Real business stories and field notes from Shenzhen.
Founders, operators, factories, markets, and the decisions shaping how business gets built across Shenzhen and the Greater Bay Area.
From Prototype to Production: An Expert's Guide to PCBA in Shenzhen
A Shenzhen-based PCBA expert offers direct advice for overseas hardware entrepreneurs manufacturing in China, detailing common pitfalls and practical solutions.
From Prototype to Production: An Expert's Guide to PCBA in Shenzhen
A Shenzhen-based PCBA expert offers direct advice for overseas hardware entrepreneurs manufacturing in China, detailing common pitfalls and practical solutions.
Three Things That Blindside Foreigners Running a Business in China
Most foreigners who run into trouble in China hit one of three problems: a labor dispute they can't resolve, a visa transfer that gets stuck, or a tax bill nobody warned them about. This is what each of those looks like from the inside.
Three Things That Blindside Foreigners Running a Business in China
Most foreigners who run into trouble in China hit one of three problems: a labor dispute they can't resolve, a visa transfer that gets stuck, or a tax bill nobody warned them about. This is what each of those looks like from the inside.
She Spent 15 Years Inside One of China's Most Competitive Markets. Here's What It Actually Taught Her.
Liang Xiaohua didn't plan to build a business in Shuibei. But 15 years in, she's still here, and most people who started when she did are not.
She Spent 15 Years Inside One of China's Most Competitive Markets. Here's What It Actually Taught Her.
Liang Xiaohua didn't plan to build a business in Shuibei. But 15 years in, she's still here, and most people who started when she did are not.
Inside a VC’s Mind: AI, Hardware, and What Actually Gets Funded
After years working across Africa and the Middle East, Michelle returned to China and now moves between Shanghai, Beijing, Shenzhen, and Silicon Valley. In early-stage investing, she pays close attention to founder clarity, team conviction, and whether a product is built for short-term buzz or long-term traction. 1. When an AI project first lands on your desk, what are the fastest reasons you decide not to spend more time on it? To be honest, I rarely pass on a project purely out of instinct. Most of the time, I prefer to speak with the founders or the founding team before making any decision. Many AI startups today have pitch decks that are quite abstract. They’re filled with new concepts and technical jargon, and sometimes investors don’t fully understand what the team is actually building just from the slides. Misunderstandings often come from storytelling rather than from the product itself. So I usually schedule a 45-minute to one-hour conversation with the founders to understand clearly what they’re building and how they think about the product. After that conversation, the key factor for me becomes the founding team, especially the founder’s motivation. I care deeply about why you’re in this business. Why did you decide to build this product? Entrepreneurship is abstract and extremely difficult. It requires conviction and resilience. If someone is building a company because their Stanford roommates raised money from a16z, or because they want fame, reputation, or to become a KOL, that’s when I would pass. There are simply too many hardships in entrepreneurship. If the motivation is superficial, it won’t sustain the company. 2. At the early stage, how would you rank the problem being solved, the founding team, and the technology or solution and why? At the early stage, I rank the founding team first. The reason is simple: products can pivot, technology can evolve, but the founding team determines whether the company survives and adapts. The problem being solved is important, of course. But even a strong problem won’t matter if the team cannot execute or lacks conviction. Technology or the solution is necessary—especially in AI. But at an early stage, technology alone is not enough without the right team and mindset behind it. Entrepreneurship is abstract and uncertain. What I look for is whether the team truly understands what they’re doing and whether they’re prepared for a long-term challenge. 3. What is the single strongest signal that makes you want to keep digging into a project? The strongest signal is genuine conviction from the founder. I want to understand why you’re here and why you care about this problem. I want to see whether you’ve thought deeply about the product and whether your motivation is internal rather than external. If I feel clarity and a strong sense of purpose from the founder, I’m much more willing to continue exploring the opportunity. 