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Celeste Jo: The Sovereignty-Centered Growth Story of Celejoy, the Company Behind Barr Celeste Jo, Founder of Celejoy and the Visionary behind Barr When I first encountered 'Barr' through an acquaintance, what immediately struck me was the brand’s idiosyncratic trajectory. It defied the conventional blueprint of K-beauty brands, which typically leverage domestic recognition as a springboard for international expansion. Instead, Barr knocked on the doors of European and South American markets from its very inception. The result was fascinating: it cultivated a robust and loyal fandom in Spain and Costa Rica long before it became a household name in Korea. This tangible influence in overseas markets naturally catalyzed significant business interest. The fact that multiple brand aggregators have already extended acquisition offers serves as a testament to the extraordinary potential harbored by this seemingly obscure brand. However, the true essence of Barr is revealed more vividly in a secluded alleyway of Seongsu-dong than in any valuation report. The definitive proof lies in the foreign customers who navigate their way to this remote office, Google Maps in hand. To them, this space is a destination more meaningful than any famous tourist landmark—a place where they can personally express their gratitude to the creators of a brand they truly cherish. Behind these miraculous scenes lies a founder’s history of grueling trial and error and an ongoing, fierce struggle. For the founding sisters, who lacked both capital and resources, the global market was a relentless battlefield that brooked no excuses. Having endured a period of surviving on a monthly pittance of 250,000 KRW, CEO Celeste Jo still leads from the front lines, carving out her own path. This is precisely why one feels compelled to witness the raw, unvarnished reality of an entrepreneur who continues to walk her path in silence, rather than a polished, finished myth of success. How did the seemingly slowest, most orthodox approach open the doors to the global market? I sat down with Celeste , a leader who refuses to be swayed by the world’s frantic pace, delivering instead her own clear and steady resonance. Q. What was the decisive factor that led you to leave a stable career and start your own business? Prior to founding this company, I was merely an ordinary consumer who trusted and adored cosmetics more than anyone. At the time, I was a devotee of a certain exotic brand, even resorting to international shipping to obtain their products. However, the turning point came when I met local buyers on a business trip. I was appalled to find that these industry experts had never even heard of the brand. In that moment, I realized that the "heritage" that had captivated the Korean market was nothing more than an illusion, meticulously engineered by calculated marketing. Witnessing such deception as an industry insider left a bitter taste in my mouth. I felt a profound sense of skepticism toward a market climate where substance—ingredients and efficacy—was sidelined in favor of extravagant packaging and celebrity imagery. I could not suppress the question: "Why is the market so obsessed with decorating the shell when people are opening their wallets in hopes of real results?" Paradoxically, that sense of betrayal evolved into a distinct business tenacity. I became convinced that if I invested all available capital into the formula itself to deliver something "genuine" while everyone else was selling the mirage of marketing, it would become an unassailable weapon. The desire to prove the worth of an honest product—one I could stand behind without shame—eventually outweighed the fear of leaving a stable organization. Thus began our journey: stripping away the marketing bubbles to focus solely on the essence of the skin barrier. Q. Working with a sibling must inevitably lead to significant strategic clashes. In which areas do you collide most frequently? In truth, my own experience often acted as a shackle. Intoxicated by the pride of being a "sales expert," I frequently displayed stubbornness, asserting, "I’ve been there, and I know for a fact that it’s impossible." We once had a massive fallout over pouch sample production. Per industry convention, manufacturing samples requires using an entire "roll," which yields tens to hundreds of thousands of units. Every manufacturer I knew insisted that small-batch production was out of the question. I flatly told my sister, "This is an industry rule; we have no choice but to give up on the samples." Yet, she questioned, "Why not? There must be a way," and eventually unearthed a facility willing to produce units in the mere thousands. The moment my antiquated experience—which I had clung to as the absolute truth—was rendered obsolete by her persistence, I was left utterly speechless. The warehouse issue followed a similar pattern. Based on what I had seen at my previous company, I was convinced we needed our own warehouse. I felt I could only be at peace if I personally inspected every box and applied the tape myself. I had even taken out a loan to set up the facility. However, my sister proposed smart logistics (fulfillment), questioning the sanity of paying exorbitant rent and hiring additional staff. Initially, I could not comprehend her logic. I lost my temper, arguing that the labeling for export boxes was far too intricate to outsource. But the system she found was solvable for a mere 100,000 KRW per month. Had I insisted on my way, the loan would have been depleted in no time. To be frank, the problem was that I deemed my knowledge so "obvious" that I never even thought to verify it. Ironically, it was my sister’s tabula rasa perspective—unburdened by experience—that steered us toward a superior path. Q. While it may appear as though you’ve walked a path of success, what was the most unbearable "dark age" of your business? The period immediately following our seemingly glamorous launch was, in reality, our most destitute and grueling time. We launched the brand with a grand entry into Shinsegae Department Store, but reality was cold. After splitting labor costs with the vendor, there was virtually nothing left. Even the seasoned staff at the department store remarked that we should simply endure it, viewing it as a "marketing expense." At that time, my sister and I drew a monthly salary of a paltry 250,000 KRW. With monthly sales hovering around 5 million KRW, there was no surplus after covering rent and materials. I can still vividly recall sharing a single Subway sandwich with my sister in a corner of TIPS Town, agonizing over how we would ever deplete the mountain of 11,000 items in our inventory. With European certifications still pending and a complete lack of verified reviews or a marketing budget, we had no choice but to endure, relying solely on product quality. However, thanks to our early customers who recognized our sincerity during that barren period, we managed to exhaust our first batch of inventory in about a year. Looking back, that year of surviving on 250,000 KRW became Barr’s most precious nourishment, forcing us to ignore fluctuating numbers and focus entirely on the essence of the product. Q. I heard there was an incident where you scrapped all 3,000 units of a product early on to lower unit costs. How did you feel at the time? In the early stages, my excessive greed to lower production costs at any cost became my undoing. In the cosmetics packaging industry, the unit price drops significantly with bulk orders. Blinded by the desire to squeeze out a bit more profit, I pre-ordered 3,000 containers—far more than our immediate needs—and had them fully labeled. The catastrophe unfolded while those thousands of containers sat in the warehouse. I had failed to account for the thermal expansion and contraction caused by seasonal temperature fluctuations. As they endured these shifts over time, the pre-applied labels began to blister and warp across the board. The inventory I had stockpiled to save a few cents had turned into a toxic liability. What pained me most was the profound disappointment in myself. I had championed "minimalism" and "sustainability" as our core philosophies, yet my own avarice had reduced perfectly good containers into a mountain of waste before they could even hold a drop of formula. People around me suggested "covering" the flaws with over-stickers to save the stock, but I refused to release a product that would make me ashamed of myself. Ultimately, I scrapped all 3,000 units, disposing of them with my own hands. To the casual observer, they might have looked fine; had I shipped them, consumers might never have known, and I would have avoided the financial loss. But to my eyes, the defect was glaringly obvious. For a nascent brand, discarding that volume was a agonizing strategic failure. I cannot describe the self-loathing I felt for nearly sacrificing my principles for a fleeting profit. I learned firsthand the bitter opportunity cost of chasing shortcuts under the guise of "efficiency." Q. Why did you insist on unique recipes, such as "80% ingredient content," despite the manufacturer's dissuasion? At first, it was sheer, venomous stubbornness. I believed that cramming in the highest possible concentration of ingredients was the only way to convey my sincerity to customers. Whenever manufacturers dismissed my requests, claiming the formula would separate or that it was "impossible by industry standards," I clung to them relentlessly. I bordering on harassment, demanding they produce new samples until it worked. However, through countless failed tests, I reached a painful realization: the "completion" of the formula—how harmoniously ingredients interact on the skin—is far more critical than the mere numerical value of a single component. Currently, ingredient labeling is quite transparent. But viewing the market through that lens was shocking. Many products boast high concentrations on the surface, yet the oil and water separate or fail to absorb upon application. It is akin to a dish made with expensive ingredients that somehow tastes like nothing. I did not want Barr to be a brand that clung to "vanity metrics." Now, instead of stubbornly inflating numbers, I focus all my energy on finding the "optimal recipe" for maximum absorption and efficacy. I persuade manufacturers by scrutinizing even the slightest nuance in texture. By now, they are well-aware of my tenacity and no longer suggest "settling." The perfect balance achieved through that fierce tug-of-war is Barr’s greatest source of pride. Q. You spent years pursuing European certification (CPNP) without even having a sales channel. What was the driving force behind that grueling process? It was never about merely acquiring a certification mark. I wanted to objectively validate our product’s true capabilities by passing the world’s most stringent standards. During the process, I scrutinized every document from manufacturers, from the origin of raw materials to the most minute additives. This forced me to study my own products more deeply than anyone else, and as I passed each microbial and stability test, I gained an unshakeable conviction that our products were truly safe. There was a decisive, unforgettable moment. Due to a tight budget, I had only commissioned a hydration test from a European laboratory. However, after four weeks of clinical trials, the local researchers sent back an unexpected gift. They had observed a significant increase in "Elasticity" and provided a certified elasticity report free of charge, stating that the efficacy was too remarkable to ignore. The thrill of receiving an official endorsement from a prestigious European lab—confirming that our product "actually works"—is beyond words. Until then, it had felt like a lonely, solitary obsession. But that moment transformed the desolate time I spent in the wilderness into solid figures and data. What I gained was not just a certificate, but the pride to hold my head high before the world. While others were selecting flashy marketing adjectives to dazzle the public, we went out armed with objective data from a European laboratory. Looking back, those stubbornly reckless years became the deepest and strongest roots sustaining us. Q. From a management perspective, wasn't it a risky choice to maintain expensive European certifications and insist on eco-friendly packaging at such an early stage? Indeed, everyone around me warned that it was reckless. However, I believed that upholding the value of "honesty"—the brand's core identity—was as vital as immediate survival. If that integrity were compromised, survival would be meaningless. I chose to handle the vegan certification process personally rather than outsourcing it and insisted on high-cost eco-friendly packaging simply because I wanted to be proud of what I created. The current packaging is the manifestation of that persistence. It isn't just about aesthetic design; it is meticulously detailed to the point where strict European retailers unanimously agree it is "ready for the shelf immediately." From the front face to the interior of the unfolded box, we filled every inch with the brand’s philosophy and detailed information in multiple European languages. Global customers were the first to recognize this effort. When they saw the ingredient concentrations intuitively displayed on the front, they responded with, "It’s as trustworthy as a pharmaceutical product," or "I'm touched that I can immediately see what I'm applying without digging through a complex ingredient list." Their reactions solidified my conviction. They recognized the hours we spent excluding alcohol and silicon while seeking the optimal absorption balance. The same applies to the costs poured into CPNP. Even if a buyer likes your product, starting the certification process then takes at least six months. In the ruthless world of business, buyers never wait. While others spent money on visible advertisements, we built our infrastructure first by paying the maintenance fees for a Responsible Person (RP) in Europe. Ultimately, this pre-investment became the decisive key that allowed us to sign contracts with overseas buyers without hesitation. My insistence on protecting values became, in result, a powerful strategy that facilitated our business most effectively. Q. You targeted the European market from the beginning. Why do you think discerning European consumers responded to Barr’s "restrained honesty"? Having experienced European consumers firsthand, I found them to be far more conservative yet significantly smarter than expected. They do not open their wallets simply because a package is cute or exotic. Instead, they scrutinize every ingredient analysis site, checking for EWG Green grades and the absence of harmful components like artificial fragrances or alcohol. To these individuals, our slogan—"Great ingredients speak for themselves"—was not just a phrase. It was a promise fulfilled through the product. I was truly gratified when international YouTubers reviewed our products as a process of "decluttering" their lives. I believe the transparent disclosure of core ingredients, such as Centella Asiatica extract or Green Tea water at concentrations exceeding 80%, earned their profound trust. We adopted a strategy of "newness within familiarity" to cater to these consumer tendencies. While following the design and information layouts familiar to Europeans, we meticulously infused Korean ingredients within that framework. From their perspective, Barr was not some mysterious, exotic cosmetic, but a product that felt as comfortable as what they had always used, yet with significantly safer and more attractive ingredients. Ultimately, the consumer's conviction—that they will pay the rightful value for quality—became our greatest asset. The decisive key to opening the conservative European market lay in "localization" through delivering the information they desired in the most honest and comfortable manner. Q. What is your definition of Barr’s "true leap forward"? I take genuine pleasure in taking the path less traveled. While everyone else spoke of the US or Chinese markets, we planted our flag first in barren lands like Costa Rica, Colombia, and Myanmar. The true leap I envision is not merely being number one in sales, but hearing "K-beauty means Barr" in a distant country with an unfamiliar name. Becoming a brand that everyone in Costa Rica knows, even if it remains obscure in Korea—the premium and exhilaration provided by such reverse thinking is the fuel that drives me. My heart still swells when I think of Noelia, our first buyer in Costa Rica. Simply because she fell in love with our products, she hosted beauty classes at her home, invited friends to parties, and became a voluntary ambassador. That sincere flutter of wings spread across the Spanish-speaking world, from Southern Europe to all of South America, culminating in the miraculous result of entering offline stores in Colombia. I also vividly remember rushing to Incheon to attend the wedding of our Myanmar buyer, James. Had my objective been merely to sell products, scale the company, and exit at the opportune moment, these precious connections would have been impossible from the start. I want Barr to breathe and grow alongside the countless "Noelias" hidden all over the world. My dream is for Barr to become a living organism—a brand that shares essential beauty across borders and languages. Q. Even without a massive budget, international influencers voluntarily became "evangelists" for Barr. What force do you believe moved them through "fandom" rather than paid advertising? I believe it was the "communication with a real person," something large corporate brands can never emulate. In the beginning, we had no marketing budget, so my sister and I did the legwork ourselves, posting in English every single day. Instead of professional models, I—the CEO—posted my own skincare routines and consistently told stories about the efficacy of our ingredients. More than anything, the real power emerged from the comments section. When customers commented, they didn't say, "Hello, Barr." They said, "Hi, Celeste," calling me by my name. We, in turn, addressed them by their names, maintaining mundane yet intimate conversations like friends. As this cross-border bond gradually solidified, Barr was no longer just a cosmetics company to them; it became "my close Korean friend’s brand." Communicating in English allowed global users with a shared interest in skincare to gather without borders. The relationships became so strong that I often heard, "I must visit you when I go to Korea." I believe that being recognized as a "person" rather than an advertisement and connecting through names was the essential force that cultivated a fandom more powerful than any exorbitant advertising spend. Q. It is highly unusual for international fans to use Google Maps to find an office tucked away in a Seongsu-dong alley. Beyond purchasing products, why do you think they seek out this physical space? To them, Barr’s office was likely not a corporate headquarters, but a "close friend's space." There was a strong desire to physically verify the intimacy they had built by observing and interacting with our daily lives online. Honestly, there isn't much to see at the office, yet fans traveled from Portugal, Germany, Turkey, and beyond to find us. Many individuals remain vivid in my memory: Fatma, a Turkish Airlines flight attendant who visited multiple times, and Kirsten from Germany, who once brought a whole group of friends. Recently, Kirsten visited again with her daughter, and our children played together at the Children's Grand Park. Though we met as a brand and a customer, we have now become people who share each other's families and daily lives. I do not believe they carve out precious time from their busy travel itineraries to visit an alley in Seongsu-dong just to get an extra product. They want to confirm if the sincerity we shared online is genuine; they want to encounter "Barr as a persona." It was a profound experience that allowed me to realize firsthand the powerful bond created when a brand ceases to be a rigid corporation and becomes an "organic entity" that breathes and grows alongside its customers. Q. I understand there were acquisition offers (M&A) and investment discussions from various sectors, including international markets, last year. As an entrepreneur, these must have been tempting; what was the rationale behind your judgment that the time wasn't right? Rather than a simple rejection, it was a precious opportunity to contemplate the "future" and "sovereignty" of the brand. When global aggregators began to reach out, I was initially gratified by the conviction that the path we had walked in silence was finally being validated by the market. We engaged in quite serious discussions with global beauty retailers regarding specific equity investments or joining their house brands. However, as the discussions deepened, a fundamental question haunted me: "Would we truly be happy being consumed as just another portfolio piece intended solely for scaling?" At that moment, my sister—who has endured every hardship by my side—realigned my perspective. One day, she showed me a vision board of a renowned global entrepreneur and asked, "Did we suffer all this way just to sell the company at a good price?" She pointed precisely to the value of our "sovereignty." She argued that while accepting the offer would bring immediate financial abundance and comfort, our established principles and philosophy would inevitably be swayed by the cold logic of capital. She said, "We can be at the epicenter of K-beauty earning global trust, moving beyond just a passing trend. Why hand that opportunity over to someone else so soon? Let’s draw the greater future of K-beauty ourselves." Her words struck a chord deep within me. That was my wake-up call. Instead of plucking the sweet fruit of a divestiture now, I felt a renewed tenacity to personally open the doors of the European market even wider and complete the story of "Barr" with our own distinct colors. We haven't even reached half of the vision we initially mapped out. Q. If you were to define "minimalism"—the core value of your brand—as a philosophy beyond merely reducing ingredients, how would you describe it? To me, minimalism is not just about emptying; it is an attitude of choosing "where to focus my energy." I strive to minimize the stimuli in my daily life. I park in the same spot, eat similar foods, and decisively cut out unnecessary social ties or draining gatherings. Only by stripping away the meaningless stimuli that deplete my energy can I secure the time to care for the work I must truly focus on, my family, and myself. Barr’s products mirror my way of life. There is no need to subject the skin to excessive irritation by applying a ten-step regimen. When unnecessary steps are removed and a single essential ingredient is delivered properly, the skin breathes most comfortably. The process of clearing clutter from the vanity to leave only the essentials is, ultimately, the most honest way to love one's skin and life. To some, this might appear as a monotonous or unexciting daily routine, but I find the greatest happiness in the serenity of this solid ritual. This is the value Barr wishes to convey to its customers: not to reveal oneself ostentatiously, but to serve as a silent backdrop that organizes a complex daily life into something simple and clear. I hope that in the space created by that emptying, our customers can find the essence of their own lives. Q. Recently, the beauty paradigm has shifted from makeup that conceals flaws to a direction that reveals health. What role does Barr wish to play within this macro-trend? Focusing on concealment inevitably leads to a vicious cycle. One applies thick layers to hide imperfections, which clogs pores and triggers breakouts, necessitating even thicker layers of camouflage. Living as a "version of oneself that is not real," solely for the sake of appearances, is never a comfortable existence. I believe that skin treated with cosmetics must, above all, be able to breathe. Today, the world is enthralled by the Korean "Glass Skin"—that porcelain-like complexion. Its core lies not in heavy foundation, but in the transparently glowing inner skin—the fundamental physical strength of the dermis. Ultimately, the essence returns to skincare. Even a simple application of sunscreen should feel as light and comfortable as one's own skin, free from any sense of suffocation. While I am not a grand theorist leading a massive meta-discourse, I intend to uphold this principle to the very end through Barr. To help the skin maintain its innate health and to present products that make the skin glow on its own without forced additions. Contributing to this era by remaining faithful to the basics—helping customers' skin stay in its most comfortable state without being swept away by fleeting trends—that is Barr’s way of contribution. Q. What is the future direction for Barr, and what is your ultimate goal? I do not want Barr to be a "trendy item" that flashes brilliantly and then vanishes. In fashion terms, I aspire for us to be like Uniqlo’s "White T-shirt"—the most fundamental item that one naturally reaches for every day, regardless of the surrounding extravagance, and one that fits seamlessly into any style. Our goal is to become the "standard of skincare" that anyone picks up without hesitation when their skin is exhausted, recovering from a procedure, or simply wishing to return to basics from a complex routine. To build such a brand, I believe the key lies in how firmly "essence" and "consistency" are interlocked. While focusing on the essence of minimal care for sensitive skin, I strive to preserve the visual identity and the tone of our message to ensure that value remains unshaken under any circumstances. Thus, rather than instilling illusions with flowery prose, I want Barr to embody the unadorned transparency of "The Ordinary," proving its merit through ingredients alone. Simultaneously, I aim for a brand with a subjective narrative like "Glossier," where the founder’s sincerity and energy permeate every corner. My ultimate goal is not a grand sales figure. It is to remain a brand that stays in a corner of a customer’s vanity even after 10 or 20 years—a brand that represents a life attitude of trust, where "Barr is enough." In the daily lives of those who know how to organize themselves and focus on the essence, I hope Barr serves as a reliable background that silently supports their healthy lives. For that heavy continuity, we intend to walk this path without wavering.

