Core focus

Cross-border trade, team leadership & supply-chain delivery

I bring long-term experience in client development, channel operations, and supply-chain cadence in textiles and trade.

Today, I work on a global platform that remains closely aligned with headquarters while serving the Americas and other priority markets.

  • Americas market development & client relationships
  • Order fulfillment & cross-functional coordination
  • Team building & day-to-day management
  • Textiles, apparel & fashion
  • Health-sector collaboration (group focus)
  • Supply-chain services & resource integration
  • HQ–overseas communication mechanisms
  • Compliance & risk awareness
  • Data-driven operations & review
  • English-language work environment
  • Cross-cultural collaboration
  • Long-term orientation & client trust
Priorities

Delivering measurable outcomes for clients & HQ

My priorities are clear strategic alignment, reliable execution, and transparent communication.

Together, these priorities advance the US office and the group’s core sectors (fashion, health, and supply chain) across the Americas.

Collaboration
Operations
Scale & network

Driving execution inside a global organization

The group maintains an overseas network across major markets. The US office runs regional operations, client coordination, and team management together with business managers.

Our objective is to keep programs on track and delivery predictable.

300+

US team size (approximate)

20+

Group overseas offices (worldwide)

3

Core manager collaboration

How work moves forward
in four steps

I move each project from requirement alignment through post-delivery review.

I rely on transparent communication, clear ownership, and execution plans suited to large-volume, long-cycle supply chains.

Demand & market

Step-1

Clarify client and program goals. Assess Americas channels and compliance boundaries. Align headquarters resources with regional priorities.

Solution & alignment

Step-2

Define executable commercial and delivery paths. Coordinate internal and external teams, including management, on roles, milestones, and risk plans.

Supply chain & execution

Step-3

Track orders, capacity, and logistics. Keep suppliers and clients in sync to protect delivery and quality.

Review & improvement

Step-4

After each program, review data and lessons learned. Capture process improvements to shorten cycle time and improve certainty on the next engagement.

Orient International

The group & strategic positioning

I build on Orient International’s platform across fashion, health, and supply-chain services, supported by technology, industrial assets, and capital capability.

Through a global network spanning the Americas, Europe, Australia, Japan, Hong Kong, and more than 20 overseas offices, I connect sourcing, brand partnerships, and cross-border execution in a disciplined way.

Fashion & textiles

Scale and export strength in textiles and apparel, linking design, production, and international channels for brands and bulk buyers.

Health

A core segment aligned with group strategy—advancing relevant products and services internationally within a compliant framework.

Supply-chain services

Integrating procurement, logistics, capital, and information flows. The focus is executable solutions for upstream and downstream partners, with emphasis on delivery and risk control.

The US office runs regional operations, business development, and team management within the group’s global footprint. It stays aligned with headquarters and overseas entities.

Investment

Asset allocation & investment principles

This section reflects my personal framework, developed through years of business and cross-border execution.

It describes how I think about risk and return. It is not a product recommendation, forecast, or performance promise.

  • Beat inflation as a floor. If long-term returns fall short of inflation, purchasing power erodes. The first question of allocation is whether real purchasing power is preserved.
  • Diversify rather than bet on one theme. Spreading capital across less correlated asset classes and regions can smooth portfolio behavior through cycles.
  • Assets vs. liabilities (cash-flow view). What consistently delivers net cash inflow behaves more like an asset. Pure consumption without return deserves scrutiny.
  • Keep a liquidity buffer. Beyond equities, bonds, real assets, and alternatives, holding cash or highly liquid instruments addresses uncertainty and opportunity cost.

Pyramid-style allocation (illustrative)

The base emphasizes liquidity and capital preservation. The middle emphasizes income, credit quality, and medium-term cash flow. The top reflects higher volatility and optionality. Actual weights depend on risk tolerance and regulatory context.

Base
Liquidity & preservation
Middle
Income & stability
Top
Growth & risk

Leverage, derivatives, and offshore structures can magnify losses; read the rules and assess experience and capital suitability before acting.

Focus areas

Group & personal strengths

Fashion and textiles
Fashion

I drive textiles and apparel programs from brand direction to export delivery, balancing speed, margin, and quality.

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Americas market
Americas

I lead the US office with a client-first approach, building durable partnerships and disciplined regional execution.

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Supply chain
Supply chain

I integrate sourcing, logistics, and delivery workflows to keep complex cross-border supply chains reliable and scalable.

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Health sector
Health

I advance health-sector collaboration within a compliant global framework, connecting opportunity with responsible execution.

