CUHK Business School boasts an extraordinary alumni network of visionary founders, executives and pioneers. Through the Lead Mind Series, we sit down with these distinguished figures to uncover their management philosophies, leadership wisdom, and strategic vision. Dive into their journeys and gain actionable insights to inspire your own professional path.

 

Great management is rarely just about technical expertise; it hinges on a willingness to break free from conventional thinking and draw inspiration from diverse fields. Having spent over three decades in public healthcare, Dr Chung Kin-lai (EMBA 2011) took the helm at CUHK Medical Centre (CUHKMC) last year. Refusing to limit his own horizon, Dr Chung’s transition from frontline clinical practice to hospital administration — and now from the public system to the private sector — has given him a profound understanding of healthcare delivery.

At the heart of his management philosophy lies a drive to break deadlocks and spearhead change. By applying hospitality service standards and e-commerce customer experience models to hospital operations, he has not only driven revenue growth but also elevated expectations for private care. This empathetic shift in perspective echoes the classic insight that “true vision comes when both eyes see as one” — proving that only an open, cross-disciplinary mindset can unlock new possibilities in healthcare.

 

Uniting teams through professional governance

Dr Chung admits he was never a traditional “model student” — he studied purely out of interest. That changed in Form 4, when the tragic loss of a close family member to illness galvanised his resolve to pursue medicine. After graduating with distinction, he launched his medical career as a neurosurgeon at Queen Elizabeth Hospital, later joining Tuen Mun Hospital as a founding member of its newly formed Accident & Emergency (A&E) department.

Rising through the administrative ranks, Dr Chung served as Chief Executive at both North District Hospital and Prince of Wales Hospital, forging deep ties across New Territories communities. He modestly attributes this rapport to his duties, noting that his role simply gave him more opportunities to engage with local leaders: “It certainly taught me a great deal about communicating with diverse communities.” Whether debating policy in the Legislative Council, mingling with business executives, or sharing a warm toast with rural village elders, he values every connection. That effortless ability to bridge different worlds — to be as comfortable in a boardroom as at a local banquet — reflects years of mutual trust and support. For Dr Chung, authentic communication is the only way healthcare can truly serve every corner of society.

While external relations require adaptability and tact, leading within demands reason and respect for expertise. Managing a hospital means leading top-tier minds across diverse fields — a challenge Dr Chung meets by returning medical authority to domain experts, trusting the clinical judgment and frontline experience of his teams. Since becoming CEO at CUHKMC, he has refined its governance framework by appointing senior professors as department heads to jointly shape major decisions. This setup capitalises on the institutional prestige of a university teaching hospital while cultivating trust and collaboration between executive leadership and healthcare staff.

 

Borrowing best practices to reshape private healthcare

As CUHKMC marks its fifth anniversary, Dr Chung’s roadmap is clear and grounded: optimise operational performance to deliver high-quality care at accessible prices, demonstrating the true value of private healthcare. To realise this vision, he draws inspiration from beyond traditional clinical boundaries to elevate the patient journey. He sent staff for hospitality training at CUHK Business School’s teaching hotel, prompting them to view facilities and care through the eyes of a hotel guest. A subtle yet meaningful change — providing bath towels for inpatients — exemplifies this perspective shift. “Transparent pricing is merely the baseline; patients naturally expect thoughtful, attentive care,” Dr Chung observes. “Reasonable fees are not a reason to stand still. We must constantly push boundaries to refine every touchpoint.”

The hospital also adopted customer service practices from e-commerce platforms, upgrading to 24/7 human-operated phone lines and replacing social media chatbots with dedicated staff. “When even a late night purchase of a $50 item online comes with warm, responsive support, it sets the benchmark for modern service expectations,” Dr Chung explains. “Healthcare should strive for that same standard.”

These empathetic refinements have yielded tangible results in both reputation and financial standing. Looking beyond operational improvements, Dr Chung aims to transcend geographic boundaries by extending Hong Kong’s medical excellence into the Greater Bay Area. The hospital plans to explore deeper synergies with its sister institution, CUHK-Shenzhen Hospital, leveraging their complementary strengths.

 

Dr Chung believes that as CUHK Medical Centre is rooted in CUHK and the New Territories community, it must build on its existing strengths while continuously striving to improve its services

Expanding horizons: A fresh management perspective

To broaden his strategic vision and leadership mindset, Dr Chung enrolled in the CUHK EMBA programme in 2009 — a rare move for a medical professional at the time. He openly acknowledges that management is a vast discipline; only through continuous learning across diverse fields can one navigate complex challenges with foresight. The programme challenged him to look beyond traditional clinical paradigms, equipping him to evaluate healthcare operations through a strategic, commercial lens. Among his most profound takeaways were the I Ching lectures led by Professor Min Kin-chok. “The leadership philosophy of the I Ching lies in understanding that opposing forces — Yin and Yang — are inherently unified,” Dr Chung reflects. “One must adapt smoothly with time, avoid extreme positions, and exercise patient restraint when conditions are not yet ripe.”