Inhoo Cho: The Execution-Focused Growth Story of a Strategic Architect As someone whose profession revolves around asking questions, I am turning the lens on myself today—not to showcase a grand success story, but to candidly document the "unsteady steps" I’ve taken while navigating obstacles and finding my way. Henry Ford once said, "When everything seems to be going against you, remember that the airplane takes off against the wind, not with it."  I live by the belief that adversity and obstacles—the headwinds of life—are often the very forces that provide the most powerful lift for takeoff. Every time I stepped outside my comfort zone, the resulting anxiety and sense of lack became the very "headwinds" that sharpened my resolve. My journey—transitioning from Finance to Marketing, and from the stability of a global corporation to the volatility of a startup—is marked by the scars of those battles. My recent tenure at Sweet-bio was no different. Scaling a one-person operation into a high-performing team of fifteen while building a marketing infrastructure from scratch was a process of creating an "environment" where my colleagues could thrive, even when I, as their leader, felt the force of the wind myself. Now, I am preparing to leave this place where all metrics have reached a point of comfort. I’ve decided to move away from what others call the "peak" to face a blank canvas once again, throwing myself into the even greater headwinds of the global stage. I hope that this journey—of using lack as a catalyst to forge my own path—offers a small measure of comfort and resonance to all of you fighting your own battles on your respective fronts. Q. Transitioning from Finance to Marketing is incredibly rare in the conservative manufacturing industry. What was the decisive moment—and the underlying drive—that allowed you to break through such an impossible barrier? My move from Finance to Marketing at Nestlé started less from grand ambition and more from a physiological aversion to "ambiguity." The catalyst was a meeting I happened to overhear. A brand manager was giving a directive to an ad agency, saying, "Please make it a bit more... edgy." After the meeting, I asked the agency staff what that actually meant. Their response? "It just means 'figure it out and do it well.'" I couldn't help but smirk, but it was a wake-up call. That was the moment I saw the vacuum of logic hidden behind the glamour of marketing. I became convinced that if I could define my objectives in clear language and set concrete goals that allowed others to take immediate action, I would have a significant competitive edge. Of course, the process was far from smooth. HR shook their heads, telling me there was "no precedent" for such a move. But that didn't bother me. I believed that if there was no precedent, I would simply become the first; if there was no path, I would walk it until one was made. The opportunity finally came during a company-wide project presentation. A Marketing executive found my pitch intriguing and proposed a hybrid role. This launched a grueling chapter of my career where I managed capital in the morning and immersed myself in new product launches in the afternoon. Yet, that extreme schedule granted me a unique, multi-dimensional perspective. While marketing focused on the creative, I was simultaneously reading the underlying resource efficiency and profit structures. This allowed me to structure and communicate missions to cross-functional teams in the language they understood best. By backing up persuasion with clarity that went beyond mere numbers, the organization finally began to see me as a marketer. What I realized through this intense transition is that no experience in life is ever wasted. I never expected that my seemingly dry years in Finance would become my "secret weapon" for commanding a room in the marketing world. As Steve Jobs famously said, the dots eventually connect. The key isn't necessarily where you are headed, but how you weave the fragments of your past into your own unique, original narrative. Reviewing Innovation Performance and Presenting Strategy at Nestlé Korea (2018) Q. At Nestlé, you managed new product launches while collaborating with the Swiss headquarters and various international branches. What did you learn from working within such a massive global organization? What I learned from collaborating with a global headquarters was simple: it all comes down to "overwhelming diligence and a 1% edge."  Many Koreans on the global stage tend to act with excessive caution, as if they are representing their national dignity. Out of a desire to be polite, they often swallow the sharp, critical questions that need to be asked. I didn’t have the luxury of relying on such romantic notions. My "relentless tenacity" had already been proven during my time in Finance, when I successfully recovered overseas receivables that everyone else had written off as a lost cause. At the time, a joint venture was being liquidated, making the recovery of those "abandoned debts" virtually impossible. When I volunteered to go after them, my colleagues looked at me with pity. But I didn't back down. I worked my way up the chain of command—from the European branch managers of our partners all the way to their CFO—literally shaking the decision-making tree as I went. "If I don’t hear back from you, my next discussion will be directly with your superior." By issuing warnings that were polite yet chilling, I pressured them for a resolution like a predator that never loses sight of its target. On the day the foreign currency finally hit our account, I had a profound realization: In the world of business, a person who proves results  despite any obstacle is far more powerful than someone who is merely "nice." That tenacity became my core competency even after I transitioned to Marketing and began managing global product launches. If an overseas contact delayed sending data, I was more than willing to become their "difficult partner." I utilized time zones to ensure my emails were the first thing they saw upon arriving at work, and I aimed to overwhelm them with information by knowing the product ingredients better than they did. As a result, the products launched exactly on schedule, and I received feedback from HQ that I was a "Reliable Partner."  Goethe said, "Kindness is the golden chain by which society is bound together," but in business, I believe that chain only holds value when it is reinforced by the result of "success." On the international stage, there is no practical benefit to being remembered as just a "polite Asian." It is far better to be the colleague who is "tiring to work with, but always gets the job done." I wasn't diligent because I had a pleasant personality; I was diligent because I was desperate for success. And I found that tenacity—born from that desperation—is the only language that truly carries weight on the global stage. Serving as the Continuous Improvement (CI) Project Manager at Nestlé Korea (2013) Q. You won the InGenius accelerator program in 2017. What was the innovative idea you proposed, and how did you bring it to life? When I participated in "InGenius," our in-house accelerator program, I genuinely believed that a single idea of mine could shift the market. I proposed a model that seamlessly integrated brand content into gaming. It involved weaving brand narratives into the storylines of casual games, allowing users to exchange points earned in-game for physical products at offline retail stores. While this sounds like the common "Play to Earn" (P2E) model today, it was quite a radical concept at the time. However, when I tried to put the idea into action, my supervisor’s response was cold. I was told, "If you have time for that, just go home and rest." I didn't let it stop me. After work, I personally visited gaming companies to pitch the proposal and persuaded managers at Emart to integrate our systems. My desperation must have been convincing; the gaming company responded so enthusiastically that they produced a demo video even before we had signed a contract. On the day of the final presentation, while other teams recited rosy futures with flashy PPT slides, I played the actual working demo. The judges were astonished. "With the budget in place, we could launch this tomorrow, couldn't we?" The result was an overwhelming victory. Grand Prize winner of the Nestlé Korea InGenius Accelerator Program (2017) But the joy of victory was short-lived. Just as we were about to execute the budget, I was notified of a budget freeze due to poor quarterly performance. I had to watch the results of months of legwork—running back and forth between the game studio and the retailer—collapse instantly, blocked by the rigid budget cycle of a massive organization. That was the moment of realization: Global corporations are stable, but they are also heavy and slow. No matter how sharp an innovation is, it becomes obsolete if it cannot catch the wave of timing. I wanted to release my ideas into the world faster and more proactively. People around me tried to stop me, asking, "Why leave such a great job?" But I was certain: Innovation is not the idea itself; it is realized only in an 'environment' where that idea can be executed immediately.  Instead of staying within the fortified walls of Nestlé, I chose to head out into the wild fields of startups. That reckless conviction was, in hindsight, the bravest decision I ever made. Q. Your Joonggonara April Fool’s Day campaign was featured in major national news outlets like JTBC and SBS, engaging 16.8 million members. Could you walk us through the entire process, from planning to execution? To be honest, the start of this campaign was close to a disaster. It was a project pushed onto me just three days before April Fool’s Day. My initial suggestion was to mimic the success of other companies by posting "absurd fake listings" ourselves, but the feedback was immediate and cold: "That’s not very Joonggonara." That rejection triggered a total shift in perspective. Joonggonara’s greatest "Achilles' heel" had always been fraudulent or "fake listings." Within the company, it was a taboo subject. However, I noticed a dual perception: while the public hated scams, they consumed the most absurd fake posts as a form of "play" or "memes." So, I pivoted and made a new proposal: "Instead of banning them, let’s give them a stage—just for one day. Let’s allow the users themselves to post the most witty fake listings in the world." We held an emergency session on a Saturday and created the "National Eccentric Listing Contest." We couldn't even get help from the design team, so a marketing staff member had to handle the Photoshop work themselves. Paradoxically, that raw, unpolished aesthetic perfectly matched the community sentiment—people were craving authentic fun that didn't feel like a polished corporate ad. On April Fool's Day, the response was explosive. From Donald Trump’s autograph to a giant magpie robot in Bundang, and the crown jewel—an "Unopened Egg of Bak Hyeok-geose" (the mythical founder of an ancient Korean kingdom)... the users' imagination far exceeded my expectations. By evening, press inquiries were pouring in, and by 9:00 PM, Joonggonara was featured prominently on the JTBC and SBS nightly news. Press coverage of the Joonggonara April Fool’s Day Campaign (2019) What was even more shocking was the cost. The only assets invested were two staff members working a weekend and 500,000 KRW ($400) for prizes. For just 500,000 KRW, we landed in the center of the national media spotlight—a reach that even multi-million dollar TV ad campaigns struggle to achieve. The insight from this campaign is clear: the most powerful marketing begins when you stare the essence of the subject and the public’s perspective straight in the eye. When you take a weakness you want to hide and transform it into the language of the users, the impact is beyond imagination. Joseph Campbell, the American mythologist, once said: "The cave you fear to enter holds the treasure you seek."  For Joonggonara, fake listings were the cave we wanted to avoid, but it was only by walking into that cave that we found the treasure: the enthusiastic engagement of 16.8 million members. I believe this success wasn't just luck; it was the inevitable result of a deep, accurate understanding of our users. This translation captures the shift from frustration to inspiration, highlighting your evolution into a thought leader who finds value where others see waste. Q. I’m curious about what led you to start writing seriously. How did it all begin? My journey as a writer didn't start with grand ambition; rather, it was born from a deep, lingering sense of "regret." During my time at Joonggonara, while planning new business ventures, I spent my days immersed in innovation cases from around the world—US platforms, Chinese e-commerce models, Japanese subscription services. I would spend sleepless nights researching and analyzing, only to have my proposals consumed in ten minutes during a meeting. A brief "Sounds good, let's look into it," and that was it. Every time the brilliant insights I’d uncovered vanished into thin air, I felt a physical ache of missed opportunity. To soothe that frustration, I began organizing those "gathering dust" research papers and posting them on platforms like Brunch story and Tistory. Then, something strange happened: readers began responding enthusiastically to the very information that was meant to be forgotten in a corporate drawer. In writing, the hardest part is often enduring the uncertainty of whether anyone will actually read your work. I got through that period simply by being driven by the sheer satisfaction of the craft itself. To be honest, I still don't fully understand why so many people resonate with my writing. I’m just grateful for the warmth that is exchanged when the depth of my ordinary reflections touches someone else’s heart. The biggest turning point in my journey was moving beyond analyzing international cases to conducting my own interviews. When I relied solely on overseas articles, I was left with mere speculation. By meeting founders face-to-face, I could ask deep, tenacious questions. I still remember the trembling in my fingertips when I sent out my first interview proposal. Once we sat down, I couldn't stop. "Why that specific problem?" "Exactly how did you feel in that moment?" If an answer was vague, I dug deeper. I worried I might be overstepping, but surprisingly, many founders thanked me. They told me my questions helped them redefine their own business models. As Walter Benjamin said, "Language is not just a medium for communicating thought, but a process for shaping the form of thought itself."  Through these interviews and the act of writing, I finally felt I was encountering the true substance of my ideas. It wasn't just Q&A; it was a shared journey toward an answer, and it became my most valuable form of learning. Even now, the fuel for my writing remains that same "regret." I write because it’s a waste to let research be discarded; it’s a waste to let insights fade; and it’s a waste to leave a founder's true heart unheard. Fixing that regret into words has become a lighthouse for others in the dark—and for me, a new lens through which to read the world. Q. As an interviewer, what is your secret to drawing out deep inner thoughts and genuine insights from your subjects? If I have a unique skill, it isn’t flamboyant eloquence; it is a relentless curiosity, meticulous preparation, and a fierce, singular focus on the person in front of me. Before meeting an interviewee, I trace every footprint they’ve left in the world. I comb through their websites and articles, of course, but I also dive deep into past interviews, videos, and social media posts. My goal is to avoid the predictable and pull out stories from the depths. For instance, if I anticipate a formal answer like "We aim for customer-centric service," I won’t ask a generic question. Instead, I might say, "You’ve emphasized that in previous interviews, but when was the moment that decision caused the most intense internal pushback?" The moment a question that sharp is posed, the interviewee's eyes change. Once they are certain that I’ve "done my homework," they stop reciting PR scripts and start sharing their true narrative. However, even more important than the questions is the "calibration"  during the interview. I am highly sensitive to the specific words they choose and where their voice gains strength or grows quiet. If they say, "It was really tough back then," I immediately fold up my prepared script. I follow up on the spot: "What kind of toughness was it? Was it the capital, or was it the people?" This makes them pause. Then, they say, "Actually..." and the real story begins. Attending a Startup Demo Day (2018) If a subject responds abstractly, I ask for a concrete example. Conversely, if they only list examples, I ask for the underlying principle that connects them. I strive to read the texture of a single word. A person who says they "succeeded" and a person who says they "survived" have walked two completely different paths. Stephen Covey, the master of self-development and management consulting, once said, "Most people do not listen with the intent to understand; they listen with the intent to reply."  