4. Could you briefly introduce yourself and what you focus on as a VC today? I’m still a relatively novice VC investor. I graduated from college in 2022, and over the past three and a half years, I worked in Africa and the Middle East. During that time, I invested on behalf of a global company, working within the strategy, venture, and investment arm of a corporate venture capital setup. I returned to China at the end of last year and joined a venture capital firm around mid-November, so it’s been less than six months in this role. Today, I invest in AI software and consumer electronics / AI-powered hardware, mostly in China or with Asian founders building for global markets. That’s also why I split my time frequently between Shanghai, Beijing, and Shenzhen. Many software companies are in Beijing, while consumer electronics and hardware companies are concentrated in Shenzhen. I also spend time between China and the United States, especially Silicon Valley. There are founders who grew up there, studied there, or worked there, and now want to combine their understanding of North American or European markets with Asia’s efficient supply chain to build something global. 5. What kinds of consumer AI–related projects are you seeing most often and which ones actually excite investors? It’s a very interesting time for VCs. We’re seeing a wave of impressive founders coming from companies like Google, Apple, Amazon, ByteDance, and Tesla, deciding to start their own companies. There’s a wide range of software and hardware projects, some of them are things I personally never imagined people would build. On the software side, one major category is AI social apps. Founders are reimagining how AI might reshape interpersonal interaction, job hunting, dating, making friends, and communication in general, once AI becomes a variable inside social behavior. But social apps are also extremely difficult to build. We also see many productivity tools, especially targeting what people call OPC—one-person companies. AI can dramatically increase the efficiency of an individual coder or artist, so productivity products are a major theme. On the hardware side, it feels like AI could reshape almost everything in daily life from laptops to personal assistants. Founders are imagining AI rebuilding many of the tools we interact with every day. What excites investors isn’t AI as a label. It’s whether the product direction makes sense and translates into real usage, especially when founders can connect the technology to a strong consumer experience. 6. Which consumer AI categories do founders most overestimate? Investors currently have strong appetite for almost anything AI-related, it often comes down to individual taste. If you pitch the right person, you can find funding. Personally, I’m more cautious about products that sit too close to what large internet platforms can already do. In software especially, ByteDance can release something overnight that’s ten times better than what a two-person team is building. Some founders are also building features very close to what Gemini already includes in student or bundled plans. If startups try to charge $10–15 per month for something similar, they risk being squeezed by large platforms offering one-stop solutions. Founders increasingly understand they need to know the capabilities and boundaries of tech giants and avoid building too close to their core. Hardware is different. Hardware behaves more like consumer goods. AI agents may disrupt SaaS, but hardware is closer to consumer electronics and consumer branding. In many cases, it’s a consumer brand first, and AI-powered hardware second. For consumer products, opportunities continue across generations. Each generation grows up with different devices and ways of entertaining, learning, and communicating. The opportunity remains; the question is which startups can integrate AI software effectively into hardware and supply chain realities. 7. What are the biggest differences when evaluating AI hardware versus AI software at an early stage? The moat functions very differently. There are also different types of AI hardware. For example, in industries like 3D printing, being an early mover can create meaningful advantage. But if you’re building something like an AI camera or AI recording device, you’re entering a space with a very mature supply chain in Shenzhen. In that case, hardware itself is not the moat, the moat lies in the AI software or agent layer built on top. With AI software and agents, the issue is often the lack of moat. Open-source solutions appear quickly on GitHub, and similar tools can be replicated rapidly. So for consumer software and agents, you need a highly niche and accurate entry point, true product market fit and a strong ability to tell your story. When code moats weaken, trust becomes the moat. Why should users trust your team and your product? That’s where brand and storytelling matter more than people expect. We’ve seen examples like Manus. Many products try to imitate what it does, but it built advantage through strong consumer experience, a clear early positioning, and effective brand storytelling as a first mover. 8. What kinds of founding teams do you personally trust more? I trust teams with clear ownership and complementary strengths, teams that can genuinely connect technology to product. In AI, technical ability matters, but product instinct matters just as much. The best founders identify pain points users may not even articulate clearly, and then express those needs through the product. I also look at whether founders understand how competitive and fast-moving this market is and whether they’re building for the long term, not just chasing a short-term trend. 