Today, he weaves this philosophy directly into hospital governance, balancing visionary idealism with pragmatic reality. Navigating the dual challenges of overcrowded public care and costly private treatment, CUHKMC has actively refined its fee structure and service delivery over the past year. This strategic realigning has yielded steady operational momentum, marked by breakthroughs in both community reputation and financial sustainability. Yet for Dr Chung, true fulfillment stems less from these metrics than from personal growth: “After decades in medicine, discovering this unexplored ‘other half’ of healthcare — and continually pushing my own boundaries — has been deeply rewarding.”

Pursuing his EMBA programme at CUHK Business School, Dr Chung (second from left) exchanges insights and perspectives with peers from diverse industries

 

CUHK Business School alumni are everywhere, transcending geographical and industrial boundaries. To explore more inspiring alumni stories, please click HERE. 

In a fiercely competitive F&B sector, long-term survival demands more than just quality — it hinges on human connections and cultural roots. Two years ago, Marco Po (GBS 2019) walked away from a lucrative seven-figure salary as an investment manager to return to his family’s 35-year-old Tanka seafood restaurant. Driven to preserve his grandfather’s culinary legacy, he sources strictly local ingredients like seaweed and dried shrimp from Po Toi O, and dried oysters from Lau Fau Shan. He firmly believes that building a profitable, sustainable ecosystem for local suppliers while establishing a clear brand identity is the only way to safeguard these unique flavours for generations to come.

 

Earning respect through authenticity

Raised in the restaurant, Marco worked the till at six and managed accounts on Excel by nine. After an enviable early career in investment banking and global fund management, he took stock of his ambitions at 27 and realised that personal ties outweighed financial metrics – prompting his return to his family business.

Marco insisted on learning the business from the ground up: clearing tables, taking orders, and mastering traditional techniques alongside his mother and veteran chefs. “To earn the team’s respect, you can’t just sit back and act like the entitled heir,” he noted. Through hard work and sincerity, he earned their trust step by step, baking this personal touch into every detail of the business. He switched to quarterly bonus payouts, introduced performance KPIs, and even paid for staff to take English classes on the clock to build their confidence when serving foreign tourists, alongside sommelier courses to sharpen their knowledge.

 

Delivering a distinctive culinary experience

This values-driven mindset carries through from his workforce and supply chain to the end customer — demonstrating a sharp, practical understanding of the industry.

In his view, the key to safeguarding Tanka culinary heritage lies in a resilient supply chain. Facing a wave of retiring fishermen, he pays premium rates to ensure fair compensation, encouraging the next generation stay in the trade. He reels off his favourite local ingredients with pride: his granduncle’s sun-dried seafood from Po Toi O; rich, flavourful lobster, sea urchin, and golden dried oysters from local sources; and Sai Kung seaweed that carries a tenfold price tag for its unrivaled oceanic umami. Through every dish, he aims to highlight the true worth of these overlooked treasures.

Marco notes that local Hong Kong lobster is rich in roe though leaner in meat, making it ideal for the restaurant’s signature lobster stir-fried with rice noodle rolls

This relational mindset shines just as brightly in his approach to customer engagement. Amid macro challenges — including economic headwinds and the surge in cross-border dining — he believes the F&B sector’s path forward depends on offering experiences that cannot be replicated. “You have to be distinct, and you have to communicate your value,” he emphasises. For instance, to serve rare delicacies like giant grouper skin, the restaurant purchases whole groupers — offsetting costs by serving fried rice and noodles made with the meat at lunch, before showcasing the fresh skin at dinner. Staff are also trained to recount the local fishing lore, turning every meal into a cultural immersion.

 

Marco admits that running a restaurant in Hong Kong is tough; carving out a unique brand identity is key to long-term success

 

Strategic execution via a GBS mindset

Sustaining legacy businesses requires analytical rigour alongside passion. Marco attributes his operational success to the business acumen honed during his time in the Global Business Studies (GBS) programme at CUHK Business School: “Right from the start, GBS trained us to identify root problems and solve them decisively.” To address inconsistent standards caused by an oversized 150-dish menu, he streamlined it to 90 items and divided kitchen operations into two dedicated teams, significantly sharpening quality control.

To showcase over 300 classic Tanka recipes that lacked a modern platform, he established an exclusive private dining venture, and hosts just two tables per evening to maintain an exquisite, high-end experience. The turnaround strategy has proved a resounding success, driving rave reviews and a month-long waiting list.

Reflecting on his shift from finance, Marco a journey back to his true passion. His advice to young alumni of the Business School is to reject rigid career frameworks: “Focus on finding what you genuinely love, throw your absolute all into it, and success will naturally follow.”

 

Fun Fact: What is Tanka Cuisine?

“Simply put, Tanka cuisine is the home cooking of boat dwellers,” Marco explains. “As indigenous Po Toi O fishermen without refrigeration, our ancestors preserved catches as salted fish, dried seaweed, or shrimp paste. The essence of Tanka food lies in seasonal seafood, using sun-dried ingredients and local condiments to elevate its natural sweetness. Some recipes originated from fisherwomen cooking wholesome meals for their families at sea.”