While many interviewers close their ears because they are busy thinking about the next question, I listen entirely to understand. By keeping my questions brief and my listening deep, I see it as my role to help the interviewee encounter truths about themselves that they might not have even discovered yet. Ultimately, a great interview is the byproduct of a "tense rapport"  achieved through deep understanding. I love the vivid process of taking the raw insights salvaged from that understanding and shaping them into a warm, resonant story that readers can connect with. Q. Out of all the startup founders you’ve interviewed, who stands out the most in your memory? Many have inspired me, but the stories that truly touch the depths of my heart are never the flashy tales of success. Instead, they are the accounts of their most desperate "lean years"—the times they spent in the trenches of survival. I remember interviewing Yang Jun-young, the CEO of Kinolights. As he recalled the agony of his early days, his voice dropped. He confessed, “With tears in my eyes, I had to carry out layoffs, and in the end, I even had to resort to private loans.” The moment the words “private loans” hung in the air, a chill ran down my spine. It was the moment I understood—not just intellectually, but with my whole heart—that entrepreneurship isn't just about selling an idea; it’s about betting your entire life. Another founder once posed a question to me: “Do you know when the hardest moment is? It’s not when your bank balance hits zero.” He fell silent for a moment, the ghost of a harrowing past flickering in his eyes. “The most painful thing is when the colleagues you shared dreams with all night—the ones who vowed to change the world with you—leave one by one. You can endure having no money, but when the world of trust you built collapses... that’s something else.” The silence following those words was heavy with an immense sense of emptiness and loneliness. Strangely, when I organize my interview notes, the "victories of numbers"—like revenue figures or investment rounds—tend to evaporate quickly. Instead, the stories of enduring the most vulnerable and fragile moments remain, burned into my memory like a brand. I suspect it’s because the raw emotions—the desperation of taking a high-risk loan, the betrayal of a departing colleague, and the courage to rise again regardless—become deeply ingrained in me through empathy. This is why I always tell founders: "Tell me your story of survival, flavored with sorrow and joy, rather than a perfect story of growth. That is what truly proves your character." Those who initially hesitate, fearing they are exposing their weaknesses, often tell me after pouring their hearts out, “I finally feel relieved, like I’ve told my real story.” Readers feel the same way. Flawless success only breeds envy or distant admiration, but the narrative of a fallen person finding the strength to stand back up creates deep empathy and profound comfort. Life sometimes scratches us and leaves us depleted, but paradoxically, I believe people are reborn at their strongest in those very broken places. That is why I love asking founders about their most painful moments. It is through those cracked, scarred openings that a person’s unique, original light truly begins to shine. Q. After interviewing so many founders, you suddenly shifted your focus to Venture Capitalists (VCs) and even wrote a book about them. Was there a specific reason you sought to document the inner thoughts of these often-mysterious figures? This project began with a humble desire to level the "uneven playing field"  between investors and entrepreneurs. What I noticed while interviewing founders was a stark information asymmetry: investors walk into meetings knowing everything about a founder’s business model and background, but founders often stand at the "judgment seat" without knowing anything about the person or the philosophy of the partner sitting across from them. To bridge this gap, I met with twelve Venture Capitalists to capture their authentic voices. The world of VC remains a mystery to the public, often veiled in secrecy. Through this record, I wanted to shatter common misconceptions and prejudices. I aimed to shine a light on the human struggles and passions hidden behind the cold image of the "ruthless judge," and to highlight the vital role they play in sustaining the startup ecosystem. Meeting with Lead Investment Manager Jangwon Byun after the publication of "People Who Invest in the 1% Possibility" (2025) While conducting these interviews, I realized that the VC world is as full of human elements as it is of logical calculations. As Daniel Kahneman’s research suggests, our decisions are ultimately heavily influenced by intuition and emotion. Seeing their records of failure and the emptiness hidden behind flashy success stories—and witnessing their genuine efforts to ensure that even when an investment fails, people and experience remain—gave me the conviction I needed for this project. Ultimately, this book is a raw, on-the-ground record of people chasing a 1% glimmer of hope. It is not just a manual on investment techniques; it captures the essence of business—how to manage risk and make decisions amidst uncertainty, and how to draw massive success from a tiny possibility. I hope this record serves as a reliable guide for entrepreneurs and a window for the public to understand the front lines of innovation. Q. How did you come to join Sweet-bio, and what was your role there? My connection with Sweet-bio traces back four years to "COMEUP," an event hosted by the Korea Institute of Startup & Entrepreneurship Development. When CEO Jong-min Oh learned of my background at Nestlé while we were exchanging business cards, his reaction was quite intense. He expressed deep admiration, stating that "Nestlé is the ultimate role model that Sweet-bio aspires to emulate." That meeting was far from a one-time encounter. Later, I wrote about Sweet Bio’s founding narrative for the Dong-A Business Review (DBR) , which allowed us to explore each other’s philosophies deeply as interviewer and interviewee. Built upon that long-standing trust, the company's business needs and my personal timing reached perfect resonance last year, leading to my decision to join the team. Upon my appointment, my mission was clear: to redesign the strategy and marketing framework from the ground up. Over the course of a year, I expanded a one-person operation into a strategic division of fifteen. My focus was on transplanting the advanced processes of a global corporation into the agile framework of a startup. I boldly stripped away inertial meetings and completely overhauled the organizational culture, ensuring that "execution" became the default setting over mere "deliberation." This ripple of change was validated by remarkable numbers, fueled by the dedication of the marketing team. Revenue from our D2C mall and Smart Store grew by 700% in a short period. We showcased our market presence through collaborations with leading brands like Artisée, Gong Cha, and Haitai Confectionery. In particular, Marketing Team Leader Yuri Lee, with whom I have worked since my Nestlé Korea days, was the cornerstone of this team-building effort. Leveraging her expertise in home shopping, our first broadcast—led by her and the sales team—achieved a record-breaking sell-out of 110,000 units in just 28 minutes. Thanks to her constant efforts to stay in sync with my vision, we were able to create the ultimate synergy. With members of the Strategic Marketing Division (Clockwise: In-hu Cho (Head of Division), Seung-won Park (D2C Manager), Hee-jung Noh (Direct Store Manager), Jin-kyung Park (CX Manager), Hyo-sun Han (Product Planning Manager), Ji-yoon Yoon (Marketing Manager), Yuri Lee (Marketing Team Leader)) (2025) These dazzling metrics are not my doing; they are the fruits of labor from team members who executed their tasks far more brilliantly than I could have. I simply trusted them entirely and delegated authority boldly. I believe the essence of a leader is not to be a player on the field, but to be the "architect of the environment." My top priority was to create the fertile soil where the potential of each member wouldn't go to waste but instead explode to its maximum, and to clear the path so they could move forward without hesitation. Management scholar Peter Drucker defined management as "the art of getting things done through people."  In that arena of art, meeting team members who responded to my delegation with such overwhelming results is the greatest pride of my career. This translation captures your journey from a hands-on leader to a mentor who cultivates loyalty through radical trust and character-focused recruitment. Q. After joining Sweet-bio as the Head of Strategic Marketing, you built a team of fifteen from scratch within a year and maintained an incredibly low turnover rate. Could you share your team-building strategy and leadership philosophy? The beginning and end of team building lie in "hiring the right people and taking full responsibility for them until the end." I value character and growth potential far more than a flashy resume. I remember hiring the manager who eventually led our D2C revenue to 700% growth. There were many candidates with more impressive backgrounds, but I offered them the position because of their attitude immediately after the interview: they asked me for direct feedback on their weaknesses. That courage to stare down their own shortcomings and face uncomfortable truths gave me all the conviction I needed. Practical skills can be taught, but that kind of character is rare and difficult to learn. In response to the trust I placed in them, they delivered overwhelming results, and we developed a deep sense of mutual gratitude that went beyond being mere colleagues. Introducing the brand to customers at the Hyundai Department Store pop-up in Apgujeong (2025) I believe leadership is surprisingly simple. Its essence is for the leader to move first and create an environment where the team feels safe to run. Rather than standing back and observing, I want to be on the front lines with my team. I personally carried boxes and served customers at our pop-up stores. I believe you must feel the pulse of the field yourself to make the most accurate and responsible decisions when the team faces a problem. When rebuilding the organization, I put the most effort into increasing the "density of trust." When I first arrived, the cynicism from the Design Team Leader was beyond imagination. When I suggested we prove our capabilities externally by winning a design award, he scoffed with a cold, indifferent reaction. However, I saw the heavy sense of responsibility and the pride in his skills hidden behind that stubbornness. I knew that trust built through difficulty is the hardest to break, so I never gave up and continued to offer my support and interest. To broaden his perspective, I personally arranged a meeting with the design team of "Living Crafts" (Saenghwal Gongjakso), a brand that had swept global design awards. At the same time, I constantly stimulated his professional pride as a designer, telling him, "If it's to protect our brand philosophy, we must be willing to endure any friction." The result of that process was our "Brand Guidebook." Recently, other companies we collaborated with were stunned by the sheer level of detail in that guidebook. Ultimately, his cynicism transformed into the most fervent conviction. Appointing him as the official Team Leader when the design team was formalized was my way of showing sincere respect for his potential. When I shared the news of my departure recently, his expression of deep regret was the clearest evidence that I had successfully drawn out his latent talent. Fear only makes people submit, but sincere trust makes them move on their own. I believe that a solid bond built this way is the most powerful axis that sustains an organization. Q. From Finance to Marketing, and from global corporations to startups—your career path has been unconventional, to say the least. While a hiring manager might view such a non-linear trajectory with skepticism, what is the underlying necessity that ties these experiences together? From an HR perspective, my resume might look like one they’d want to avoid—it shows a lot of significant shifts. I suppose I wasn’t destined for a "comfortable" corporate life. Even at Nestlé, where I stayed the longest, I went through six completely different roles in just six and a half years. I once asked my CEO, "Why do you always turn to me whenever a new mission comes up?" His answer was clear: "Because whenever a new opportunity or a complex problem arises, you are the first person I think of. I have total confidence that you won't say no and that you will break through any obstacle." Hearing that made me realize he was right. I have never once said "it can’t be done" to a mission I was given. Perhaps the CEO saw me more clearly than I saw myself back then—he understood that I’m the type of person who gains energy only by constantly challenging myself and consuming new experiences. With former CEO of Nestlé Korea, Erwan Vilfeu (left) (2016) If you ask me whether all these paths were part of a pre-planned strategy, my answer is "no." I was simply being true to my primal instinct of curiosity. I find assembling a "smooth" resume for show to be incredibly tedious; instead, I genuinely enjoy the grueling process of deriving my own answers in unfamiliar territories. Some might look at my history of not "digging a single well" with concern. However, I believe it is far more like me to plan and execute the future than to look back at the past with regret. The sharp numerical sense of Finance, the strategic vision of Marketing, and the flexible adaptability I’ve gained by navigating diverse industries have become a unique, one-of-a-kind arsenal that only I possess. Though it hasn't been a planned, straight line, this winding trajectory has become the most multi-dimensional and powerful narrative proving my professional expertise. Q. Do you have a specific know-how for balancing your primary career with your activities as a writer? People often ask for a "secret," but for me, my primary career isn't an obstacle to writing—it is my most fertile source of inspiration. It’s on the front lines—leading organizations, persuading stakeholders, and engaging in intense collaborations—where countless thoughts and insights intersect. If I only sat behind a desk, I would have run out of stories long ago. The process of organizing my experiences into writing is a form of "purging" for me. Once I pour out the tangled thoughts in my head onto the page, I create space to fill with new experiences. Within this infinite cycle, I am constantly thinking about how to improve. I know all too well that if my thoughts stop, my growth stops—and my writing will naturally cease as well. This is why I strive never to remain stationary. I am convinced that I grow stronger only when I continuously expose myself to new challenges and trials, throwing myself into unfamiliar environments. As long as I keep moving, there is always another story waiting to be told. Of course, time is always scarce and energy has its limits. Nevertheless, I believe that if I don’t constantly discipline myself, I cannot properly fulfill my role as either a leader or a writer. I want to live my life learning and colliding with reality on the ground until my very last breath. Documenting the traces of a life lived that intensely—that is my only secret to balancing my career and my craft. Q. You are now leaving the familiar behind to challenge a new horizon. What are your plans and ultimate goals for the future? Paradoxically, I decided to leave Sweet Bio because all the metrics were absolutely perfect. With the shift to profitability, steep revenue growth, and a solidified brand, everything was cruising on a stable trajectory. But as the system grew more rigid, my entrepreneurial instincts began to ring an alarm. Rather than discussing the efficiency of optimization within an already completed structure, I realized I needed the adrenaline of drawing a new blueprint on a blank canvas once again. I finally truly understand the intent behind CEO Jong-min Oh’s earlier invitation when he said, "I want to meet you as founder to founder." Perhaps he saw the untamable entrepreneurial wildness hidden inside me even before I did. Attending the 2025 Greece Food Expo (From left: Gwang-se Lim (Head of R&D), Jong-min Oh (CEO), Inhoo Cho (Head of Strategic Marketing)) After deeply reviewing several options recently, my conclusion is clear: I am at my most effective, and my choices are most regret-free, when I take the helm and forge my own path. Using that conviction as a springboard, I plan to enter a completely different industry this year—one I haven't experienced before. With the global market as my stage, where domestic and international boundaries disappear, I intend to challenge myself with the work I do best and have longed to do most. To that end, I am currently fully focused on exploring the next steps for this new stage. I am meeting with stakeholders in unfamiliar territories, debating with them, learning their language, and essentially starting again from the bottom. Beyond just acquiring information, I am investing the most effort into digging into the essence of this new field and reinterpreting it through my own lens. As long as my career continues, I want to keep learning, colliding, and remaining flexible and agile. My essence lies in surpassing limits and expanding my territory rather than settling for past achievements. This time I’m spending now, laying the foundation in an unfamiliar domain, is not a period of wandering—it is an inevitable preparation for a broader market. I believe this journey of forging a path where no "right answer" exists will be the most certain engine to keep me awake and driven.