9. How would you describe the founder mindset in Shanghai, Beijing, and Shenzhen? Interestingly, I don’t see a huge difference in mindset. You do see different founder profiles shaped by the environment, more software and AI agents in Beijing, more hardware and consumer electronics in Shenzhen. But everyone recognizes the importance of AI. Founders are learning aggressively and absorbing information from the global market, not just China. They’re tracking GitHub, open-source models, and global innovation, not only ByteDance, DeepSeek, or Kimi. In that sense, the mindset is quite similar. The anxiety level is also similar. In Shenzhen, your neighbor could become your competitor overnight. In Beijing, you might discover a GitHub repo or a release from ByteDance, Gemini, or Facebook, building exactly what you had in mind. It feels like the best of times and the worst of times for founders. 10. What misunderstandings do overseas founders have when approaching Chinese VCs? Frankly, we don’t get approached by foreign founders very often, partly due to geopolitical dynamics. It’s true that Silicon Valley VCs often give more generous valuations for AI startups. I do speak with founders raising in both China and Silicon Valley. One common misunderstanding is assuming our capital is political. I don’t think that’s the right framing. We’re in an era of deglobalization, but there’s still respect for innovation and entrepreneurship that transcends politics. I see investors in Silicon Valley and Shanghai sharing similar mindsets and I see this even more strongly among founders. Founders are trying to build global products, software, hardware, agents, consumer electronics for a global audience, as day-one global teams. On a macro level, the world may be separating. On a micro level inside tech, people are bridging gaps with code and products. Products tell the founder’s vision. Personally, I’m open to conversations with founders anywhere in the world who want to build global companies. AI products should be global. 11. If a founder plans to reach out to VCs soon, what should they fix first? I would summarize it in three questions: why now, why this, and why you. “Why now”. Saying AI is a paradigm shift is not enough. You need to show your niche entry point, your product-market fit, and your ability to scale quickly with AI. Investors want to see that you’re not only thinking about the next three months. You need to explain how your team, product, and strategy will evolve over the next 12 months and the next three years. “Why this”. What pain point are you addressing, why does it matter, and why would users pay for it? Some needs aren’t obvious; strong product founders identify and articulate them through their product. And “why you”. This isn’t always asked directly, but we assess it through conversation and storytelling. It’s critical. So timing, product, and team: why now, why this, why you. These are the core questions every founder should think through.
Inside a VC’s Mind: AI, Hardware, and What Actually Gets Funded
After years working across Africa and the Middle East, Michelle returned to China and now moves between Shanghai, Beijing, Shenzhen, and Silicon Valley. In early-stage investing, she pays close attention to founder clarity, team conviction, and whether a product is built for short-term buzz or long-term traction. 1. When an AI project first lands on your desk, what are the fastest reasons you decide not to spend more time on it? To be honest, I rarely pass on a project purely out of instinct. Most of the time, I prefer to speak with the founders or the founding team before making any decision. Many AI startups today have pitch decks that are quite abstract. They’re filled with new concepts and technical jargon, and sometimes investors don’t fully understand what the team is actually building just from the slides. Misunderstandings often come from storytelling rather than from the product itself. So I usually schedule a 45-minute to one-hour conversation with the founders to understand clearly what they’re building and how they think about the product. After that conversation, the key factor for me becomes the founding team, especially the founder’s motivation. I care deeply about why you’re in this business. Why did you decide to build this product? Entrepreneurship is abstract and extremely difficult. It requires conviction and resilience. If someone is building a company because their Stanford roommates raised money from a16z, or because they want fame, reputation, or to become a KOL, that’s when I would pass. There are simply too many hardships in entrepreneurship. If the motivation is superficial, it won’t sustain the company. 