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View career

Overview

Career

My career spans early textiles entrepreneurship and multinational leadership.

I have deep, hands-on experience in supply-chain execution and the Americas market.

Current

US office

Orient International (United States)
US office

Regional lead · Operations & alignment

As head of the US office, I steer teams across fashion, health, and supply-chain priorities in the Americas. I work closely with headquarters and the global network to deliver results.

I lead a team of approximately 300 people, alongside several managers, covering business development, compliance, day-to-day management, order fulfillment, and cross-functional collaboration.

Orient International

Career path

Group priorities & overseas network
Career development

From the front line to regional leadership

After joining Orient International (Holding) Co., Ltd. as a business manager, I took on broader responsibility in textiles and trade. I eventually assumed leadership of the US office.

The group’s core businesses are fashion, health, and supply-chain services. It is a major textiles and apparel exporter, with overseas offices across the Americas, Europe, Australia, Japan, Hong Kong, and beyond, supporting multinational collaboration.

Earlier

Entrepreneurship & e-commerce

Textiles & apparel · E-commerce
Early entrepreneurship

Textiles & online channels

I started ventures while at university, gaining hands-on experience in retail and supply chain. After graduation, I co-founded an apparel-focused e-commerce company. I built expertise in traffic, conversion, and supply-chain rhythm across multiple stores and brand incubation.

Joining Orient International, I translated that customer insight and execution into compliant, scalable delivery in a large-enterprise context.

How I work with partners

Partnership & trust

I treat trust as an operating system. That means clear commitments, traceable execution, and steady communication across time zones.

Lasting partnerships rest on what can be delivered, traced, and reviewed. In cross-border trade, transparency matters more than slogans.

Principle I Delivery & compliance

I align headquarters, factories, and clients. I set clear milestones, surface risks early, and reduce loss from information gaps.

Principle II Alignment & cadence

Every link in the supply chain deserves respect. My teams aim to stay attentive to client experience, even at scale.

Principle III Clients & teams
Personal values

Life attitude, life philosophy & money mindset

I believe real success is not only about career height, but also about loving everyday life.

That means staying present, trying bravely, learning continuously, and protecting both depth and balance while pursuing ambitious goals.

1. My attitude toward life

If someone asks me for the secret of success, my answer is simple: success begins with loving each day of life. For me, career is important, but it is only one part of a meaningful life.

When plans are disrupted, I remind myself: “It is okay, this is a new experiment.” When goals are delayed, I tell myself: “Setbacks are stepping stones to growth.”

My conclusion is clear: life will not always smile first, but if I face it with a smile, it still opens doors. I pursue performance and ambition, but I also protect the other dimensions of life. I aim for both height and width.

2. My philosophy of growth

  • I see life as cumulative: I accept imperfection and believe proactive choices can create real change.
  • I stay committed to learning, progress, and balance while sharing value with others.
  • I define life as a journey of growth, reflection, and breakthrough in the unknown.
  • Today’s discipline builds tomorrow’s options; setbacks are not exceptions, they are part of development.
  • I remain convinced that possibility always exists, regardless of the current situation.

I stay grateful for the past, grounded in the present, and optimistic about the future. I build each step with effort, meet every challenge with courage, and keep moving forward with a steady smile.

3. My attitude toward money

Money is essential in both life and business, but I see it as more than accumulation. To me, money is a tool, a responsibility, and a test of judgment.

I do not chase wealth as an end in itself. I focus on creating meaningful value with it.

Money creates freedom of choice for me: investing in new ventures, supporting promising founders, caring for family, and exploring the world with intention.

I believe managing money is more important than merely owning it. I allocate clearly across living, growth investments, reserves, and contribution.

My conclusion is straightforward: the meaning of money depends on how it is used, not how much is stored. Money can solve external problems, but it cannot fill internal emptiness. Real wealth is financial capability plus inner fulfillment and positive impact.

Entrepreneurship highlights

I began my entrepreneurial journey during my university years. While studying at Peking University, I launched a clothing business with friends. I designed original patterns and coordinated production with manufacturing partners. Competitive pricing and trend-leading styles helped the business gain traction quickly.

After graduation, I co-founded an apparel-focused e-commerce company. At peak, I operated 10 flagship stores on Taobao. Annual sales were approximately CNY 30 million, with a stable net profit margin of approximately 15%.

These early achievements reflected disciplined execution, sound commercial judgment, and the ability to seize opportunities during China’s internet growth era.