Bokeun Kang: The People-Centered Growth Story of Zespri Korea's Managing Director "Do you know why there are no Korean CEOs at global companies? It's because they don't dream it." This single remark from an American English instructor shook Kang Bokeun, Managing Director of Zespri Korea. Starting as a sales rep in Busan, he achieved top performance for four consecutive years, experienced a painful failure at Nestlé within a year, and then spent seven years at Zespri growing a 100 billion won company into a 300 billion won enterprise. Now, he dreams of becoming the first Korean CEO of a global company. His path has been anything but ordinary. Though coming from sales, he obtained certifications in positive psychology and professional interviewing, and says, "If I weren't in sales, I'd want to be in HR." After becoming managing director, he prioritized restoring psychological safety in the organization over sales targets, and still runs a weekly "tea time" where employees share gratitude with one another. His management philosophy is simple yet powerful: "Company growth comes from individual growth." With this belief, he achieved 3x revenue growth over seven years. A leader who invests in people, leads by example in personal growth, and challenges himself daily toward bigger dreams. Discover the story of "people-centered growth" that Managing Director Kang Bokeun is proving real. Q. You achieved top performance for four consecutive years at Kellogg's Busan branch. How was that possible? If you trace the roots of diligence back, you'll find my father. He was a blue-collar worker who loved to drink, but in my entire life, I never once saw him wake up late the next day after drinking. That image somehow lodged itself in my subconscious. Thanks to that, I had perfect attendance for all 12 years from elementary through high school, and people around me often described me as "sincere" and "diligent." As those descriptions accumulated, diligence became part of my identity. So if you ask me how I define diligence, it's simple: having a sense of responsibility for what you're assigned and seeing it through to the end. In sales, there are times when you get brutally criticized for poor performance. Every time, I thought, "I need to be confident." When someone asks, "Why aren't you hitting your numbers?" you should be able to confidently say, "If anyone thinks they can do better than me, come and try." That confidence comes from being more certain about your role than anyone else, and that ultimately stems from diligence. Let me give you a specific example. When I was selling in Busan, my territory was western Gyeongnam—covering Gimhae, Changwon, and Masan. One day, I was making my rounds through Jinju and Changwon, and needed to hit a client in Gimhae last. Then it started pouring in Changwon. I had an appointment, but it was a situation where no one would blame me for not going. In fact, if I'd just called and said, "It's raining too hard, let's meet next time," they would've said, "No problem, get home safely." But I always went. Strangely enough, something good always happened when I went on those days. "Put in whatever orders you want today," or "You're short on your monthly target, right? Fill it here." After a couple of experiences like that, my choice at those decision points where I could slack off was always the same. Good results followed, and it helped my career, so there was no reason to hesitate. Those things accumulated into four consecutive years of top performance. Q. Your performance was strong—why did you leave? Right after graduating from college, I joined Kellogg's Busan branch. The first time I saw the head office sales director come down, I was shocked. He had a team of secretaries and sales support staff following him, everything was perfectly prepared—it looked incredible. I'd been there less than a year, but I thought, "If I'm going to work, I need to get at least to that level." But after working for 2-3 years, reality set in. No matter how well I performed at the Busan branch, there was a ceiling to reaching executive level or sales director. I thought I needed to go to the Seoul headquarters for more opportunities. As it happened, there was an opening for a Key Account Manager position at headquarters—a core role managing major retailers like E-Mart and Lotte Mart. I thought, "This is it," and applied. A few days later, the answer came back: "No." When I asked why, they said, "You're too young." This position required directly dealing with buyers from major retailers like E-Mart and Lotte Mart, and managing sales reps in their 40s. They judged that someone in their early 30s like me lacked the experience and age for it. In that moment, it became clear: "There's no more opportunity for me here." Without regret, I decided to switch jobs and moved to Reckitt Benckiser's Seoul headquarters. Reckitt Benckiser was a completely different world. At the Busan branch, I might see a headquarters sales executive once every three months, and briefly at that. At Seoul headquarters, I worked in the same office every day. I could see how he thought and made judgments, what questions he asked, how he led meetings and made decisions—I could learn all of it right beside him. That became decisive in my growth. Q. You left Nestlé after just one year. What happened? My experience at Nestlé remains the biggest failure of my career. At the time, the company atmosphere was such that when numbers weren't met, all responsibility fell on the sales team. "If you didn't hit your targets, the sales team needs to figure it out," "Somehow push more product"—that sort of thing. I thought that was unreasonable. So when trying something new, I made decisions and moved forward alone without consulting other departments. I pushed ahead with what the sales team wanted without coordinating with marketing, finance, and SCM team leaders. Naturally, it was hard to get cooperation. There was a defining incident. At the end of the month, marketing called. "The e-commerce manager couldn't sell our product in a client meeting—as sales director, what are you going to do about it?" I bristled and responded, "If our sales rep can't sell it, why don't you go try selling it yourself?" Looking back, it was the worst response. The company thought, "If numbers aren't met, sales must solve it no matter what," and I pushed back head-on saying, "That's unfair." Communication completely broke down, and cooperation even more so. I left the company after just over a year, taking responsibility for poor performance. I learned something important from this failure: In an organization, believing you're right alone isn't enough. No matter how justified your argument, if you can't move forward with other departments, you ultimately fail. I learned that painfully. This lesson became my greatest asset at Zespri. Q. What was the first thing you wanted to change at Zespri? The organization's mindset. At monthly meetings with distributors, I kept hearing the same thing: "Managing Director, there's no demand in the market." Every time, I felt frustrated. "Anyone can sell when the market is good. Our real role isn't selling kiwis where demand exists—it's creating that demand ourselves." Even now, if the same situation arises, I say the same thing: Demand isn't something you wait for, it's something you create. But to create demand, we needed to read the market quickly. When I first arrived, sales data only came in once a month. You can't respond to anything with month-old data. "Let's change to weekly." Pushback poured in. "Why are you increasing our workload?" I explained patiently: "Fresh fruit loses marketability in just a week. If we find out a month later, it's already too late. If we know this week what sizes sold or didn't sell last week, we can request supply adjustments from New Zealand headquarters, plan promotions with retailers, and create demand." About a year later, the response changed: "This method is much better." Now even weekly feels slow, so we're transitioning to daily. I went a step further. We started tracking sales by size. Again, "Why get that granular?" came the response, but this time persuasion was much easier. "If large sizes aren't selling, we can request New Zealand headquarters to switch to smaller sizes. Supplying what consumers want is the essence of demand creation." The important thing is that over 2-3 years, I proved these changes ultimately benefited not just my numbers but distributors, retailers, and headquarters alike. Actually, I have a principle called 'walk the talk.' It became even more strict after the Nestlé failure. "Only make promises you can keep." You see people around you who make promises easily and don't keep them, right? I tried not to be that person. As that principle accumulated, trust formed. Now when I propose something new, the first response is "Let's try it." Q. The results of your first employee engagement survey after becoming managing director are noteworthy. The organizational diagnosis results were shocking. It was the lowest score in several years, and psychological safety scores in particular had hit rock bottom. A similar pattern emerged in the team assimilation workshop I conducted right after assuming the role as the new leader. Employees were anxious. In that moment, I thought, "No matter what sales targets I set in this state, it's pointless." So I decided: Let's restore psychological safety before sales targets. I adopted something as a principle. Something the LEGO CEO said that really resonated with me: "I won't hold you accountable for poor performance. But I will hold you accountable for not asking for help." This was exactly why I failed at Nestlé. Performance can suffer because the market is tough and competition is fierce. There's a lot you can't control alone. But if you keep problems to yourself and don't ask other departments for help, that's a completely different issue. All it takes is going and saying, "Please help." Once walls start forming between departments, the team, the whole company, collapses. Everyone only looks after their own department, and meetings turn into fights about "Who messed up?" and "Whose responsibility is this?" I saw that scene often when I was in sales at other companies. Sales, marketing, SCM, and finance would always clash when they met. So I emphasized this point strongly. The moment I see signs of walls forming between departments, I immediately catch it and call those team leaders together. "If we continue like this, the organization is at risk," I tell them clearly. Then I create time to have genuinely honest conversations over lunch. It took time, but the culture changed. Now when we meet, we discuss solutions, not assign blame. Even when sales, marketing, SCM, and finance gather, very constructive dialogue flows. Once psychological safety was established, something amazing happened. Employees started fully unleashing their capabilities. They didn't shrink back from watching their backs, they freely shared new ideas, and when problems arose, they honestly communicated them. That ultimately led to double-digit growth. Q. You come from sales but seem particularly interested in HR. Is there a special reason? Aren't people everything? Looking back at my experience, the answer is clear. I'm the same person, yet sometimes I performed at 120-130% of my capacity, and other times only 70-80%. When I was doing things reluctantly or had zero motivation. What made the difference? Ultimately, it was the people around me. Whether I had someone who challenged me at the right time, supported me when needed, and boosted my motivation made all the difference. Here's what I realized: Going from 70% to 130% nearly doubles your performance. Think about this applied not just to me but to the entire team. Our company could go from 10 billion to 20 billion scale, or conversely shrink to 5 billion. That's why I observe people a lot, invest in them heavily, spare no support. I keep studying too. If someone asks, "If you weren't in sales, where would you want to go?" I used to say marketing, but now I say HR. I'm convinced that how HR designs the organization completely changes the entire company's performance. That's also why I studied positive psychology. I believe people's mindset and psychological state directly connect to company results. Actually, various research data backs this up. That's why I still run "Tea Time" every Wednesday—time to express gratitude to each other. I'm convinced these small things unconsciously affect the organization's overall performance. The professional interviewer certification came from a different kind of urgency. As I conducted more interviews, I grew increasingly anxious. Hiring the wrong person is really dangerous. Like the saying goes about bringing the wrong daughter-in-law into the family ruins it, one wrong employee can shake the entire organization. The problem was this: I felt I could evaluate functional aspects like sales or marketing capabilities, but how do you judge someone's attitude, growth desire, organizational fit? The more interviews I conducted, the more these fears grew: "Am I properly evaluating this person's real mindset?" "What if this person is an interview expert?" So I participated in a professional recruitment interviewer program. I systematically learned how to ask questions, how to gauge the real impact of achievements candidates describe, things like that. Jim Collins said in "Good to Great": "Get the right people on the bus, and you don't need to worry about where that bus is going." Hiring is that important, and going through that process gave me much more confidence in my judgment. Ultimately, the synergy of both certifications is clear. Using positive psychology to build a healthy organizational culture and ensure psychological safety, while simultaneously using professional interviewer capabilities to select the right people who fit that culture. When these two mesh and operate together, the organization becomes truly strong. Q. What's the most important criterion when making decisions? "What direction allows all stakeholders to grow together?" At the center of that, naturally, must be the consumer. That's the core criterion of my decision-making. I always think 10 years ahead. What will the kiwi market look like in 10 years? Right now, kiwi's market share in the total fruit market is only 2.5%. When that becomes 5%, then 10%, I think about what benefits everyone receives. What's important here is the intrinsic value of kiwis as fruit. The vitamin C in 100g of kiwi is much higher than 100g of tangerines or oranges. Even eating the same amount of fruit, eating kiwi makes you healthier and you catch fewer colds. So when we grow, it's not simply that Zespri makes more money. It means Korean people, people around the world, become healthier. That's our reason for existing. I share this perspective at every meeting. I always put our purpose on the first slide. Whatever decision we're making, we judge based on "Does this align with our purpose?" and "Does this benefit consumers, distributors, retailers, employees, and New Zealand headquarters?" If you only focus on short-term sales, there are many easy choices. Push more volume immediately, cut prices, reduce marketing costs, and this quarter's performance might look good. But I always ask: "Will this decision still be the right decision 10 years from now?" If it's a direction where all stakeholders can grow together long-term, I choose that path even if it's a bit difficult short-term. That's my decision-making criterion. Q. You doubled sales volume over 7 years, turning a 100 billion won company into roughly a 300 billion won company. What do you see as the secret? Ultimately, I think it's because our reason for existing was clear. Zespri isn't simply a company that sells kiwis. We're a company that makes people healthier. This clear purpose and the values that flow from it became the foundation of all decision-making, and that ultimately led to good growth. But there's something else I consider important here. The conviction that "company growth drives individual growth." So I constantly emphasize growth, and I challenge myself first. Specifically, I made a promise to employees: We'll hold 8 insight sessions per year. I book all 8 on the calendar at the start of the year, and each time I read a book and debrief it for employees. Recently we read books like 'Extraordinary Challenge' together. Why do this? I want to directly show them my efforts to grow. The message is "I'm also continuously learning. Let's grow together." Not just saying "grow" with words, but I believe showing my practice first naturally influences them. One-on-one meetings are the same. I don't just talk about performance or work—I always ask questions like: "What are you doing for self-development these days?" "What have you learned recently?" "What are you preparing for your next career goal?" These conversations have become habitual. Not just words—I've actually budgeted training costs separately. For each person to spend on their own growth. Some employees prepare for MBAs, others take digital marketing courses, still others receive leadership coaching. As these efforts accumulated, a 'growth mindset' took root across the organization. A culture emerged of continuously challenging yourself and trying to learn new things. As individuals grew, better services and products emerged, which in turn led to company growth. Ultimately, what we pursue as sustainable management is this: We have a clear purpose that our products actually make people healthier, and to realize that purpose, employees continuously grow. When these two mesh, a virtuous cycle naturally forms. Being able to grow a 100 billion won company into a 300 billion won one over 7 years—the answer ultimately lay here. Clearly knowing why we exist and everyone growing together toward that purpose. We directly proved that when individuals grow, organizations grow too. Q. You emphasize growth to employees—what self-development are you doing yourself? What I feel I lack most is communication ability. I felt it desperately watching my previous Zespri CEO. He was exceptionally skilled at communication. That impressed me so much that I would always read his emails out loud and try to follow his style. I set him as a role model and tried to learn. But my current boss (Asia-Pacific regional director) saw it differently. "BK, that's not what you're good at—why focus on that? You have your strengths, and he has his." But my thinking is a bit different. The essence of leadership is ultimately a game of how much you influence people around you and create change, right? Someone good at communication can move an organization with a 5-minute speech. But for me to create the same change, I need to prepare for an hour. That's clearly a deficiency. So I'm making various efforts to improve my communication ability. For example, I'm participating in a 5-year program at a place called "Health Humanities." It's a course where you graduate after reading 100 classics—I'm assigned to present and suffer through the preparation. Even if I don't finish the whole book, I at least go and sit, listen to professors' lectures, and learn while preparing presentations. Honestly, it's not easy each time. Every weekend morning I think, "Why am I doing this to myself?" but after finishing, I think, "I'm glad I did it." These are the efforts I'm making to become a better leader, a better communicator. Q. What's your next goal? When people ask, I say, "I want to become CEO of a global company." Actually, whether I become CEO or not isn't important. When I started as a sales rep, my career goal was sales director. I already exceeded that goal. But after achieving it, a strange emptiness came. I'd reached the summit I'd long dreamed of, but the view from there was more subdued than expected. Like I couldn't see the next mountain. So I set a new goal: "I'll become CEO of a global company." Whether it happens or not isn't really important. After setting that goal, that tension of challenging myself returned. There was a defining moment. I was taking English lessons, and one day the American instructor suddenly asked: "BK, do you know how many Korean CEOs of global companies there are?" "Well, probably not many." "Almost none. Why do you think that is? The Korean people I've seen living here over 10 years—they're really smart and incredibly hardworking. So why are there no global CEOs?" I couldn't answer. Then the teacher gave me the answer: "I think there's just one reason: They don't dream it. Why don't they dream that dream?" In that moment, I felt like I'd been hit in the head. This thought suddenly came: If 25 years ago when I started as a sales rep, I'd worked at Seoul headquarters instead of Busan? If the first person I saw wasn't a sales director but a global CEO of a foreign company? Maybe my life would be tracing a slightly different trajectory by now. The height of the first role model I saw ultimately determined the height of my dreams. If I'd dreamed of being Coca-Cola's CEO back then, while I'm satisfied with my life now, the shape would certainly be different. I realized then that the size of your dream creates the size of your life. So I think even now isn't too late, and when people ask, I proudly say, "I want to become CEO of a global company." If this materializes, the meaning goes beyond me personally. A Busan branch sales rep becoming CEO of a global company—that journey itself sends a powerful message to young Koreans. "Your starting point doesn't matter," "You can become a leader on the world stage even starting from the provinces." Proving that possibility—that's what I truly want.

The advancement of artificial intelligence (AI) is transforming every aspect of our lives, and marketing is no exception. At the HUNET CEO Forum "Foresight Korea 2025," LG U+ Executive Director Kim Tae-hoon delivered an insightful presentation on "AI Marketing New Trends 2025," exploring AI's impact on marketing and how businesses should prepare for the future. Let's examine the marketing trends of the AI era and how companies can strategically respond. AI: Knowing What Customers Want Before They Do AI and machine learning technologies are revolutionizing personalized marketing. The era of rule-based personalization is over. Advanced AI predictive modeling not only accurately understands customer needs but also predicts and suggests latent desires that customers themselves haven't yet recognized. "Most customers are unaware of their potential needs," explained Executive Director Kim. AI-based predictive modeling captures these latent desires and transforms them into memorable customer experiences. For instance, when AI predicts a customer's likelihood of purchasing baby formula, targeted advertising reaches them immediately. This capability far surpasses traditional rule-based systems. Hunet CEO Forum "Foresight Korea", ⓒBusiness Storyteller The 2022 Salesforce "State of Marketing" report reveals a notable shift: the percentage of marketers using AI surged from 29% in 2018 to 68% in 2022. LG U+'s experimental results are equally impressive, with AI-based predictive modeling boosting ad click-through rates by up to 38%. These results demonstrate AI's profound ability to analyze customer data and develop effective personalized marketing strategies. Creating $200,000 Ads for One-Third the Cost: How AI is Transforming Production LG U+'s pioneering use of AI in advertising production is reshaping industry standards. Starting with their first attempts in 2023, they've continued to evolve their AI advertising capabilities in 2024, capturing market attention. The most striking change is the maximization of production efficiency. After implementing AI, advertising production costs and time have been reduced to just one-third of previous levels. For example, projects that once required $200,000 and three months to complete can now be finished much faster and more economically using AI. Hunet CEO Forum "Foresight Korea", ⓒBusiness Storyteller AI isn't just improving efficiency - it's entering creative territories. In fact, LG U+'s AI-powered advertisements garnered 13 million views, generating enthusiastic audience responses. Accenture's 2021 research supports this trend, finding that 84% of companies that adopted AI gained a competitive advantage, largely because AI automation of routine tasks allows creators to focus on higher-value creative activities. However, human creativity and judgment remain crucial for successful AI implementation. While AI is a powerful tool, industry consensus holds that human expertise and insight are essential for its effective utilization. Consumers and AI: The New Content Creation Partnership AI technology is completely transforming the content creation paradigm. The UCC (User Created Content) era is giving way to the UACC (User and AI Co-Created Content) era. The age of UACC - "User and AI Co-Created Content" - is rapidly approaching. Recently, a viral Volvo car advertisement and GTA-style gaming footage created by an individual using AI demonstrated UACC's unlimited potential. Volvo commercial created by a user with AI IDC's 2021 report presents an even more striking forecast, predicting the global AI market will reach $500 billion by 2024. This highlights how rapidly AI technology is permeating across industries. These changes bring new challenges and opportunities. Companies must now provide platforms and tools that enable customers to create creative content alongside AI. This will expand brand experiences and strengthen customer relationships. Global Brands That Said No to AI While AI technology holds revolutionary potential, its implementation requires careful consideration. The cases of Lego and Dove demonstrate the crucial importance of finding harmony between AI technology and brand identity. AI used Lego images Lego completely halted its use of AI after determining that AI-generated images were damaging their brand identity. This decision was accelerated by strong consumer backlash against AI-produced content, with critics arguing that it had lost the quintessential Lego creativity and warmth. This vividly illustrates the potential clash between core corporate values and AI technology. Similarly, Dove boldly rejected AI technology, stating, "We won't use anything unrealistic in depicting beauty." These cases send a clear message: AI technology shouldn't be adopted indiscriminately just because it's trendy. Companies must carefully examine their brand values and identity when implementing AI technology. AI adoption goes beyond mere technological application. It's deeply connected to a company's strategy, culture, and human resources. Therefore, when adopting AI technology, companies must comprehensively consider various aspects including brand value, corporate culture, and talent development. This balanced approach is essential for sustainable growth and maintaining competitiveness in the AI era. Strategic wisdom is more crucial than ever - maximizing AI technology's potential while preserving the company's unique values and identity. How Can Marketers Survive in the AI Era? AI technology's advancement is fundamentally changing the role of marketers. Now, marketers must go beyond simply using technology; they need to develop skills that harmoniously blend AI and human creativity. The key is effectively expressing corporate identity through AI technology while producing superior results. LG U+'s case proves this vividly. During the process of generating and reviewing 200,000 advertising frames using AI, it became clear that human curation and refinement of AI-created content was crucial. Rather than merely relying on AI, human judgment determined the final quality of the output. Hunet CEO Forum "Foresight Korea", ⓒBusiness Storyteller Marketers must effectively utilize AI tools while maintaining brand essence and authentic customer communication. Additionally, their role in reviewing and filtering AI-generated content will become increasingly important. LinkedIn's 2023 "Jobs on the Rise" report highlights interesting changes. AI and machine learning specialists, data scientists, and digital marketing experts are among the fastest-growing job categories. This clearly shows new challenges and opportunities opening up for professionals, including marketers. Five Recommendations for Successful AI Marketing Executive Director Kim's presentation provides crucial insights into the future direction of marketing in the AI era. He presents the following key strategies: Be cautious of indiscriminate AI adoption; consider the company's actual needs and readiness level Leaders must improve their understanding of AI technology and make strategic decisions Accurate predictive modeling and personalization strategies based on customer data are essential Prepare for the UACC era by providing platforms where customers can create creative content with AI Maintain harmonious integration between brand identity and AI technology utilization "AI trends are not absolute." This single statement encapsulates everything. Only careful AI adoption tailored to a company's situation leads to success. AI is not a magic wand but a powerful tool, and how it's utilized will determine a company's success or failure. Hunet CEO Forum "Foresight Korea", ⓒBusiness Storyteller The conclusion is clear. Marketing in the AI era must achieve harmony between technological innovation and human creativity. Companies must effectively utilize AI technology while not losing sight of their brand essence and authentic customer communication. To become a winner in an AI-driven marketing environment, one must find the balance between technology and humanity. This requires strategic wisdom that goes beyond simple technology adoption, weaving together corporate core values and AI's potential into a unified strategy.

