high-performance organization will be our core engine. Our commitment is to high-quality, sustainable growth in which scale, profitability and efficiency rise together.
Looking back, I am deeply grateful. But gratitude is never an excuse to rest; it is what keeps me moving. Remembering where we have come from, and valuing the people and the help along the way, I keep asking myself: How do I lead our team to create more value? How does GlobalTek keep its roots deep, grow steadily, grow stronger and endure? A steadier platform, a stronger team, a longer horizon — that is my lifelong mission. From an ordinary start-up to the pursuit of excellence, from a single plant to a global group, I have always believed this: record the journey, own the present, plan for the future and stay the course. Every honest, ordinary step we take adds up. Together they will build an extraordinary future — for GlobalTek as a platform, and above all for every one of our people.