2. At the early stage, how would you rank the problem being solved, the founding team, and the technology or solution and why? At the early stage, I rank the founding team first. The reason is simple: products can pivot, technology can evolve, but the founding team determines whether the company survives and adapts. The problem being solved is important, of course. But even a strong problem won’t matter if the team cannot execute or lacks conviction. Technology or the solution is necessary—especially in AI. But at an early stage, technology alone is not enough without the right team and mindset behind it. Entrepreneurship is abstract and uncertain. What I look for is whether the team truly understands what they’re doing and whether they’re prepared for a long-term challenge. 3. What is the single strongest signal that makes you want to keep digging into a project? The strongest signal is genuine conviction from the founder. I want to understand why you’re here and why you care about this problem. I want to see whether you’ve thought deeply about the product and whether your motivation is internal rather than external. If I feel clarity and a strong sense of purpose from the founder, I’m much more willing to continue exploring the opportunity. 4. Could you briefly introduce yourself and what you focus on as a VC today? I’m still a relatively novice VC investor. I graduated from college in 2022, and over the past three and a half years, I worked in Africa and the Middle East. During that time, I invested on behalf of a global company, working within the strategy, venture, and investment arm of a corporate venture capital setup. I returned to China at the end of last year and joined a venture capital firm around mid-November, so it’s been less than six months in this role. Today, I invest in AI software and consumer electronics / AI-powered hardware, mostly in China or with Asian founders building for global markets. That’s also why I split my time frequently between Shanghai, Beijing, and Shenzhen. Many software companies are in Beijing, while consumer electronics and hardware companies are concentrated in Shenzhen. I also spend time between China and the United States, especially Silicon Valley. There are founders who grew up there, studied there, or worked there, and now want to combine their understanding of North American or European markets with Asia’s efficient supply chain to build something global. 5. What kinds of consumer AI–related projects are you seeing most often and which ones actually excite investors? It’s a very interesting time for VCs. We’re seeing a wave of impressive founders coming from companies like Google, Apple, Amazon, ByteDance, and Tesla, deciding to start their own companies. There’s a wide range of software and hardware projects, some of them are things I personally never imagined people would build. On the software side, one major category is AI social apps. Founders are reimagining how AI might reshape interpersonal interaction, job hunting, dating, making friends, and communication in general, once AI becomes a variable inside social behavior. But social apps are also extremely difficult to build. We also see many productivity tools, especially targeting what people call OPC—one-person companies. AI can dramatically increase the efficiency of an individual coder or artist, so productivity products are a major theme. On the hardware side, it feels like AI could reshape almost everything in daily life from laptops to personal assistants. Founders are imagining AI rebuilding many of the tools we interact with every day. What excites investors isn’t AI as a label. It’s whether the product direction makes sense and translates into real usage, especially when founders can connect the technology to a strong consumer experience. 6. Which consumer AI categories do founders most overestimate? Investors currently have strong appetite for almost anything AI-related, it often comes down to individual taste. If you pitch the right person, you can find funding. Personally, I’m more cautious about products that sit too close to what large internet platforms can already do. In software especially, ByteDance can release something overnight that’s ten times better than what a two-person team is building. Some founders are also building features very close to what Gemini already includes in student or bundled plans. If startups try to charge $10–15 per month for something similar, they risk being squeezed by large platforms offering one-stop solutions. Founders increasingly understand they need to know the capabilities and boundaries of tech giants and avoid building too close to their core. Hardware is different. Hardware behaves more like consumer goods. AI agents may disrupt SaaS, but hardware is closer to consumer electronics and consumer branding. In many cases, it’s a consumer brand first, and AI-powered hardware second. For consumer products, opportunities continue across generations. Each generation grows up with different devices and ways of entertaining, learning, and communicating. The opportunity remains; the question is which startups can integrate AI software effectively into hardware and supply chain realities. 