AI technology is evolving at the speed of light. The emergence of generative AI, in particular, demands more than just technological innovation—it requires fundamental changes in management strategies and business models. We are entering an era of transformation comparable to how the Industrial Revolution completely transformed the artisanal society. How should companies respond to this era of transformation? A lecture by Oh Soon-young, former head of KB Bank's Financial AI Center, at the HUNET CEO Forum 'Foresight Korea 2025' provides clear answers to this question. His presentation outlines the new business landscape that AI will create and details the strategies companies need to survive and thrive in this new world. We now stand at the peak of AI's massive wave. Will we ride this wave into the future, or will we be swept away by it? Through Oh Soon-young's insightful lecture, we can find answers to this question. AI: Moving Beyond Science Fiction Imagine robots helping with housework, AI assistants understanding and responding to your words and actions, and smart devices monitoring your health in real-time. Just a few years ago, these scenes were distant future stories found only in science fiction movies. But now, they're becoming reality. AI is no longer just a data processor. Hunet CEO Forum "Foresight Korea", ⓒinhoocho.com The emergence of 'spatial intelligence' means that AI can now understand and interact with our three-dimensional world. When you say "make the lighting brighter" in your living room, AI doesn't just execute the command—it considers the current time, external weather, and your activities to adjust to the most appropriate brightness. This is the power of spatial intelligence. Even more remarkable is that humanoid robots are on the horizon. NVIDIA CEO Jensen Huang predicts practical humanoid robots will emerge within 2-3 years. This isn't mere speculation—companies like Boston Dynamics and Tesla are already accelerating their human-form robot development. Soon, we'll see robots working alongside humans in factories, hospitals, and even homes. AI in Action: Real-World Transformations These changes aren't limited to specific industries. The financial sector is already at the forefront of the AI revolution. Morgan Stanley's case vividly shows how AI can innovate business. Their AI assistant has evolved beyond a simple chatbot—it analyzes complex financial data to create investment reports, responds to customer inquiries at an expert level, and even suggests personalized investment strategies. Morgan Stanley Debrief Perhaps most interesting is Morgan Stanley's 'Debrief' system. Can you imagine automatically recording and summarizing over a million meetings annually? Previously, this required significant time from high-level personnel. Now freed from these repetitive tasks, they can focus on more creative and strategic work. This represents a revolutionary change in optimizing human resources beyond simple efficiency improvements. Nike's case demonstrates AI's potential in creative domains. Nike uses AI to design and develop products based on athlete data. According to Oh Soon-young, this process has reduced product design development from months to just hours. Specifically, Nike inputs various data into their AI system, including athletes' movements, physical measurements, and performance data. The AI analyzes this data to suggest optimal designs. For example, it can generate customized shoe designs by analyzing a specific athlete's foot shape and running patterns. ⓒNike This goes beyond simple task automation. AI can generate and evaluate thousands of design options instantly and might suggest innovative ideas that human designers haven't considered. This allows designers to focus on more creative aspects of their work. Strategic Approach to AI Adoption AI adoption isn't simply about implementing new technology—it's a major strategic decision. Oh Soon-young presents key strategies for AI adoption: Clear Goal Setting: A vague notion that "AI might be good to have" isn't enough. Companies need to clearly define what problems they want to solve and what effects they expect. This becomes an important criterion in determining necessary resources and personnel. Data Preparation: AI grows on data. Without sufficient quality data, AI cannot function properly. He advises companies to check if they have the necessary internal data and, if not, start preparing it now. He also emphasizes the importance of converting historical data into AI-readable formats. Establishing Collaborative Structures: AI projects aren't just for the technology team. They require cooperation between various departments, including business units, IT infrastructure teams, and data scientists. Business unit participation is particularly crucial—their knowledge and experience must be reflected in the AI system to create truly useful solutions. Start with Pilot Projects: Don't try to implement on a large scale from the beginning. Start with smaller projects to verify effectiveness and increase organizational acceptance. Since each company's environment is different, going through the process of direct testing and verification is necessary. Building AI Governance: Companies need to establish ethical and legal guidelines for AI use and ensure transparency and accountability in AI decision-making. The AI governance team should be separate from AI-related organizations, positioned similarly to an audit organization. Hunet CEO Forum "Foresight Korea", ⓒinhoocho.com Real-World Challenges in AI Implementation Anyone who has attempted to implement AI solutions in the field will deeply empathize with the concerns and difficulties mentioned by Oh Soon-young. "Shouldn't we implement AI now?" Projects that start with this simple question from management often face numerous obstacles. Field practitioners are well aware of how many challenges arise: executives hesitating before investment decisions, middle managers questioning "Do we really need to go this far?" and staff worrying "Won't this just create more work?" These concerns are far from trivial. Cost optimization is a hot topic for many companies. Questions flood in: "How much will AI implementation cost?", "When can we expect to see results?", "What about our existing systems?" While it's easy to say ROI should be thoroughly evaluated, making large-scale investments in unproven technology is never simple. Hunet CEO Forum "Foresight Korea", ⓒinhoocho.com Talent acquisition and development is another major challenge. Companies grapple with questions like "Where can we find AI experts?" and "Will our employees know how to use this?" Companies are engaged in fierce competition to recruit the few available AI experts while simultaneously wrestling with how to enhance existing employees' capabilities. Integration with legacy systems is a headache for many companies. "How do we change a system we've used for over 10 years?", "How do we handle data compatibility?" How can you harmoniously integrate systems and data built up over years with new AI systems? This is a complex challenge that demands not just technical solutions but organizational culture changes. Building New Competitive Advantages What creates competitive advantage in the AI era? Oh Soon-young offers an unexpected answer: UI/UX. While AI technology's performance is important, the key lies in how easily and conveniently users can interact with it. Another crucial point is the importance of AI literacy. This goes beyond technical ability to use AI—it's about understanding AI's possibilities and limitations and being able to utilize it effectively. This AI literacy will become a core competency for both companies and individuals in the future. The introduction of AI will inevitably bring changes to work environments and job functions. However, this doesn't simply mean job losses. Rather, it's an opportunity to focus on more creative and valuable work by moving away from repetitive tasks. Preparing for the AI Future The key is preparing for these changes. Companies need to invest in employee retraining and job reassignment. They also need to improve employee perceptions of AI. It's important to create an organizational culture where AI is seen as a helpful partner rather than a threat. AI is no longer optional—it's essential. However, successful AI adoption depends not on the technology itself but on how it's utilized and managed. Oh Soon-young's lecture provides both a big picture of the changes AI will bring and a practical roadmap for how companies should respond to these changes. Moving forward, companies need to recognize AI not just as a tool but as a core element of a new business paradigm, and build appropriate strategies and organizational cultures accordingly. To become winners in the AI era, companies need technical preparation, organizational transformation, and, most importantly, learning how to work alongside AI. This is the core message Oh Soon-young aims to convey.

Panel Review from Invest Korea Summit 2024 The Invest Korea Summit 2024 featured a notable panel discussion that brought together executives from leading global companies operating in South Korea. Moderated by Hwy-Chang Moon , president of the aSSIST University, the panel explored two critical themes: the technological breakthrough centered on AI and semiconductors, and the impact of global geopolitical tensions on investment strategies. Hwy-Chang Moon (President of aSSIST University) at IKS 2024, ⓒinhoocho.com Panel Composition and Background The discussion featured five distinguished panelists representing diverse industries: Denish Ramanathan (onsemi) - Semiconductor Manufacturing Young-Suk Lee (ASM Korea) - Semiconductor Equipment Kwang-Seuk Kim (HP Printing Korea) - Printing Technology Dylan Jones (Boeing Korea) - Aerospace René Fáber (Sartorius Stedim Biotech) - Biotechnology Theme 1: Technological Breakthrough and AI Integration The panel highlighted how artificial intelligence (AI) is transforming traditional industries in Korea. Let's break down how each sector is embracing and adapting to this technological revolution. Semiconductor Industry Perspective: Powering the AI Revolution To understand the semiconductor industry's role, imagine it as the foundation of all modern technology. Just as electricity needs power plants and transmission lines to reach our homes, AI systems need specialized chips and power management systems to function. Onsemi's Power Solutions Denish Ramanathan explained their company's role through an everyday example: When you plug your laptop charger into a wall socket, you're converting AC power (from the wall) to DC power (for your device) This same principle applies to massive AI data centers, but at a much larger scale Onsemi creates the specialized chips that manage these power conversions efficiently Their recent investments in South Korea and the Czech Republic are like building local power plants to ensure reliable energy supply, but for the digital age Denish Ramanathan (Vice President of Corporate Strategy, onsemi) at IKS 2024, ⓒinhoocho.com They've invested over a billion dollars in their Korean facility because: Companies want their suppliers nearby (imagine having your power plant in another country) The pandemic showed the risks of depending on distant suppliers Korea's expertise in semiconductor manufacturing makes it an ideal location ASM Korea's Manufacturing Innovation ASM Korea represents the next layer of the industry - they make the machines that make the chips. Think of them as the company that builds the equipment for a high-tech factory. Their representative explained how AI is changing their business: Traditional chips are like regular highways; AI needs superhighways These "superhighways" require more sophisticated manufacturing tools New materials are needed, similar to how modern bridges use advanced materials instead of just steel and concrete This creates a network of specialized suppliers and manufacturers Young-Suk Lee (Representative Director, ASM Korea) at IKS 2024, ⓒinhoocho.com How Different Industries Are Using AI Printing Industry Revolution (HP) HP's transformation shows how AI is making everyday office equipment smarter: Traditional printers just created paper copies Modern AI-enabled printers can: Understand what they're scanning (like recognizing if it's an invoice or a contract) Automatically organize documents based on content Suggest where to store files Predict when maintenance is needed Optimize print quality based on document type Think of it as upgrading from a basic camera to a smartphone that can recognize faces, enhance photos, and organize your photo library automatically. Kwang-Seuk Kim (Representative Director, HP Printing Korea) at IKS 2024, ⓒinhoocho.com Aerospace Innovation (Boeing) Boeing's journey with AI shows how the technology is making flying safer and more efficient: Historical Context: 1964: Pioneered computer graphics for design 1982: Started first industrial AI research Today: Using AI across all operations Their current AI applications include: Predictive Maintenance: Like having a doctor constantly monitoring a patient's vital signs Modern aircraft generate terabytes of data during flights AI analyzes this data to predict when parts need replacement This prevents unexpected failures and reduces maintenance costs Design Optimization: Traditional design: Engineers test one design at a time AI-powered design: Computers can simulate thousands of designs simultaneously Result: Safer, more efficient aircraft developed more quickly Dylan Jones, (Director, Technology Research Institute, Boeing Korea) at IKS 2024, ⓒinhoocho.com Biotechnology Breakthroughs (Sartorius) The pharmaceutical industry is using AI to revolutionize drug development: Traditional Drug Development: Takes 10 years on average Costs up to $2 billion Requires testing hundreds of candidates to find one successful drug AI-Enhanced Drug Development: Computers can simulate drug interactions before physical testing Patient data analysis helps predict which drugs will work best Manufacturing processes are optimized through AI monitoring Result: Potentially faster, cheaper drug development with higher success rates Real-World Impact: Sartorius is installing AI-based process control tools in their Korean facilities These tools monitor and adjust manufacturing conditions automatically Like having a master chef who can adjust cooking conditions perfectly every time René Fáber (CEO, Sartorius Stedim Biotech, Sartorius) at IKS 2024, ⓒinhoocho.com The Bigger Picture This technological transformation isn't just about making existing processes faster - it's about fundamentally changing how industries operate. Korea's strength lies in its ability to: Provide the technical expertise needed for these transformations Offer advanced manufacturing capabilities Foster collaboration between different industries Support innovation through government policies and infrastructure Companies are choosing Korea as an AI and technology hub because it offers: A deep pool of technical talent Strong digital infrastructure A robust ecosystem of suppliers and partners Government support for technological advancement Theme 2: Global Tensions and Strategic Investment The panel tackled one of today's most pressing business challenges: how companies navigate international tensions, particularly between the United States and China, and why South Korea has emerged as a strategic solution for many global businesses. Understanding the Global Context Current Global Challenges Think of the global business landscape like a complex chess game where companies must carefully consider every move: US-China Tensions: Similar to two major stores competing for customers, the US and China are competing for technological and economic dominance Supply Chain Concerns: The pandemic showed how risky it is to "keep all eggs in one basket" New Business Terms Everyone's Talking About: Decoupling: Companies moving operations away from China Reshoring: Bringing manufacturing back to home countries Friend-shoring: Moving operations to politically friendly countries Why Companies Are Rethinking Their Locations Companies are asking three key questions: Risk Management: "How can we make our operations more stable?" Market Access: "Where can we sell our products easily?" Technology Access: "Where can we develop and protect our innovations?" Korea's Strategic Position: The Safe Harbor in a Storm Why Korea Stands Out Imagine Korea as a well-equipped port in a stormy sea, offering several advantages: 1. Manufacturing Excellence Advanced Facilities: Like having state-of-the-art kitchens in a restaurant Modern factories with the latest technology Skilled workforce who knows how to use advanced equipment Fast adaptation to new manufacturing methods Speed and Quality: Known for quick setup of new facilities High-quality production standards Strong attention to detail 2. Strategic Geography Korea's location is like being at the perfect crossroads: Close enough to major Asian markets Far enough from geopolitical tensions Excellent shipping and air connections Modern digital infrastructure 3. Government Support The Korean government acts like a helpful business partner: Offers tax benefits for foreign companies Provides grants for new investments Creates special economic zones Supports workforce training Real Examples from Global Companies Sartorius (Biotechnology) Their experience shows why Korea works: Started as a small operation Now has their largest global manufacturing facility in Korea Uses Korea as a hub to serve all of Asia Benefits from: Skilled workers High-quality manufacturing Strong innovation capabilities Government support for biotechnology Boeing (Aerospace) 75 years in Korea tells a story of successful partnership: Growth from small beginnings to 200+ employees Research center expansion: Started with 30 people Grew to 100+ engineers in just two years Focus on cutting-edge technology Local Partnerships: Works with traditional aerospace companies Collaborates with tech giants like Samsung and SK Connects with innovative startups What Makes Companies Choose Korea? The panel identified four main reasons companies invest in Korea, like choosing a new home based on different needs: 1. Resource Advantages Access to skilled workers Advanced technology infrastructure Strong supplier networks Research capabilities 2. Market Benefits Growing domestic market Gateway to other Asian markets Strong consumer base Testing ground for new products 3. Efficiency Gains High-quality manufacturing Fast production times Reliable infrastructure Skilled workforce 4. Strategic Benefits Political stability Strong intellectual property protection Government support Innovation ecosystem Conclusion The panel discussion revealed South Korea's evolving position as a key global investment destination, particularly in high-technology sectors. The country's strength lies in its combination of advanced manufacturing capabilities, strong talent pool, supportive government policies, and strategic geographic position. As global companies navigate technological breakthroughs and geopolitical tensions, Korea's role as a stable, innovative hub for both manufacturing and R&D continues to grow in importance. The insights from these industry leaders suggest that Korea's investment environment is particularly attractive for companies seeking to: Develop and implement AI technologies Establish regional manufacturing and R&D hubs Access skilled talent in technology sectors Build resilient supply chains in Asia Participate in Korea's growing innovation ecosystem This comprehensive view from global industry leaders provides valuable insights into why Korea continues to attract significant foreign investment despite global economic uncertainties and geopolitical tensions.