 

 

CUHK Business School alumni are everywhere, transcending geographical and industrial boundaries. To explore more inspiring alumni stories, please click HERE. 

After graduating in 2015, Zhang Jing (IBBA 2015) joined the Swire Management Programme and rotated across roles. She is now head of key accounts for Eastern Guangdong at Swire Coca Cola. Deeply attuned to market strategy, she brings a moment of refreshing joy to consumers’ busy lives.

 

Breaking new ground in consumer beverages

My mission is to place our products in every supermarket, corner shop and neighbourhood restaurant. It is not just about distribution, but a contest of psychology and visibility. I set tempting pricing, secure the most eye catching shelf position, and design playful promotions that delight consumers. Ultimately, my goal is to share this joy with everyone.

 

A decade of growth: From scoring 120% to leading 120 people

Through years of job rotations, I shifted from striving to score 120 points on my own work to learning how to “build with blocks” as a manager. I observe who crafts the most logical presentations, who connects best with clients, and who needs an energy boost on Friday. I then combine these strengths like building blocks to lead the team across the finish line. I used to focus on pacing myself; today, my daily role is leading a 120-strong squad to cross the finish line together.

– 8:30 Morning briefing: My day begins with a frontline performance review—tracking sales progress across every channel and client to see who is outperforming, who is falling behind, and where momentum is stalling. When targets slip, I bring the team together immediately to assess the situation, adjust our strategy, and get back on pace.

– All-day multi-front operations: My daily routine shifts fluidly between cross-department meetings, client negotiations, and trade visits. Staying ahead requires stepping out of the office and getting onto the ground with the team. By observing channel trends and competitor movements firsthand, we make sharp, real-world decisions rather than relying on boardroom assumptions.

 

Case study: Navigating nationwide market expansion across 25 cities

Early in my career, I led the nationwide channel rollout for a heritage, century-old brand — a campaign that remains my most defining professional milestone. It was a formidable undertaking: spanning 25 cities, leading a 50-strong team, and securing placement in over 10,000 stores nationwide.

To crack these new territories, I spearheaded the development of benchmark model markets across all 25 cities. We tailored a “one city, one strategy” framework, designed targeted incentive schemes, and rapidly built a collaborative network of 80 distributor partners. Ultimately, we did far more than just put products on shelves; we engineered a scalable, repeatable national expansion playbook. That initiative proved to me that the frameworks and analytical rigor I gained at CUHK Business School were my truest compass when navigating complex commercial landscapes.

 

The Guangdong market: Bold energy and brand resonance

Guangdong is the fiercest battleground for fast moving beverages – home to both international giants and local pioneers. Today’s consumers are shrewd, they demand not only cost effectiveness but also quality to price value. While seeking health and lightness, they crave abundant “emotional value”.

Guangdong is the most competitive market in fast-moving beverages — a dynamic arena shaped by international giants and home-grown industry pioneers alike. Today’s consumers are increasingly discerning: they look beyond simple affordability, demanding true value for quality. While seeking healthier, lighter choices, they also crave products that deliver a distinct emotional connection. Staying ahead in this landscape requires relentless drive. Rain or shine — whether braving typhoon downpours or scorching heat — our frontline teams press on, riding door-to-door on electric scooters to visit every partner. That unyielding grit is what turns seemingly impossible targets into rows of neatly displayed products on the shelf.

The office pantry is often where professionals can catch their breath amid the demands of the day. The CUHK Business School Alumni Office is delighted to present the “Alumni Pantry Talk” series, inviting alumni to share candid glimpses into their professional lives. Regardless of your industry, take a coffee break with us and enjoy our “Alumni Pantry Talk”!

How does a border collie become a shopping mall’s secret to generating foot traffic? Desmond Wong [EMBA (Chinese) 2012] turned his companion of more than a decade into an original IP (a branded character with its own name and personality, akin to a mascot). Through offline marketing campaigns and pet-friendly experiences, he helped a Hangzhou shopping mall tap into the pet economy and reverse its declining footfall. As the founder of an IP operations company, Desmond sees IP as more than character design or content creation – it is “a business built on emotional value”, converting cultural and generational resonance into spending power.

 

From Alibaba to IP entrepreneurship

Earlier in his career, Desmond worked in banking with a posting in Shenzhen. In 2011, he joined Alibaba to manage its membership system, becoming one of the first Hong Kong professionals at a major Chinese mainland tech giant. There, he noticed a shift: younger consumers were moving away from price sensitivity toward emotional and experiential value. He observed that viral toy characters succeed by stacking emotional payoffs – companionship, social currency, and the anticipation and surprise created by blind boxes (toy packaging that conceals the variant inside until opened) – to drive purchasing decisions.

The Chinese mainland’s highly cohesive corporate culture only deepens this emotional pull. For employees, company merchandise represents belonging, pride and identity. “An employee’s parent can tell others, ‘my son got this working at Ant Group.’” Riding the momentum of the industry and the mainland’s climate of entrepreneurship, Desmond launched his own IP company, offering design, marketing and e-commerce services. The company has since partnered with listed enterprises alongside creating its own original brands.