7. What are the biggest differences when evaluating AI hardware versus AI software at an early stage? The moat functions very differently. There are also different types of AI hardware. For example, in industries like 3D printing, being an early mover can create meaningful advantage. But if you’re building something like an AI camera or AI recording device, you’re entering a space with a very mature supply chain in Shenzhen. In that case, hardware itself is not the moat, the moat lies in the AI software or agent layer built on top. With AI software and agents, the issue is often the lack of moat. Open-source solutions appear quickly on GitHub, and similar tools can be replicated rapidly. So for consumer software and agents, you need a highly niche and accurate entry point, true product market fit and a strong ability to tell your story. When code moats weaken, trust becomes the moat. Why should users trust your team and your product? That’s where brand and storytelling matter more than people expect. We’ve seen examples like Manus. Many products try to imitate what it does, but it built advantage through strong consumer experience, a clear early positioning, and effective brand storytelling as a first mover. 8. What kinds of founding teams do you personally trust more? I trust teams with clear ownership and complementary strengths, teams that can genuinely connect technology to product. In AI, technical ability matters, but product instinct matters just as much. The best founders identify pain points users may not even articulate clearly, and then express those needs through the product. I also look at whether founders understand how competitive and fast-moving this market is and whether they’re building for the long term, not just chasing a short-term trend. 9. How would you describe the founder mindset in Shanghai, Beijing, and Shenzhen? Interestingly, I don’t see a huge difference in mindset. You do see different founder profiles shaped by the environment, more software and AI agents in Beijing, more hardware and consumer electronics in Shenzhen. But everyone recognizes the importance of AI. Founders are learning aggressively and absorbing information from the global market, not just China. They’re tracking GitHub, open-source models, and global innovation, not only ByteDance, DeepSeek, or Kimi. In that sense, the mindset is quite similar. The anxiety level is also similar. In Shenzhen, your neighbor could become your competitor overnight. In Beijing, you might discover a GitHub repo or a release from ByteDance, Gemini, or Facebook, building exactly what you had in mind. It feels like the best of times and the worst of times for founders. 10. What misunderstandings do overseas founders have when approaching Chinese VCs? Frankly, we don’t get approached by foreign founders very often, partly due to geopolitical dynamics. It’s true that Silicon Valley VCs often give more generous valuations for AI startups. I do speak with founders raising in both China and Silicon Valley. One common misunderstanding is assuming our capital is political. I don’t think that’s the right framing. We’re in an era of deglobalization, but there’s still respect for innovation and entrepreneurship that transcends politics. I see investors in Silicon Valley and Shanghai sharing similar mindsets and I see this even more strongly among founders. Founders are trying to build global products, software, hardware, agents, consumer electronics for a global audience, as day-one global teams. On a macro level, the world may be separating. On a micro level inside tech, people are bridging gaps with code and products. Products tell the founder’s vision. Personally, I’m open to conversations with founders anywhere in the world who want to build global companies. AI products should be global. 11. If a founder plans to reach out to VCs soon, what should they fix first? I would summarize it in three questions: why now, why this, and why you. “Why now”. Saying AI is a paradigm shift is not enough. You need to show your niche entry point, your product-market fit, and your ability to scale quickly with AI. Investors want to see that you’re not only thinking about the next three months. You need to explain how your team, product, and strategy will evolve over the next 12 months and the next three years. “Why this”. What pain point are you addressing, why does it matter, and why would users pay for it? Some needs aren’t obvious; strong product founders identify and articulate them through their product. And “why you”. This isn’t always asked directly, but we assess it through conversation and storytelling. It’s critical. So timing, product, and team: why now, why this, why you. These are the core questions every founder should think through.
Why Every Overseas Hardware Team Needs a Local Partner in Shenzhen
For overseas founders building hardware for the first time, this city looks like a dream: hundreds of factories, lightning-fast prototyping, and prices that seem too good to be true. But speed cuts both ways. The same pace that helps you move quickly can also wreck your timeline, your budget, or your product if no one on the ground is keeping things honest.