Erwan Vilfeu, President of Global Branded Business Unit at Thai Union Erwan Vilfeu, President of Global Branded Business Unit at Thai Union "Stay ahead of the airplane" — this principle that pilots hold most dear perfectly encapsulates the management philosophy of a seasoned global executive who transformed from an Airbus engineer into a business leader. His journey began with studying aeronautical engineering at Airbus, then training with Air France to become an airline pilot. After completing pilot training—and being grounded following September 11—he chose to remain in business, having discovered a passion for marketing. He's kept his pilot's license current, making him one of the few executives who actually pilots aircraft. An engineer who once worked with machines and systems transformed into a marketer dealing with people and emotions. He led innovative transformations in global children's beverage strategy at Nestlé and revived Nestlé Korea from crisis through a premiumization strategy that broke away from conventional competitive approaches. Currently serving as President of Global Branded Business Unit at Thai Union, he leads iconic seafood brands including Chicken of the Sea, John West, King Oscar, and Petit Navire. His distinctive insights stem from his philosophy of "being in the field" and his "Stay Ahead of the Airplane" approach, coordinating complex stakeholders from finance to manufacturing to innovation centers. He holds special significance for me personally—as CEO of Nestlé Korea during my tenure there, he provided the opportunity for my marketing transition and served as the best boss I've ever experienced. I witnessed firsthand how his leadership philosophy translated into actual business results. This interview explores how aviation experience influenced business leadership and practical strategies in complex global business environments. 1. What led you to transition from working as an engineer at Airbus, a multinational aviation company, to becoming a marketer at Nestlé, the world's largest food and beverage company? The move was completely unplanned. I started as an aeronautical engineer at Airbus and trained as a pilot, but when the opportunity at Nestlé came, I discovered something I hadn’t expected: the shift from working with machines to working with people. Engineering is about technical precision within complex systems, but in marketing, success depends on deeply understanding consumers — their motivations, needs, and aspirations. That human dimension, with all its complexity, is what made the field so compelling to me. What surprised me was how much my aerospace background became a strength. Aviation has a simple rule: there are no small mistakes. A single error can have catastrophic consequences. I’ve carried that same discipline into marketing, where one misstep in brand positioning or communication can take years to recover from. Similarly, managing an aircraft program — with suppliers, regulators, and global teams — taught me how to orchestrate large-scale, multi-stakeholder projects, a skill that translates directly to running global campaigns. Erwan Vilfeu Perhaps the deepest link is systems thinking. In aircraft design, one small change cascades through the entire system. Marketing is no different: a pricing adjustment impacts brand perception, distribution, and promotional strategy. Anticipating those chain reactions became my strongest analytical tool. Ultimately, both fields are built on trust . In aviation, passengers entrust their lives to the systems we design; in marketing, consumers entrust us with their families’ nutrition and wellbeing. The scale is different, but the responsibility is just as serious. And on a personal note: looking back, I’ve moved across very different fields in my career — from engineering to marketing, from food to healthcare and back — and each time I’ve succeeded because I was doing something I loved. My advice to young people starting out is simple: if you approach your work with passion and genuine curiosity, and if you truly enjoy what you do, success will follow. Passion is the most powerful driver of performance. 2. As one of the few executives who actually pilot aircraft, how have principles learned from flying influenced your business approach? The most powerful lesson from aviation is the idea of “staying ahead of the airplane.”  In flying, if you are only reacting to events after they happen, you quickly lose control. The same applies in business: leaders who manage only today’s issues inevitably fall behind. The real discipline is anticipating what’s coming — whether it’s customer expectations, market shifts, or competitive moves — and preparing before challenges fully materialize. Another principle I’ve carried over is the aviation mantra: “Aviate, Navigate, Communicate.”  It’s a simple hierarchy of priorities — fly the plane first, then figure out where you’re going, then talk about it. In business, that translates into focusing on what truly matters: keep the organization stable, chart the strategic course, and only then communicate widely. Too often leaders reverse the order, talking first without ensuring clarity or control. Finally, flying teaches rigorous workload management. Pilots prepare extensively on the ground so that when complex situations arise, they can focus only on flying. I approach leadership the same way — systematizing routine management tasks and building resilient processes so that, when crises or strategic inflection points arrive, I can devote my full attention to the decisions that matter most. In both the cockpit and the boardroom, success comes from anticipation, discipline, and clarity of focus. 3. Having built your early career across three markets—France, the US, and Italy—what was most interesting about these seemingly similar Western markets? At first glance, France, the US, and Italy may appear culturally close, but in food marketing even subtle differences become decisive. What struck me most was how deeply consumption habits reflect broader cultural rhythms—around family, work, and social life. For example, breakfast in these three countries isn’t just a different meal; it embodies a different philosophy of daily life. For me, the lesson was clear: local nuance cannot be an afterthought. Campaigns weren’t simply translated or adjusted — in each market we often had to redefine the entire value proposition. In France, consumers valued convenience and refinement; in Italy, quality and tradition carried more weight; while in the US, nutrition and family togetherness were decisive. Over time, what became even more fascinating was how digitalization and globalization layered new commonalities over these differences. A wellness-focused millennial in New York and one in Milan may share similar values, routines, and brand expectations, even though their cultural contexts remain distinct. This creates both opportunity and complexity: brands must speak to global lifestyle clusters without losing local authenticity. The balance I have adopted is simple but powerful: protect universal brand promises — quality, trust, innovation — but tailor how they are expressed in each cultural context. The most successful campaigns feel simultaneously global and inevitable locally. They clearly belong to the worldwide brand family, yet consumers feel they could only have been created for them. 4. While overseeing global children’s beverage strategy at Nestlé headquarters in Switzerland, what led you to shift away from directly targeting children in marketing? At the time, the children’s beverage market was essentially flat. Competing harder within the same old model — colorful products directly targeted at kids — would not have created growth. We needed a step change. The shift we made was deliberate and forward-looking: moving from child-targeted advertising to a strategy centered on parents and nutrition. We reformulated products to strengthen their nutritional profile, and we reshaped communications to focus on family routines, balanced breakfasts, and the benefits that matter most to parents — growth, energy, and peace of mind. This required a complete transformation of how we worked. Marketing teams who had built careers on kid-focused campaigns had to be retrained. Media investment shifted from children’s channels to parent-focused platforms. Partnerships moved away from entertainment companies toward nutritionists and health experts. It was a significant change, but it was the only way to create new momentum. The result was decisive. Not only did we return the business to growth — we achieved double-digit increases after years of stagnation — but we also established us as one of the first companies in the category to talk seriously about nutrition, long before it became industry standard. The broader lesson is that leadership often means stepping out of the comfort zone of existing practices. Sometimes growth doesn’t come from fighting harder in a flat market, but from redefining the terms of the game. Source: Nestlé Global 5. Your experience managing the entire coffee value chain across 22 African countries provided a rare integrated perspective. How did you transform complex operations into compelling consumer stories? Coffee is not just a product; it’s a chain of livelihoods. When I took on the African business, the challenge was clear: farmers were struggling, youth were abandoning agriculture, and the long-term viability of supply was at risk. The easy response would have been to diversify suppliers or hedge risk. Instead, we chose to invest directly in the value chain — farmer training, sustainable practices, better income models, and closer integration from crop to consumer. This gave us something priceless: authenticity. Consumers are increasingly skeptical of generic sustainability claims. But when you can show real progress — traceability down to communities, measurable improvements in farmer incomes, tangible environmental impact — the story resonates because it’s true. The broader leadership insight is that supply chain strategy is brand strategy. Transparency only creates advantages if it’s backed by real operational change. And paradoxically, by improving farmer livelihoods, we not only strengthened the story we told consumers — we improved quality, stabilized supply, and delivered stronger financial performance. Purpose and profit worked in unison. Source: Nestlé Global 6. When you took over Nestlé Korea and broke away from conventional competitive approaches by quickly identifying three opportunity areas, where did your confidence come from that premiumization would work in a difficult market environment? Korea was one of the toughest markets I’ve faced: saturated, hyper-competitive, and dominated by local players with lower cost structures. Competing head-to-head on price would have been a race to the bottom. Instead, we looked for where our global capabilities could create unique value. What we found was an emerging consumer polarization. Price-sensitive segments were more demanding than ever, but at the same time, a growing group was willing to pay a premium for genuine quality, innovation, and nutrition. That was the white space. So we shifted the battlefield. Premiumization wasn’t about simply charging more — it was about offering lifestyle upgrades, superior ingredients, trusted nutrition, and innovative retail experiences. By leaning into our strengths and focusing on consumers willing to pay for value, we carved out sustainable growth while competitors stayed trapped in mainstream battles. The lesson is clear: in crisis situations, leaders must resist the reflex to lower prices and chase volume. Differentiation almost always trumps commoditization. Winning comes from choosing battlegrounds where you can lead, not fighting on grounds where you can only survive. 7. Leading large-scale organizational change while managing stakeholder resistance requires complex people management skills. Do you have a framework for creating consensus around difficult changes while maintaining team morale and organizational trust? Change is never just about strategy; it’s always about people. The first step is radical transparency — ensuring everyone understands why change is necessary. Not as blame, but as shared reality. People can accept tough measures if they understand the logic behind them. Second, you have to involve them in designing the solutions. I always set up cross-functional groups so that change is co-created, not imposed. This transforms resistance into ownership. Third, balance honesty with optimism. Acknowledge the difficulty, but also paint a credible path forward. Small early wins are crucial — they turn skepticism into cautious hope, and hope into momentum. The bigger principle is that leaders must carry two responsibilities at once: being brutally honest about the challenge, and deeply committed to their people’s ability to overcome it. Done well, you don’t just deliver a transformation — you build a more resilient, more collaborative organization ready for the next one. 8. Your journey from FMCG to healthcare and back to FMCG provided unique insights as a marketer. How did you experience the limitations of purely rational, evidence-based marketing? Healthcare is an extraordinary discipline because everything rests on evidence, precision, and trust. But it also showed me the limits of pure rationality. You can prove efficacy and safety, but you cannot build desire or emotional connection in the same way as in consumer goods. That rigor, however, shaped me profoundly. I learned the discipline of accuracy, accountability, and the weight of responsibility when claims affect lives. When I returned to FMCG, I brought that discipline with me — ensuring that even our most creative, emotional campaigns are grounded in truth. What I rediscovered — and missed — in FMCG was the complexity of human behavior: culture, aspirations, family dynamics, identity. That’s what makes consumer marketing endlessly energizing. The lesson is this: the best marketing combines both worlds — the scientific rigor of healthcare with the creative storytelling of FMCG. That balance builds both trust and connection. 9. As a business leader, how do you expect your marketing team to present performance—not just today’s numbers, but also how we are winning with consumers and preparing for the future? At the end of the day, every number in marketing must answer one question: are we becoming more relevant to consumers? That’s the lens I expect my teams to apply when they present to me or to the board. First, I want clarity and a compelling narrative. A presentation should never feel like a data dump. It should tell a strategic story: where we are heading, why it matters, and how marketing is powering our journey. The numbers then support that story, not the other way around. Second, I expect consumer impact to be at the center. Don’t just show activities or spend — show how consumer preference, loyalty, and engagement are shifting. Market share and ROI are important, but only because they reflect whether consumers are choosing us more often, staying with us longer, and advocating for us more strongly. Third, I look for a balance of discipline and vision. Discipline means tying marketing actions to measurable business outcomes — share gains, brand health, lifetime value, ROI. Vision means showing how innovation — whether through new products, digital platforms, or AI-driven personalization — is keeping us ahead of evolving consumer needs and behaviors. Fourth, I want context, simplicity, and courage. A number without context doesn’t inspire. I expect comparisons against competitors, against our own targets, or against trends. And I want reports to be clear and jargon-free, so that even the most complex marketing activity is translated into business language. Most importantly, I want honesty. Tell me not only where we are winning, but where consumers are signaling we must do better. That courage to face reality builds trust and drives agility. Finally, I expect a bridge to the future. Reports should conclude with where consumers are heading, what gaps we are closing, and how we are building the capabilities to win tomorrow. Marketing’s role is not only to explain today but to light the path forward. When performance is presented this way — consumer-first, accountable, and forward-looking — it ceases to be a cost line to justify. It becomes a growth engine and an innovation driver, keeping the company anchored in today’s reality while pulling it toward tomorrow’s opportunities. Erwan Vilfeu 10. Managing decades-old iconic seafood brands across multiple markets requires balancing heritage respect with operational efficiency. How do you capture portfolio synergies without diluting the unique value each brand holds for specific consumer segments? Managing a portfolio of iconic brands is both a privilege and a responsibility. Each brand has decades of equity and emotional connection. The temptation in large portfolios is to standardize too much for efficiency, but if you do, you erode the very uniqueness that makes each brand valuable. The key is to separate what must be shared from what must be preserved. Behind the scenes, we harmonize standards in nutrition, sustainability, and quality — these are foundations that strengthen every brand. But at the consumer level, we protect each brand’s voice and heritage. John West speaks about everyday trust, King Oscar about craftsmanship and oceans, Petit Navire about French culinary tradition. This balance allows us to leverage scale without losing our soul. The broader leadership lesson is this: efficiency should serve brand equity, never compromise it. 11. Your "being in the field" philosophy suggests that important strategic turning points came from field observations rather than data analysis. Can you share a specific example where field insights fundamentally overturned assumptions? For me, the most important lesson as a leader is that strategy doesn’t start in the boardroom — it starts in the field. I first learned this in Africa, where data alone could never capture the full reality of fast-changing markets. Talking directly to farmers, retailers, or consumers often revealed insights that turned our assumptions upside down. That conviction has stayed with me. Whether in Africa, Asia, or Europe, I make it a point to meet shoppers in stores, sit with frontline teams, and listen to colleagues across functions. These conversations are not just about “hearing complaints”; they are the richest source of innovation and organizational improvement. Often, the best ideas for efficiency, new products, or better ways of working come not from consultants or reports, but from people on the ground who see issues and opportunities first-hand. Even today, I see the same pattern: the most effective strategies are those rooted in lived reality. Data tells you what happened; field interactions tell you why it happened and what can happen next. As leaders, we can only make our organizations more efficient, more innovative, and more resilient if we stay close to the people who make things happen — inside and outside the company. 12. From cockpit to boardroom —having navigated multiple economic crises and industry upheavals while continuously reinventing yourself—how do you distinguish between changes worth adapting to and passing trends? The pace of change today is relentless, and not every signal deserves the same response. Over time, I’ve developed a simple filter: is this change reshaping fundamental consumer behavior, economics, or the way business is done? If yes, then it’s not a trend — it’s a transformation. That’s how I saw social media early on, and that’s how I view AI now. But the deeper truth is this: no leader, and no organization, can perfectly predict the future. What matters most is building the capacity to adapt. Staying close to consumers, testing and learning quickly, and not being afraid to fail fast — those are the capabilities that allow a business to thrive no matter what disruption comes next. My career has taken me from aircraft systems to food and nutrition, from healthcare to global brands. The industries have changed, the tools have changed, but the fundamentals haven’t: understand people, solve real problems, and create lasting value. If you do that consistently — and remain humble enough to keep learning — you can navigate through any turbulence. Erwan Vilfeu