 

IP as a value-creation engine

Desmond views his company as a business of “emotional value”, building connections that drive sales and even reshape commercial spaces. One of his original IPs revitalised a struggling Hangzhou mall suffering from online shopping and food delivery trends. By making his dog the mall’s ambassador — featuring it in videos exploring dining, cinema, and lifestyle spots — he promoted a pet-friendly culture that drew young crowd gatherings and lifted footfall by 20 per cent.

The IP was modelled on Bobo, his greedy, curious, and lazy pet. “Many young people leave their hometowns for the city, so pets become a vital emotional anchor,” Desmond notes, adding that this connection resonates widely on the mainland.

Beyond the booming pet economy, Desmond sees strong prospect in what the industry calls the “sinking market”, China’s vast base of consumers in tier-three and tier-four cities. Tapping into local families’ demand for quality children’s entertainment, he recognises an opportunity to pair the right IP with amusement rides like roller coasters and pirate ships, unlocking real potential in offline experiences.

To him, IP is an engine for value creation. “Even in manufacturing, with everyday products like towels, adding the right IP can boost sales noticeably.”

 

As a veteran Hong Kong entrepreneur in the Chinese mainland, Desmond leverages his keen market sense to crack the code of IP value creation

 

AI lowers barrier but raises the bar for originality

The rise of AI in recent years has reshaped the IP landscape. Desmond notes that AI lowers technical barriers and drastically shortens production cycles, slashing animation production from two weeks to half a day. As the market weeds out weaker players, an IP’s distinct persona becomes crucial, forcing even established IPs to double down on content operations to retain audiences. Precisely because almost anyone can now create content, Desmond argues that the next blue ocean lies in “user co-creation”, opening up IPs for consumers to personalise characters and sustain momentum.

Having stepped back from frontline creative work, Desmond stresses that understanding the next generation is paramount. He empowers young creators on his team speak to their peers in their own voice. When hiring, what Desmond values most is a candidate’s ability to stay attuned to the pulse of society. “I look at what they’re into in their daily lives, what AI tools they’ve used, and what kind of content they’ve put out on Xiaohongshu. That tells me where their interests lie.” He sees huge growth ahead for the field, advising aspiring talent to stay curious, even a bit nosy, to stay connected to the public mood.

 

Cross-industry perspectives sharpen strategic thinking

There is no single formula for building a successful IP, and Desmond believes that is exactly what makes the industry so compelling. Determined never to spend too much time in his comfort zone, Desmond deliberately enrolled in CUHK Business School’s EMBA programme in Chinese several years into his career, attending classes across Hong Kong, Shenzhen and Xi’an. Classmates from a wide range of industries broadened his perspective and enhanced his ability to think strategically.

Among the many lessons he learned, the negotiation techniques taught by Professor Lee Kam-hon left the deepest impression on him. “Before entering a negotiation, you need to understand both sides’ positions and perspectives. If you insist on your own view without considering the other party’s interests, you’re unlikely to reach an agreement,” Desmond explains.

More than a decade later, sitting in an office at the CUHK Shenzhen Research Institute, Desmond still speaks with visible enthusiasm, whether recalling that win-win mindset of seeing things from another’s perspective, the approachable manner of former CUHK Vice-Chancellor Professor Ambrose King, whom he once encountered on the MTR, or the camaraderie he still feels whenever he returns to Xi’an.

 

Professor Lee Kam-hon (front row, 8th from left) greatly inspired Desmond (back row, 6th from right), and his teachings still resonate today

 

CUHK Business School alumni are everywhere, transcending geographical and industrial boundaries. To explore more inspiring alumni stories, please click HERE. 

When people think of South Africa, their minds often fly straight to the postcard images of Cape Town. Yet here I am, based in Pretoria, the country’s executive capital, I can tell you that you must look beyond the standard tourist spots to see our true heartbeat. My life here is a challenging but rewarding blend of academic research, grassroots social impact, and the rich cultural tapestry of the “Rainbow Nation” – a journey that was fundamentally shaped by a life-changing chapter thousands of miles away, in the fast lane of Hong Kong.

 

A culture of diversity and warmth

Because of our history of segregation, employers and communities in South Africa are highly intentional about creating inclusive spaces where cultural diversity is celebrated and employee rights are protected.

Our country has nine provinces, each with its own beauty from the world-renowned Kruger National Park to the Cradle of Humankind and the rolling Drakensberg Mountains. If you ever visit, you must experience a ChisaNyama to enjoy our love for meat, or if you’re feeling adventurous, try the yummy delicacy of mopani worms from the Limpopo province. For arts and literature lovers, I highly recommend the Standard Bank Joy of Jazz in September, the Cape Town International Jazz Festival in March, or the Franschhoek Literary Festival.