The word "roadshow," which first appeared in the Washington Post in 1924, has an interesting history. One of the earliest road shows was Leon Trotsky's tour of the country in a train equipped with a movie theater during the Russian Civil War to spread his message. The term, which has been used since the 1870s to mean "street theater" or "itinerant performances," has since come to refer to premieres in the film industry that travel to major cities to promote new releases, and is now synonymous with investor presentations held by companies to attract investment. On December 5 and 6, the Jeonbuk Creative Economy Innovation Center held an investment roadshow at Localstitch Sogong in Seoul. Ten promising startups, including those participating in the Center's J-curve Placement Program, participated in the event, which was attended by more than 20 investment judges from major venture capital firms, accelerators, and guarantee agencies in the Seoul metropolitan area. Jeonbuk Creative Economy Innovation Center J-curve Placement Program, ⓒ inhoocho.com The first day's pitches highlighted innovations in the local agriculture and green bio sectors. Gabitri operates a cold brew factory in Sunchang and developed Korea's first coffee jelly with more than 1% coffee. Through influencer marketing, leveraging the CEO's 24 years of acting experience, the company achieved 2,000% funding on Wadiz in 2021 and successfully entered the Asian market by signing a purchase agreement with Shanghai/Chongqing GBC in Chongqing, China, exporting to Shin Okubo in Japan, and signing an agreement with K-Mart in Vietnam. In particular, the company is working with Sunchang County to develop technology for cultivating Crystal Mountain varieties of coffee trees, which will help Korea become an exporter rather than an importer of coffee. As the global coffee market continues to grow and consumer tastes diversify, Gavitri's innovative approach is noteworthy. In particular, their attempt to combine local agricultural technology with the food processing industry shows new possibilities for Korea's agri-food industry. Gavitri's challenge presents an attractive opportunity for investors, as it offers a new paradigm of vertical integration to the domestic coffee industry, which has relied solely on green coffee bean imports. Jeonbuk Creative Economy Innovation Center J-curve Placement Program, ⓒ inhoocho.com Timfarmer has implemented smart agriculture technology focused on growing in response to climate change. It has developed its own RTI (Light Proportional Temperature Control) algorithm to optimize greenhouse temperature and currently operates a consignment greenhouse in Sitar, Uzbekistan with a 3,000-acre tomato farm. The company plans to build an additional 6,000-square-meter greenhouse in Saemangeum in 2024. At a time when global food security is becoming an important issue, Timfarmer's smart farm technology is expected to become a key solution for increasing the stability and efficiency of food production beyond simple agricultural innovation. In the fintech sector, Tomorrow was in the spotlight. It has signed an agreement with US KYC authentication company Clyde to solve the payment problem of foreigners who do not have a foreigner's registration card, and holds four patents. Specifically, it is targeting the KRW 20 trillion annual foreign inbound consumption market with an identity verification system using blockchain-based distributed identity verification (DID) technology, and aims to support TIPS in the second half of next year. As South Korea's tourism industry is rapidly recovering, Tomorrow's technology is expected to be a catalyst for improving payment convenience for foreign tourists and stimulating the domestic consumption market. STOK introduced an innovative investment platform targeting the KRW 10 trillion annual pig farming market. It introduced Intflow's pig body shape analysis system and foot-and-mouth disease monitoring sensors to solve farmers' financial and labor shortages. It also provides systematic management through real-time control solutions and CCTV systems. In particular, the company has established a win-win cooperation model by introducing a farmer compensation system and a grade incentive system in the event of a 4.5% or higher mortality rate, and also operates a protection fund to protect investors. As the digital transformation of the livestock industry is becoming an urgent issue, STOK's platform is regarded as an innovative model that can simultaneously improve farmers' productivity and generate stable returns for investors. Jeonbuk Creative Economy Innovation Center J-curve Placement Program, ⓒ inhoocho.com Zumidang has developed an AI-powered customized F&B pairing solution based on objective polymer compound data. The solution uses gas chromatography equipment to obtain quantified data on food, which is then analyzed by AI models to provide optimal pairings. It has established an OEM production system in collaboration with 40 partner breweries. Recently, the company signed a $4 million contract with Vietnam's second-largest rum company, and is targeting KRW 28.6 billion in sales by 2025 by securing 25 franchisees. With the growing importance of data-driven decision-making in the F&B industry, Zumidang's scientific approach is expected to bring a new paradigm to the food and beverage pairing market. Bluefrog provides innovative membership services through its offline-based lifestyle reward service 'SOSOK'. It has secured 180,000 domestic and 8,000 overseas merchants, and has agreements with Coupang Incheon Branch, Samsung Biologics, Incheon Tourism Organization, and 140 universities nationwide. In particular, it has secured 11 million Japanese subscribers through a collaboration with Japan's GiftPad, and is also offering memberships to overseas tourists through Asiana Airlines. As the global consumer market is rapidly reorganizing into rewards-based marketing, Bluefrog's cross-border membership service is expected to contribute to the revitalization of the domestic consumer market. Datamond provides multi-agent AI marketing engagement solutions. It has acquired 33 million data through its 300,000-member Postmaster platform and has received a data valuation of KRW 1.6 billion. It is cooperating with Shinhan Futures Lab and IP Warehouse, and is working to connect with Shinhan Card's data platform Data Mart. In particular, it has a technology that replicates 1 million simulation environments to operate efficient AI models with fewer resources. As AI technology is rapidly spreading to the marketing field, Datamond's efficient AI operation technology is expected to play a key role in helping companies reduce marketing costs and maximize effectiveness. Jeonbuk Creative Economy Innovation Center J-curve Placement Program, ⓒ inhoocho.com AHES, the first DeepTech Tips company selected by the Jeonbuk Center for Creative and Innovative Economy, has developed a large 2.5 megawatt ultra-efficient alkaline water electrolysis stack for the hydrogen economy. It has achieved the world's highest efficiency of 4 kW per 1 Nm³ of hydrogen production and is close to signing a technology transfer contract worth KRW 20 billion with BHEL, an Indian state-owned company. It has signed a five-year supply contract with GH2 and is currently preparing to build a new 4,500-pyeong factory in Wanju. The company is aiming for an initial public offering (IPO) around 2027, based on the experience of founding Iljin Hysolus in 1999 and selling the company in 2014. At a time when the transition to a global hydrogen economy is accelerating, AHES' innovative water electrolysis technology is expected to be a game changer in the green energy market. Selected as the winner of the 2nd J-curve Deployment Program, Dreamers is a company that develops data-collecting IoT agricultural machinery. It was selected as a subsidiary of Gunsan University's technology holding company and is characterized by its deep learning-based agricultural product sorting system. Unlike existing color sorters, the company has introduced a deep learning method to enable more accurate quality inspection, and has built a system that can be remotely monitored and controlled from a server through a network connection. The company is currently preparing to enter the overseas market in cooperation with Indian companies. As the digital transformation of agriculture is becoming an urgent issue, Dreamers' AI-based agricultural machinery is considered an innovative solution that can solve the labor shortage problem and improve the quality of agricultural products. Jeonbuk Creative Economy Innovation Center J-curve Placement Program, ⓒ inhoocho.com The roadshow was an interesting opportunity to see the strength of startups in Jeonbuk, and it was especially noteworthy that most of the participating companies have already entered overseas markets or are on the verge of signing concrete contracts. This shows the global competitiveness of Jeonbuk startups, which is not limited to the region. With the recent freeze in the venture investment market, even promising startups are having difficulty raising funds, so this event was timely. Investors were able to meet proven startups in one place, and startups were able to showcase their technology and growth potential in person. If more of these quality matchmaking opportunities are organized across the region, the Korean startup ecosystem will become even stronger. Hopefully, Jeonbuk Creative Economy Innovation Center's initiative will spread to other regions.

“The most important thing about AI is the underlying infrastructure” CEO Young Sang Ryu, ⓒSK Telecom Newsroom This quote, emphasized by SK Telecom's Yoo Young-young at the SK AI Summit 2024, captures the essence of the current AI industry. ChatGPT and AI image generation are just the tip of the iceberg, and there is a huge infrastructure that supports them. According to Precedence Research, a global market research firm, the global AI market was worth $538.1 billion (approx. KRW 708 trillion) in 2023 and is expected to grow to $2.75 trillion by 2032. That's more than 1.5 times the size of South Korea's 2023 GDP (about KRW 2,200 trillion). AI infrastructure is like the human body. High-performance computers process complex computations like the brain, data centers store massive amounts of data like muscles, and communication networks deliver information like the nervous system. These three elements must work in perfect harmony for AI to function properly. For example, to produce a single response from one of our favorite AI chatbots, thousands of GPUs work simultaneously, hundreds of terabytes of data are processed, and all of this happens in less than a second. For telcos in particular, AI infrastructure is a new growth engine. Traditional telecom network and data center operations experience has become an even more valuable asset in the AI era. The nation's densely connected telecommunications network serves as the “digital highway” for AI services. If the general Internet is a city street, AI needs a dedicated highway, a “dedicated line. This infrastructure, owned by telcos, is a key factor in the quality and reliability of AI services. Moreover, AI infrastructure is no longer just a technology foundation, but a key element of national competitiveness. Just as social overhead capital (SOC) such as roads, ports, and railways were the foundation for national development during the industrialization era, data centers and telecommunications networks will play a role in the AI era. This is why Yoo emphasized that “building a solid infrastructure is essential for South Korea to enter the G3 AI powerhouse.” Data Center Evolution: From Digital Hotel to AI Powerhouse The 100 megawatt data center operated by SK Telecom through SK Broadband has been operated in a 'co-location' manner. Co-location is simply a 'digital hotel' service. The carrier provides the building, electricity, air conditioning, and security, and companies rent as much space as they need and set up their servers. Just like a hotel guest books a room and brings their own belongings, companies rent space in a data center to run their servers. This was an economical choice to avoid having to build their own data centers, which can cost tens of billions of dollars. However, with the advent of the AI era, data centers are now evolving from mere “digital hotels” to “digital power plants”. The biggest change is power consumption. Whereas a rack of servers (the cabinets you plug them into) used to consume 4-7 kW of power, AI servers require at least 15 kW and as much as 30 kVA. This dramatic increase in power demand creates new technical challenges. Cooling systems need to be completely different. Traditional air cooling cannot keep AI servers cool, requiring advanced cooling technologies such as rear door heat exchangers or direct chip liquid cooling. It's like how a regular air conditioner can't cool a semiconductor factory. Of particular note is the location strategy of data centers. Cloud service providers want to cluster data centers within a 50-kilometer radius for quality of service, which is directly related to data processing speed. The role of telcos is also changing. They need to evolve beyond just providing space and power to become AI infrastructure specialists. The GPU revolution and the democratization of computing Mark Adams, president of Penguin Solutions, declared that “2023 was the year of GPU sales.” GPUs (Graphics Processing Units) are semiconductors originally developed to process graphics for gaming, but they are now the “brains” of AI. It's like the automotive industry's shift from internal combustion engines to electric motors, with batteries becoming a key component. In fact, GPU market leader NVIDIA's data center revenue grew 279% year-over-year in 2023 to $18.5 billion. The importance of GPUs is changing the way AI is developed. The more computing power used to train AI models, the higher the quality and efficiency of the models. “More companies should be able to utilize AI technology without breaking the bank,” says Stephen Gallivan, President of Lambda Labs. This is where GPU as a Service comes in. Lambda CEO Stephen Balaban, ⓒ inhoocho.com GPU as a Service is a way to subscribe to GPU resources and use them only as needed, just like watching a movie on Netflix. In the past, purchasing a server with a high-performance GPU required an upfront investment of hundreds of millions of dollars. But now you can pay by the hour or by the job. It's like using car sharing instead of buying a car. “We see a huge shortage of data center capacity for AI in the next three to five years,” Adams said. The demand for GPUs is currently exploding as companies around the world dive into AI development. GPU supply, on the other hand, is limited. There are only a few companies capable of producing high-performance GPUs, and it will take years to ramp up production facilities. This makes efficient utilization of GPUs even more important. SK Telecom's GPU service in collaboration with Lambda Labs aims to utilize limited GPU resources as efficiently as possible. This is done by appropriately distributing AI training tasks that use GPUs around the clock, and inference tasks that use GPUs only when needed, to maximize resource utilization. Most notably, these changes are leading to the democratization of AI technology. AI development that was once only available to giants like Google and Meta is now available to SMEs and startups. This is expected to enable new innovations in the AI industry, just as cloud computing lowered the barriers to entry in the IT industry. Challenges and issues: power and environmental dilemmas The biggest challenge facing AI data centers is power. Mr. Yoo clearly presented the cost structure of operating AI infrastructure. 70% of the total capital expenditure (CapEx) is GPU-related, and 70% of the operating expenditure (OpEx) is power-related. This is similar to the electric vehicle industry, where the cost of batteries and charging account for the majority of the total cost. SK AI Summit 2024, ⓒ inhoocho.com South Korea in particular faces three serious challenges. The first is the physical limitations of power supply. As Yoo says, “We can't afford to power data centers in the metropolitan area anymore,” and the power supply in the capital is already at its limit. Cloud service providers want to keep their data centers within a 50km radius of the center of Seoul to ensure quality of service, but this is no longer physically possible. Second is the issue of power prices. South Korea's industrial power prices are higher than competitors such as India, Malaysia, and Australia. AI data centers will eventually have to compete in the global market, and these high power prices are a major weakness. It's like how high costs in manufacturing can make you less competitive. The recent 10% increase in industrial electricity prices adds to this concern. Third is environmental concerns. Global big tech companies have pledged to reduce their carbon emissions to “zero” by 2050. But in the age of AI, that's a big challenge. “It's a paradox,” says Yoo. As the demand for AI grows, power consumption and carbon emissions inevitably increase. Efforts are being made to address these challenges in various ways. First, the relocation of data centers to rural areas is being considered. Since latency is less important for AI model training than for real-time services, it is possible to relocate data centers to rural areas where electricity supply is plentiful. This could help revitalize local economies. Energy solutions are also diversifying. Renewable energy sources such as solar and wind are increasingly being utilized, while new energy sources such as small modular reactors (SMRs) are also being explored. In the Middle East, special zones for data centers have been established to reduce electricity prices, a policy that Korea can learn from. There are also ongoing technological innovations to make AI servers more energy efficient. With the introduction of new cooling technologies such as liquid cooling and direct chip cooling, research is also underway to make the AI chips themselves more energy efficient. Preparing for the future: an era of collaboration and innovation Building AI infrastructure is no longer a task that any one company or country can solve alone. “SK Telecom is active in collaborating with global partners in the AI data center business, and these partnerships are the strength of SK Group.” Mr. Yoo's words illustrate the new competitive paradigm in the AI era. Just as automobile companies collaborated with battery companies and software companies in the era of electric vehicles, collaboration in various fields has become essential in the AI era. SK AI Summit 2024, ⓒ inhoocho.com Three key factors are necessary for the success of the future AI infrastructure market. The first is technological innovation. Penguin Solutions has already begun work on its next-generation AI accelerator board, RISC-V, Adams said. “We need to innovate two to three years out,” he says, so we need to start preparing for future technologies now. The second is policy support. Comprehensive policy support is needed, including designating special data center zones, improving power supply systems, and fostering human resources. In particular, policies to reduce electricity prices through special zones, such as those in the Middle East, need to be reviewed to ensure global competitiveness. The third is to build an ecosystem. It is important to create an environment where various companies, from large corporations to startups, can participate. In particular, the development of new services utilizing existing infrastructure, such as submarine cables, is also a noteworthy area. AI infrastructure is now becoming the infrastructure of a new era, just like electricity and roads in the early 20th century. It is more important than ever for the government, businesses, and society at large to collaborate and innovate in order for Korea to become a leading player in this new era.

The auditorium on the fifth floor of the Seoul Center for Creative Economy and Innovation was packed with prospective entrepreneurs and startups interested in attracting investment. At the event, called “Investment Class,” five differently colored investment firms showed their true colors under one roof. MYSC, which focuses on impact investing, Sopoong Ventures, which bets on climate technology, KingoSpring, which is pursuing aggressive growth, Kingsley Ventures, which claims to be extremely efficient, and Futureplay, which claims to be a powerhouse in deep tech. Each of them had only 10 minutes to present their identity, strategy, and concerns. Their pitches were a snapshot of the current state of the Korean venture capital ecosystem. With each investor trying to differentiate themselves with different keywords such as impact, climate, tech, and efficiency, the diversity of the Korean VC market and the challenges they face were clearly visible. Particularly noteworthy is the distinct positioning of each firm. MYSC, with its large 90-person team, seeks impact, Kingsley Ventures, with its small number of aggressive investors, and Futureplay, with its network of large corporations, are all on very different paths in the same market. Seoul Creative Economy Innovation Center “Investment Class,” ⓒBusiness Storyteller MYSC, a leader in impact investing “Social and environmental issues are the source of innovation. We aim to discover and invest in companies in these areas.” This declaration from MYSC is in line with current trends in the investment industry. However, it remains to be seen whether this approach will lead to actual profitability. Seoul Creative Economy Innovation Center “Investment Class,” ⓒBusiness Storyteller As of October 2024, MYSC's performance is noteworthy. AUM of KRW 91.1 billion, 170 cumulative investee companies, KRW 42.4 billion in investment execution, and a portfolio company value of KRW 2.2 trillion are proof of this. In particular, its large staff of 90 people is unusual for an impact investor. MYSC's investment portfolio is distinctly differentiated. The composition of 32% (64 companies) from outside the metropolitan area, 14% (28 companies) from women-owned businesses, and 5% (10 companies) from universities shows intentional inclusivity. However, this raises two questions: In terms of profitability: Is there a real return on local investment? Balancing inclusive investment with financial performance The lack of exit stories Impact perspective: Practical measurement and verification of impact Sustainability of local innovation The practical challenges of scaling up MYSC had clear criteria for impact investing prospects. It was divided into two categories: first, “companies that solve social problems through innovative technologies or business models,” and second, “companies that create local value by leveraging the unique characteristics and resources of the region.” In particular, it emphasized locally-based innovations, such as developing business models using local resources, fostering local talent, and revitalizing local communities. Seoul Creative Economy Innovation Center “Investment Class,” ⓒBusiness Storyteller MYSC's impact investment framework was also impressive. It utilizes impact indicators based on the UN SDGs, and is creating impact through the following opportunities: To engage in partnerships to systematize “backward leap” projects from innovative companies. To build capacity and connecting with the rest of the world from an impact perspective. To transform social problems into sustainable businesses by redefining them as sources of innovation. To set a precedent for institutional and policy investors through impact investing. To provide patient capital for impact enterprises that require long-term time horizons. In particular, MYSC's impact framework had a clear I-O-Output-Outcome-Impact structure, and established a systematic impact measurement system utilizing ESG integration and IRIS+ indicators. This demonstrated MYSC's philosophy of creating real social value beyond mere investment. However, some fundamental questions remain. First, can inclusive investment strategies translate into real returns; second, can large-scale organizational operations be an effective model for impact investors; and third, can the goal of local innovation translate into real scale-up? It will be interesting to see how MYSC can overcome these challenges and present a new model of impact investing. Sopoong Ventures' focus on climate technology “Recently, we have been focusing on the keyword climate technology. But it doesn't just mean the environmental sector.” The presentation by Sopoong Ventures clarified their strategic positioning. Based on their experience since 2008, they are looking for companies pursuing technological innovation in a wide range of areas, including energy, environment, agri-food, and circular economy. Seoul Center for Creative Economy and Innovation “Investment Class,” ⓒBusiness Storyteller With $50 billion in AUM and more than 160 portfolios, the company's position as a mid-sized investor is clear. However, its recent strategy centered on climate technology is a new challenge. In particular, the 'N-Harvest' program and the 'Impact Summit' program with the Nonghyup Central Association are seen as realistic approaches that leverage existing networks. “We believe that beyond simple investment, the growth of the founding team and the growth of the company should go hand in hand.” This quote from Sopung Ventures sums up their investment philosophy. They seek to balance financial performance with social impact, and this is embodied in three key strategies. First, they are constantly expanding their investment universe. While building a portfolio centered around climate tech, they are also expanding their investments to include agri-food, energy, and the environment. In particular, we actively seek out companies with circular economy models and take the lead in creating a sustainable business ecosystem. Second, we have a systematic growth support system. We focus on discovering promising early-stage companies through placement programs and increasing their enterprise value through professional acceleration. We also provide collaboration opportunities with various partners to help portfolio companies grow substantially. Finally, we have a systematic approach to impact measurement and management. It has established an impact assessment system based on the UN SDGs and transparently discloses its investment performance through regular impact reports. It also continuously monitors and manages the impact performance of its investee companies to enhance the effectiveness of social value creation. “Creating a profitable business model while solving environmental problems with innovative technologies is the impact we seek.” While Sopoong Ventures' climate technology-focused strategy seems timely, there are some significant challenges. First, how to rapidly build expertise in the field; second, how to balance impact and profitability; and third, how to compete in the global marketplace. How these challenges are addressed will be key to the organization's future success. Only time will tell if the company's experimentation in the new field of climate technology will prove successful, or if it will be remembered as a hasty pivot to follow a trend. Kingosprings pursues aggressive growth “We're moving with the motto of hustle this year.” Founded in 2019, this quote from KingoSpring sums up their progressive company culture. Despite its short history, the company has been very aggressive. Seoul Creative Economy Innovation Center “Investment Class,” ⓒBusiness Storyteller The company started its activities as a TIPS operator by running the Incheon Youth Entrepreneurship Academy in 2022, and recently expanded its bases to the United States and Vietnam to build a global network. Since 2024, the company has been investing more aggressively with the “Hustle Principle,” which has resulted in the award of the Gyeonggi-do Governor's Citation, more than 30 acceleration programs, 57 company selections, and 12 TIPS selections (including two deep-tech TIPS). “We look for companies that have the potential to grow 10x in five years.” Their investment philosophy is clear. They have invested in 58 companies, mainly in the ICT platform, biohealth, and small cap sectors, with 27 TIPS picks. However, it remains to be seen whether this rapid growth will translate into quality growth. Seoul Creative Economy Innovation Center “Investment Class,” ⓒBusiness Storyteller KingoSpring invests and incubates through a clear process of 'Discovery - Accelerating - Investment - Value-up'. It starts by discovering startups with high growth potential, provides systematic training and mentoring, and after investment, continues to provide support for continuous value improvement. However, this is the basic structure of most accelerators. What really sets KingoSpring apart is the speed at which this process is executed. The ability to take risks and execute quickly is definitely an advantage for KingoSpring. While the rapid growth is impressive, there are a few challenges that stand out. First, there's the lack of validation due to its short track record. Second, there's the question of whether its aggressive international expansion will translate into tangible results. How KinggoSpring overcomes these challenges will be a key determinant of its success in the future. However, their ambition to become one of Korea's leading global investment firms makes us look forward to even greater leaps forward. Kingsley Ventures: a new experiment in family office efficiency “We are a family office. Anglo-American family offices are generally conservative, but we're different.” This statement from Kingsley Ventures is both challenging and somewhat unexpected. At its core, a family office is all about stewardship of assets, and Kingsley Ventures is very aggressive. The structure is interesting, with only three investment staff, including the managing director, but supplemented by part-time specialists. Last year and the year before, they made over 20 early stage investments, and in 2023, they received five TIPS, all of which were selected. Seoul Center for Creative Economy and Innovation “Investment Class”, ⓒBusiness Storyteller What's particularly impressive is the way they operate. “Pure manpower is important, but we also look for startups that work 24/7 with the professionalism of a hundred per day.” The company's track record is evident in the fact that it has invested KRW 35 billion in 114 companies, and its portfolio companies have a combined enterprise value of KRW 1.5 trillion. Recently, the firm is preparing to obtain a VC license and is also pursuing a new $20 billion fund. While Kingsley Ventures' experiment is intriguing, it raises a few fundamental questions. First, will the current highly efficient operating model be sustainable at scale; second, how will it balance its aggressive investment strategy with the inherent responsibility of managing the assets of a family office; and third, what will its identity and operating strategy be after obtaining a VC license? “Investment Class” at the Seoul Center for Creative Economy and Innovation, ⓒBusiness Storyteller In the end, time will tell whether Kingsley Ventures' experiment will become a revolutionary model for family offices or an example of the limits of excessive efficiency. Futureplay bets on deep tech: combining expertise and networks “Our mission is to sustainably create startups that can change the world in 10 years.” Futureplay's announcement was unique from the start. It was particularly impressive that the organization has built a portfolio of 251 investments in its 11-year history, with a survival rate of over 90%. Add to that the fact that it has KRW 276.9 billion in AUM and a MOIC of 2.9x, and it was overwhelming. Seoul Center for Creative Economy and Innovation “Investment Class”, ⓒBusiness Storyteller Of course, these numbers also raise some questions. A high survival rate of 90.6% may indicate a conservative approach rather than innovative investing. The portfolio size of 251 companies raises the question of whether there is substantial valuation support. The MOIC of 2.9x also needs to be compared to the industry average. Its strength in the deep tech sector is clear: Portfolio composition: Robotics/Mobility: 34.7%. Bio/Healthcare: 12.2 Software/SaaS: 21.7 Hardware/Material: 19.7 Their success stories were concrete and compelling. The story of BMW's collaboration with Seoul Robotics was particularly impressive. “When BMW came to Korea in 2019 and saw several investors, we already had eight autonomous driving portfolios.” Four successful IPOs and 15 M&As are further proof of their expertise. “Investment Class” at the Seoul Center for Creative Economy and Innovation, ⓒBusiness Storyteller Futureplay's biggest differentiator is its network of collaborations with large corporations. This enables quick market validation and reference acquisition for portfolio companies. However, there is also a risk of becoming dependent on large companies. It's about balancing innovation and commercialization, and whether this model can work in a global market. It remains to be seen whether the 251 portfolio companies will be able to provide substantial support and whether the high survival rate of over 90% can be maintained. It will also be an important strategic choice whether to further strengthen its expertise in the deep tech sector or pursue portfolio diversification. To date, Futureplay is an important example of the potential success of Korean deep tech investments. However, their next challenge will be how to balance deepening their expertise and expanding their network in a rapidly changing technology environment. Seoul Center for Creative Economy and Innovation “Investment Class,” ⓒBusiness Storyteller Different Paths, Same Purpose: Growing Startups What impressed me most about the event was the unique investment process of each investment firm. MYSC made alignment with the UN SDGs a core investment criterion and sought to harmonize social and business values. Excursion Ventures emphasized in-depth communication with the founding team, especially the ability to communicate impact as an important evaluation factor. KingoSpring focused on systematic discovery and nurturing of startups through its placement program. Kingsley Ventures lowered the barriers to entry for early-stage startups through flexible investments using safe notes, while Futureplay helped its portfolio companies validate and grow their markets through strategic collaborations with large corporations. Hearing from these five investors in one place demonstrated the diversity and expertise of the Korean investment ecosystem. Whether it's impact investing, climate tech, rapid growth, operational efficiency, or deep tech, each investor has a strong competitive edge in their area of expertise. This differentiated expertise will be an important factor for startups when choosing an investor. The biggest takeaway from the event was that we were able to strategically choose the investor that best aligns with our company's direction by understanding the characteristics of each investor. We look forward to utilizing these insights in our future fundraising efforts to build a more effective fundraising strategy.

The Korea Consumer Affairs Ministry's ‘2023 Consumer Redress Yearbook’ reveals a darker side of modern marketing. The number of applications for consumer redress has been on the rise, especially in the fields of financial investment products and educational services, where the damage caused by ‘false and exaggerated advertising’ is concentrated. This suggests that modern people's anxiety about economic success and self-improvement is becoming a major target of marketing. The KFTC's monitoring results for the e-commerce sector in the first quarter of 2024 show a more concrete picture. False and exaggerated advertisements in social media marketing using influencers are on the rise, and urgency marketing that encourages consumers to make immediate purchases, such as ‘limited sales’ and ‘imminent deadline’, is a major problem. New risks in the digital age The Korea Internet & Security Agency's (KISA) ‘Internet Usage Survey 2022’ warns of new risks in the digital age. It found that 54.3 per cent of social media users are tired of being exposed to ads, with the figure rising to 62.8 per cent among 20-somethings. These numbers are particularly alarming for two reasons. First, the fact that even 20-somethings, who are often referred to as digital natives, complain of fatigue suggests that the current intensity of online advertising is already beyond acceptable limits. Secondly, the higher the ad fatigue rate, the more vulnerable the group is to anxiety marketing. Fatigue from excessive ad exposure eventually reduces our ability to make comparative analyses and makes us more susceptible to emotional appeals. Recent deliberations by the CRTC show that these concerns are becoming a reality. The number of false and exaggerated advertisements on online platforms has been on the rise, and anxiety-promoting content is particularly prevalent in the financial, diet, and education sectors. The hidden cost of anxiety marketing The results of the Financial Supervisory Service's 2022 Financial Consumer Protection Status Assessment show the true extent of the damage caused by anxiety marketing. The number of incomplete sales by banks and insurers increased year-on-year, with the most notable being complaints about pension insurance products that triggered retirement anxiety. The fact that these products have a higher cancellation rate than other insurance products proves that fear marketing ultimately hurts both consumers and businesses. Consumers lose money and companies lose brand credibility. The KFTC's estimate of KRW 100 billion in consumer damage related to exaggerated advertising in 2021 is just the tip of the iceberg. The actual damage is expected to be much higher for two reasons. Firstly, most consumers don't take the time to file a formal complaint, and secondly, it doesn't account for psychological anxiety and stress, which can't be measured in monetary terms. Brands succeeding by selling value Unilever's announcement in its 2022 annual report demonstrates that ethical marketing can be successful. The company's Sustainable Living Plan (USLP) brands grew 50% faster than other brands. This figure is particularly noteworthy for three reasons. First, it's not a short-term experiment, but a long-term follow-up of more than five years, which gives it credibility. Second, it shows the resilience of value-driven marketing, as this growth was sustained during the global recession. Third, the results are common across a wide range of product lines, suggesting that it can be a universal strategy that is not limited to a specific industry. Arc'teryx's ‘ReBird, ⓒGearJunkie Outdoor brand Arc'teryx's ‘ReBird’ programme has set a new standard for value spending. Launched in 2019, the programme tackled consumer anxiety about premium pricing head-on with a message of ‘more expensive, but longer lasting’ products. With repair and recycling as the core values of the products, the programme saw a 39% year-on-year increase in global sales in 2021. Most notably, customers who used the product's repair service were 2.1 times more likely to repurchase than those who did not. This shows that marketing that emphasises the intrinsic value and sustainability of a product, rather than anxiety triggers, can lead to real results. Regulation and change The KFTC's 2023 revision of the Important Labelling and Advertising Notices is significant. The ability to impose fines of up to 2 per cent of turnover is more than just an increase in penalties. First, it signals a shift in perception that anxiety marketing is no longer just a sales tactic, but a serious violation of consumer rights. Secondly, the tying of fines to revenue reflects a social consensus that large companies should be held to a higher level of ethical responsibility. The establishment of ESG advertising review standards by the Korean Advertising Self-Regulatory Organisation (2022) is an important milestone that demonstrates voluntary change in the industry. It is particularly noteworthy that the standards do not simply regulate false and misleading advertising, but actively promote corporate social responsibility and ethical marketing. It marks the beginning of a new paradigm in marketing that goes beyond the elimination of negativity to the creation of positive value. Our choice The problem with anxiety marketing is clear, based on real-world data. Strategies that stoke consumer anxiety to increase short-term sales not only undermine a company's credibility in the long run, but also cause measurable economic losses. Values-driven marketing, on the other hand, has proven to be more than just an ethical choice; it can be a viable business strategy. More importantly, this shift is becoming more of a necessity than an option. Increasing regulation, rising consumer awareness, and the rapid spread of negative information pose a fundamental threat to the sustainability of fear marketing. Sell the product, don't sell the fear. It's no longer just a mantra, it's a data-driven, essential principle of the future of marketing.

Part 1: Understanding South Korea's Current Position and Goals South Korea's Digital Foundation Think of South Korea as a student who's already excelling in technology class (ranked 6th globally) and now wants to become one of the top three students in advanced AI studies. The country is particularly strong in areas like memory chips (think of these as the brain cells of AI computers) and has filed the third-most AI-related patents globally. Key Numbers to Remember: 6th place in global digital competitiveness 2nd place among large countries (population over 20 million) 1st place in AI memory chips 3rd place in AI patents The Big Goal: South Korea wants to be one of the top three countries in AI within three years. It's like moving from being a strong player to becoming a championship contender. How They're Planning to Do It: Building the Foundation Investing $1.5 billion in AI computers Think of this as building several giant super-computers that can process massive amounts of information Making these resources available to companies and researchers Like creating a public library, but for AI tools Making AI Part of Daily Life Goal: 7 out of 10 companies using AI by 2030 Examples of what this means: Doctors using AI to help diagnose diseases Farmers using AI to predict best planting times Government services becoming faster through AI Schools using AI to personalize learning Company Leaders Taking Action Samsung: Making special computer chips for AI Hyundai: Working on self-driving cars and robots SK: Developing advanced memory technology Part 2: Strategy and Investment Plans - "The Blueprint for AI Leadership" The Four Major Flagship Projects Infrastructure Expansion ("Building the AI Highway") What It Means: Think of this as building a massive digital highway system for AI Key Investment: $1.5 billion for a national AI computing center Goal: Multiply current GPU capacity by 15x (GPUs are like powerful calculators for AI) Simple Example: If current AI computing power can process 1,000 tasks per day, the goal is to handle 15,000 tasks daily Private Sector Support ("Fueling the AI Economy") Total Investment Target: $47.5 billion over three years How It Works: Government provides tax benefits and financial incentives Big tech companies like Microsoft (Busan data center) and Amazon (Incheon data center) are already investing Think of it like the government offering discounts and support to companies building AI factories AI Adoption Targets ("Spreading AI Everywhere") Industry Goal: 70% AI adoption by 2030 Imagine 7 out of 10 companies using AI in their daily operations Public Sector Goal: 95% adoption Nearly all government services will use AI Focus Areas: Manufacturing (smart factories) Finance (automated services) Healthcare Agriculture Culture and entertainment Public services Safety and Global Leadership ("Making AI Safe and Reliable") New Institution: National AI Safety Research Institute Global Network: Partnerships with NATO and other international organizations Key Focus Areas: Preventing AI misuse Fighting fake news and deepfakes Protecting against cyber threats Ensuring ethical AI development Expected Economic Impact Annual Target: $226.28 billion To put this in perspective: This is about 12% of South Korea's current GDP Equivalent to creating a new major industry sector Would create numerous new jobs and business opportunities Part 3: Implementation Strategy and Global Cooperation - "Making It Happen" The Four Pillars of Implementation Startups and Talent Development ("Growing the AI Workforce") Talent Goals: Training 20,000 AI experts Supporting 600 R&D projects What This Means for Regular People: New job opportunities in AI Training programs for career transition Support for AI-focused startups Think of it as creating a new generation of AI professionals Technology and Infrastructure ("Building the Digital Foundation") Core Components: Regional AI data centers Nationwide computing network AI-specific research facilities Real-World Impact: Faster internet and AI services Better access to AI tools for businesses More powerful computing resources for researchers Inclusion and Equity ("AI for Everyone") Key Goals: Making AI accessible to all businesses, not just big companies Ensuring rural areas have access to AI technology Preventing digital divide Practical Applications: AI tools for small businesses Public AI services Support for traditional industries to adopt AI Global Leadership and Cooperation ("Playing in the Global AI League") International Network: Asia-Pacific AI Safety Research Institute Partnerships with global tech leaders Collaboration with NATO Focus Areas: AI safety standards International research Technology exchange Joint development projects Unique Korean Advantages Cultural Foundation: Building on K-culture success (K-pop, K-drama, K-food) Strong technology adoption rate among citizens High digital literacy Industrial Strength: Strong semiconductor industry Advanced manufacturing capabilities Experience in rapid technology adoption Government Support: Presidential-level commitment Coordinated national strategy Strong public-private partnerships Timeline and Milestones Near-term Goals (1-2 years): Establishing AI infrastructure Launch of key institutions Initial training programs Medium-term Goals (2-5 years): Reaching industry adoption targets International partnership expansion Research institute development Long-term Vision: Becoming top 3 global AI power Leading in AI safety and ethics Creating sustainable AI ecosystem This comprehensive approach shows how South Korea is not just focusing on technology development, but also on creating a sustainable, inclusive, and globally connected AI ecosystem. The strategy balances economic growth with social responsibility, while leveraging Korea's existing strengths in technology and digital infrastructure.