Machoene hikes at Mont Rochelle in Franschhoek, Western Cape, South Africa

 

Navigating the economic reality and contrasts

Yet, living and working here also means navigating a rapidly changing socioeconomic landscape. The business climate in South Africa is constantly evolving; we are seeing “green shoots” as structural reforms take effect, power supplies stabilised, and stable inflation between 3% and 4%. However, macro challenges persist. The current geopolitical climate, dominated by international conflicts, volatile oil prices, and global trade tariffs, is starting to put a drag on our economic outlook. Furthermore, beneath these economic movements, we remain one of the most unequal societies in the world. It is a land of deep contrasts. While urban residents can have groceries delivered to their door at the click of a button, many rural communities still lack basic internet or running water.

 

The literacy mission

It is within this complex but soulful environment that I am finalising my MPhil in Inclusive Innovation at the University of Cape Town. Building on my research, I am launching an NPO focused on supporting early childhood literacy in rural communities. The inspiration behind this social mission traces back to about a decade ago when I left Johannesburg to follow my husband’s banking career to Hong Kong with our two children.

 

An emotional spark meets a business mindset

When we moved to Hong Kong, we had a 1-year-old and a 4-year-old. While settling them into a kindergarten in Discovery Bay, I began volunteering there. Watching how the school successfully engaged parents in early reading programmes was a revelation. I was deeply inspired by the learning process and the confidence those kids developed. Knowing that 81% of Grade 4 students in South Africa could not read for meaning broke my heart, igniting a desire to fight for childhood literacy back home.

But passion alone isn’t enough, I needed the skills to create systemic change. That is why I pursued an MBA at CUHK Business School. The programme fundamentally reshaped my capabilities and gave me the rigorous business toolkit — strategic planning, organisational leadership, and impact measurement — necessary to transition away from my previous manager role in the energy sector. Furthermore, the elective trips to Germany and the Chinese mainland expanded my global vision, showing me how sustainable social models operate internationally and inspiring me to want more for my country.

Machoene (front row, right) joins her MBA classmates for a team-building outward bound experience during her study

Lessons in stillness and global vision

Even in the middle of one of the world’s busiest cities, Hong Kong taught me how to keep still and appreciate the simple things, like the beautiful campus walkways at CUHK, the stunning hikes, the incredible food, and all the gatherings we had on campus and around the city. Even years later, a piece of Hong Kong still stays firmly with my family. We still love Chinese food and make it a strict tradition to visit a new Chinese restaurant every Lunar New Year!

Looking back, the quality of life and the ease of living in Hong Kong didn’t just give me an MBA. It gave me the strategic power and the drive to return home and build a brighter future for the children in my own community.

Influenced by Chinese culture after living in Hong Kong, Machoene and her family continue to celebrate Lunar New Year by visiting a new Chinese restaurant every year

 

CUHK Business School has a proud network of over 49,000 alumni in 50 locations. To explore our inspiring alumni stories, please click here. If you reside out of Hong Kong, please also feel free to connect with our GLOBAL ALUMNI AMBASSADORS in your locality or join our overseas alumni WhatsApp groups to foster a stronger alumni community worldwide with us!

Two seconds. That is how long it takes a top-tier sports car to go from 0 to 100 km/h. Yet peak performance is only one element driving luxury automotive sales. For Patrick An (IBBA 2013), general manager of Porsche Centre Hong Kong and Macau, true luxury extends far beyond the vehicle itself. Today’s high-net-worth clients expect a personalised experience woven through every step of the ownership journey. “Only by translating technical features into value that resonates emotionally can you create lasting impressions,” he says.

 

Learning the craft through aftersales

Patrick’s fascination with cars began in childhood. At the age of five or six, he would always choose a seat behind the driver on bus rides, captivated by the mechanics of driving. Much to his mother’s astonishment, he could identify almost every car model on the road. As he grew older, he eagerly followed new model launches and emerging automotive technologies, eventually joining the industry as a management trainee after graduation.

For many, the luxury automotive sector is a glamorous world of high-performance sports cars and fine wine. Yet, Patrick’s entry was decidedly grounded – serving as an assistant manager at an Aftersales Service Centre, surrounded daily by vehicles undergoing maintenance and repair. “I didn’t come from an engineering background, but I thought, if there is opportunity, I should grab it and get the most out of it. That’s how I got my foot in the door and it proved to be the right decision.”

Working alongside experienced service advisors and technicians while handling customer complaints sharpened his skills considerably. More importantly, he gained a clear understanding of where the true competitive edge in luxury automotive lies: not in brand heritage or engineering excellence alone, but in the totality of the customer experience.

That insight has become increasingly relevant in Hong Kong’s market in recent years. “In the past, the industry moved in longer cycles. New models were launched every two years, with model facelift versions in between to maintain interest. But as Chinese brands have entered the market in large numbers, competition has intensified and product cycles have accelerated dramatically. Geopolitical developments and government policies are also driving the shift from petrol cars to electric vehicles. The days of coasting on brand prestige and waiting for customers to walk through the door are over.”

 

Building an end-to-end customer experience

Patrick notes that while Hong Kong clients still define luxury through the lenses of value, design, technology, and lifestyle, their expectations have evolved far beyond the physical product. Today, luxury encompasses every interaction with the brand, demanding ultimate customisation at each distinct touchpoint.

To deliver this seamless balance of personalisation and peace of mind, Patrick’s team treats vehicle handovers for rare or niche models as bespoke celebrations, inviting owners to turn the delivery into a milestone shared with friends. Furthermore, by leveraging the aftersales network in the Chinese mainland, they ensure convenience and care for an increasing number of customers with transregional lifestyles. Recognising the demanding schedules of local professionals, they have also streamlined their operations for ultimate efficiency, delivering vehicles and introducing their features directly at clients’ homes or offices.

Immersive events anchor this elevated brand experience. On multi-day driving tours across Europe, professional racing drivers provide expert coaching, allowing owners to safely master the peak of top-tier models. Patrick emphasises that to maintain a distinct market advantage, internal operations must run like a finely tuned engine, creating experiences so memorable that they justify the premium consumers pay.

Patrick believes that the true driving force behind the luxury automotive industry is the ability to connect with people, build trust, and orchestrate bespoke milestones

 

Beyond the track, people

To drive the long-term development of the industry, Patrick continues to explore new technological frontiers, from the potential integration of robotics to enhance client interaction, to AI-powered tools that support cross-selling and market analysis, while concurrently serving in multiple public roles across the industry. Furthermore, he develops experience programmes to introduce young people to the brand’s history and heritage, cultivating aspirations in the next generation of customers. “No two days are the same,” he says. “Every day, we strive to identify new initiatives and improvements, and that, to me, is the appeal of this industry.”

Patrick credits the case competitions he took part in at university for shaping his management skills and market-oriented thinking. Developing proposals and receiving direct feedback from senior executives gave him early exposure to the corporate advisory role and built his capacity for effective collaboration. At its heart, he believes, luxury automotive is a people business: communicating, understanding customer needs, building trust and making changes. “Many people assume you need extensive knowledge about cars to work in the industry and that the technical bar is high. In reality, what we value most is the ability to connect with people.” He urges agile, challenge-driven alumni to leverage their skills in this sector, where mastering high-end hospitality and timeless brand management offers a future-proof career trajectory that AI cannot replicate.

Patrick (front row, third from left) actively engaged in campus activities to hone his interpersonal and communication skills

 

CUHK Business School alumni are everywhere, transcending geographical and industrial boundaries. To explore more inspiring alumni stories, please click HERE. 

Mediation has gained significant ground in Hong Kong in recent years, fast becoming the gold standard for resolving commercial disputes and livelihood issues. Recognising its value, an increasing number of organisations are now embedding these conflict resolution and communication skills into their corporate training.

As chairman of the Hong Kong Mediation and Arbitration Centre (HKMAAC) and a sector trailblazer, Albert So (PDPA 2010) has mediated countless complex disputes, from the Lehman minibond crisis to medical incidents and consumer complaints. One principle has guided him throughout this time: “Talk it through slowly. There is no need to reach for weapons.” Witnessing the industry’s evolution firsthand, he has come to believe that further GBA integration and advances in technology will sharpen Hong Kong’s edge in handling cross-border conflicts, bringing the city closer to its vision of becoming a global mediation hub.

 

Beyond right and wrong: Defusing emotions to resolve deadlocks

Albert studied information engineering at university, but a minor in law sparked a change in direction. After securing a second degree in law, he joined the enforcement division of the Hong Kong Monetary Authority (HKMA). When the Lehman minibond crisis hit Hong Kong in 2008, the HKMA proposed mediation as a resolution mechanism, yet public awareness of the process was limited. “We were sent to community centres to hold briefings. Emotions were running extremely high. The moment mediation was mentioned, people booed. Some even threw water bottles at us,” Albert recalls.

Creating a rational buffer zone amid volatile emotions is at the heart of mediation. According to Albert, a mediator’s first task in untangling any conflict is to understand and defuse the emotional undercurrents of both parties. This human-centred approach employs shuttle mediation, where the mediator meets with each party separately, as well as holding joint sessions. Mediators also apply psychological techniques such as normalisation to objectify differences and ease tension. The goal is to find common ground and reach a win-win outcome.

In 2009, Albert co-founded HKMAAC with a group of legal professionals to promote mediation and train practitioners. He chuckles at the sheer volume of public misconceptions around the discipline. Some confused “mediation” with “meditation”, imagining disputes being resolved through quiet contemplation. Others expected the mediator to act as a judge and hand down a verdict on fault. As a practising solicitor, Albert draws a sharp distinction: “Litigation seeks justice and truth for a specific client. At the mediation table, however, both parties are our clients. We don’t take sides. Instead, we focus purely on finding solutions, sparing everyone the time and cost of going to court.”

Albert points out that a mediator is not a judge, but someone who helps both parties reach resolution through a human-centred approach

 

Embracing the opportunities of a mediation hub

Since its founding over a decade ago, HKMAAC’s membership and students have grown to more than 20,000. Albert has observed that mediation is being applied to an ever-widening range of scenarios across Hong Kong. “It began with contracts and commercial matters. Then we gradually moved into professional services. We have since entered the realm of livelihood disputes, such as estate matters, consumer rights, property management, even sports. Wherever there is conflict, mediation has a role to play.”

The establishment of the International Organisation for Mediation in Hong Kong in 2025, alongside the national 15th Five-Year Plan supporting Hong Kong’s development toward a leading centre for international legal and dispute resolution services, marks a profound institutional milestone. Albert foresees that the “GBA Mediator” mechanism will become the linchpin for resolving complex cross-border conflicts, noting that further formalisation and standardisation will unlock immense market potential. Technology and AI are also reshaping the field. From smart advisory tools to generative AI applications, processes can now be significantly streamlined. “On the mainland, for instance, courts already have a robust infrastructure for online mediation,” Albert explains. “In many places, AI is even used to input key terms and generate settlement agreements.”

Albert is one of over 200 mediators listed on the GBA Mediator Panel (2025). He hopes cross-border mediation mechanisms will become increasingly formalised in the years ahead

 

From the negotiating table to corporate culture

In contrast to the rigid, adversarial nature of traditional litigation, Albert’s natural warmth and approachability make him an ideal fit for mediation. That personal trait, combined with his interdisciplinary knowledge, serves as his signature toolkit to untangling disputes. Seeking to layer his legal expertise with commercial fluency, he completed the CUHK Business School Postgraduate Diploma in Professional Accountancy (PDPA) in 2010 — a credential that proved to be a vital strategic asset.

“Looking beyond a purely legal lens, business and accounting literacy allows us to introduce objective benchmarks and clarify many issues,” he notes. Albert also recalls meeting quite a number of former colleagues and industry partners in the classroom, an experience that added to the enjoyment of learning and spoke to the programme’s strong standing in the profession.

He encourages Business School alumni to embrace mediation as a philosophy for enduring commercial success: “Mediation thrives naturally in the business world because commercial players operate on a fundamentally rational footing. The parties rarely act purely out of spite; they understand that their paths will cross again. Rather than settling for mutual destruction, it makes far more sense to engineer a win-win that preserve the relationship for the long term.” Ultimately, he emphasises that mediation is far more than post-crisis fire-fighting. It is an operational mindset — a communication framework that, when embedded into employee soft skills, resolves friction at its infancy and eliminate disputes right at the source.

Albert actively promotes the mediation mindset through diverse channels, taking this approach to conflict resolution to all levels of society

 

CUHK Business School alumni are everywhere, transcending geographical and industrial boundaries. To explore more inspiring alumni stories, please click HERE. 

Drawing on his former experience in autonomous driving test development at XPeng Motors, Chen Nuo (MScISTM 2024) offers a frontline perspective on the real challenges behind autonomous driving — not only enabling cars to see the road, but also to understand it.

 

The calibrator behind the autonomous driving “brain”

My work centred on processing spatio-temporal data to build and calibrate precise, real-time “mental maps” for autonomous driving systems. In essence, it ensured cars not only see the road but also understand network changes, enabling precise navigation and smooth driving.

Tackling three industry pain points

– Simulation scenario training: Using simulation platforms such as Carla and Apollo to build scenario libraries, replicating edge cases like accidents, extreme weather or complex junctions, and identifying risks in a safe, virtual environment

– Reducing trial-and-error costs: Real-world mistakes are costly. Automated testing frameworks and data replay allow defects to be detected early in the coding stage, intercepting potential collision risks

– Real-time evaluation: Developing automated pipelines and real-time performance evaluation systems ensures that every algorithm update receives immediate feedback, boosting iteration efficiency

 

Always maintaining professional depth

I took ownership of each project, addressing testing challenges through structured tools and processes. By probing perception, prediction and planning modules, I designed scenarios that anticipate model boundaries. I continuously expanded the scenario library and aligned with frontier technologies such as VLA, shifting testing from passive fault-finding to proactive leadership.

 

2026: From technology validation to mass production

2026 marks a turning point as autonomous driving moves from validation to mass production. With national standards for Level 3 autonomy in place, manufacturer responsibilities are now clearly defined, while “black box” systems and specialised insurance pave the way for new vehicle models.

The industry focus is shifting from algorithms to engineering. As algorithm gains diminish, success will belong to teams with strong engineering execution and vehicle-grade stability. Autonomous driving is rapidly permeating verticals such as low speed logistics, mining and sanitation; yet safety, edge cases, engineering execution, and regulation remain the key challenges.

 

Tip: Core requirements for autonomous driving test development

Hard skills: Proficiency in Python, C++, Pytest, RobotFramework and CI/CD processes; familiarity with simulation tools (such as Carla, AirSim, or Apollo), ROS/ROS2, and Linux optimisation.

Soft skills: Passion for AI, with the ability to leverage generative AI and AI agents to streamline workflows; strong data sensitivity to identify systemic issues from large-scale test data; an engineering mindset with strong DevOps awareness.

 

The office pantry is often where professionals can catch their breath amid the demands of the day. The CUHK Business School Alumni Office is delighted to present the “Alumni Pantry Talk” series, inviting alumni to share candid glimpses into their professional lives. Regardless of your industry, take a coffee break with us and enjoy our “Alumni Pantry Talk”!

A single IPO can mobilise billions — if not tens of billions — in capital, placing an investment bank’s Equity Capital Markets (ECM) team at the epicentre of this high-stakes arena. Toby Xiang (MScFIN 2016), vice president of Asia ECM at a leading Wall Street investment bank’s Asia-Pacific division, likens the role to that of a bridge-builder: bankers must have a deep understanding of the issuer’s needs and “equity story” while keeping a precise read on market conditions and investor appetite. “The business is never just a cold numbers game,” he says. “It is about connecting value and trust.”

 

From a master’s at CUHK to the heart of finance

Originally from Chongqing, Toby has been drawn to Hong Kong’s culture since childhood. In 2015, he enrolled in CUHK Business School’s MScFIN programme, where he spent a year in intensive studies that accelerated his growth and propelled him into the world of finance. “When I applied for summer internship at a top-tier Chinese investment bank, only four candidates were selected from hundreds of applicants after multiple rounds of written tests and interviews,” he recalls. “All four of us were classmates. That speaks volume about the competitiveness of our programme.”

After graduation, Toby ventured into ECM, serving successively at a leading Chinese investment bank and two Wall Street bulge bracket banks. He credits his first role at the Chinese firm with helping him accumulate rich, hands-on project experience. His subsequent move to foreign investment banks allowed him to collaborate with colleagues from across the globe, offering a fresh perspective through a multicultural work environment.

If professional capability was his entry ticket, networking and social intelligence have kept him moving forward. Toby jokes, “The financial circle in Central is actually quite small; everyone has some level of connection.” In fact, his current role came about after a weekend afternoon of drinks and singing with his then-boss. “I had no idea that it was actually an interview,” he laughs, “I just thought it was old friends catching up, but I received an invitation to join the firm the very next day.”

Toby describes himself as naturally outgoing, a quality that perfectly suits ECM’s people-intensive work

 

High pressure, real time

Communication and connection remain the core of ECM. Toby points out that ECM plays a central coordinating role: beyond helping issuers plan IPOs and set offering strategies, they must continuously present the enterprise value and equity story to investors, the buy-side, during the IPO process. “On one hand, we ensure that issuers have a pulse on market sentiment. On the other, we are constantly in dialogue with investors, exchanging insights.”

When a live deal is running, that dialogue shifts into overdrive. Days are packed with intensive roadshow preparations and pricing discussions with issuers, leaving only late-night hours to work on materials. US-listed deals add another layer of working across time zones with overseas counterparts. “What time do I finish? During a live deal, it is anyone’s guess!”

Amid this relentless pace, compliance remains non-negotiable. Investment banks maintain strict information barriers commonly known as “Chinese Walls” to manage the flow of sensitive data across departments and prevent conflicts of interest. Toby explains that ECM inevitably handles material non-public information (MNPI), such as sensitive data regarding potential equity offering, which requires absolute confidentiality. During any collaboration with sales teams, a formal “wall-crossing” procedure takes place under compliance oversight, and information is shared only with designated and qualified colleagues on a need-to-know basis.

Toby returned to his alma mater after graduation to share his professional experience with students. (Photo courtesy of interviewee)

 

Witnessing market shifts and the rise of AI

Having spent years in investment banking, Toby has witnessed the ebb and flow of Hong Kong’s stock market cycles at close range. From the Hong Kong Stock Exchange’s introduction of weighted voting rights and biotech listing rules in 2018, to the landmark H-share listings of the Midea Group and others in 2024, to a resurgent IPO market in 2025 – with TMT (technology, media, and telecommunications), healthcare and materials sector leaders joining the exchange and Hong Kong’s IPO fundraising climbing back to the top of global rankings – he has had a front-row seat to it all. “The vitality and adaptability of the market always defy expectations,” Toby reflects, remaining convinced that strong growth will continue for some time to come.

On the rise of AI, Toby is measured but firm. He believes the biggest shift has been in efficiency: “Using AI to analyse market conditions and track data has streamlined tedious processes. The recent synergy between AI and biotechnology especially highlights its value.” However, he emphasises that AI cannot replace what bankers bring. “AI excels at functional tasks, but investment banking is fundamentally about client relationships: the human touch, the storytelling, the emotional intelligence. That’s a gap machines cannot bridge.”

For alumni considering ECM, Toby recommends cultivating four core attributes: beyond professional financial literacy and strong interpersonal skills, one must have the resilience to embrace challenges and adapt to market shifts. Sensitivity to data matters, as well. Toby believes that Business School alumni with knowledge in other specialised areas – be it law, computer science or biotechnology – gain a distinct edge in navigating the complexities and underlying drivers of diverse industries.

Years after graduation, Toby (first from right) still meets regularly with the MScFIN programme team and former professors. (Photo courtesy of interviewee)

 

CUHK Business School alumni are everywhere, transcending geographical and industrial boundaries. To explore more inspiring alumni stories, please click HERE.