Why Every Overseas Hardware Team Needs a Local Partner in Shenzhen
For overseas founders building hardware for the first time, this city looks like a dream: hundreds of factories, lightning-fast prototyping, and prices that seem too good to be true. But speed cuts both ways. The same pace that helps you move quickly can also wreck your timeline, your budget, or your product if no one on the ground is keeping things honest.
This Engineer Left DJI to Help Hardware Startups Survive the 0–1 Phase
If your hardware idea is still on paper or halfway through a rough prototype, Carson Lin has a message for you: “The most expensive problems in hardware aren’t in R&D or manufacturing. They’re in all the wrong assumptions made in between.” Carson spent 7 years at Foxconn, Huawei, and DJI, working across the full NPI pipeline—from product definition and EVT/DVT builds to production ramp and post-launch support. Now based in Shenzhen and Dongguan, he runs a small technical supply chain team that specializes in the hardest part of the process: turning ideas into real, testable, buildable products. Why Thinking About Mass Production Too Early Can Kill Your Hardware Product Many founders think about production too early and validation too late. According to Carson, that’s where most hardware projects start to go sideways. “We tell every client: if your EVT or DVT stage isn’t painful, you’re probably doing it wrong.” He’s not exaggerating. Carson’s team spends most of their time catching problems that should’ve been discovered months earlier: Designs that skip DFM (Design for Manufacturing) Products with vague or incomplete reliability standards Early builds with no structured change log or review checkpoints And when those problems only show up during tooling or mass production, the costs multiply. What Successful Teams Do Differently From the projects that went smoothly, Carson sees five key patterns: 1 They study how users actually use the product. Not just what users want, but how they behave. “Use scenarios change everything,” he says. “People abuse hardware in ways you never expect.” 2 They treat EVT/DVT as failure-finding missions. The goal isn’t just to build something—it’s to break it. Especially in reliability testing, Carson’s team pushes hard to simulate edge cases early. 3 They document everything. Every design change. Every supplier tweak. Every BOM update. Without this, “a single missed update can create weeks of chaos.” 4 They pause to review before every stage transition. No known critical issue should cross from DVT to PVT. No exceptions. 5 They build trust between R&D and NPI. “Engineering and manufacturing speak different languages. NPI is the translator. If that bridge breaks, the whole thing breaks.” Why Carson Built His Own CNC and Pilot Line One of the most surprising things about Carson’s team is that they’ve invested in their own CNC shop and pilot-scale test line. “It wasn’t a strategy, it was survival.” Early clients were mostly startups. They needed fast, iterative prototyping. But traditional factories wouldn’t cooperate without firm volume forecasts. After too many delays, Carson decided to build in-house. Now, they can turn around small-batch mechanical samples in 1–2 days, with full control over scheduling, process tuning, and IP confidentiality. “We only do one product in the workshop at a time,” he says. “That’s how we protect client privacy and flexibility.” They Don’t Build Their Own Hardware And That’s the Point Interestingly, Carson’s team has no plans to launch their own products. “We want founders to trust that we’re here to help—not compete. That’s why we don’t do our own hardware. Instead, we’re building some general-purpose testing modules that can lower setup costs for others.” What Overseas Teams Often Miss Carson’s been working more and more with international startups lately, especially from the US. One thing he’s noticed: “Overseas teams are often great at research and have clear product goals. But they’re slower to iterate. Chinese teams move fast and adapt quickly—but sometimes skip critical validation.” His team adapts to both. With overseas clients, they emphasize clear planning and detailed feedback loops. With Chinese clients, they move fast, solve problems on the fly, and build in flexibility. 3 Things to Clarify Before You Build in China For overseas founders looking to bring a smart hardware idea to China, Carson offers three critical questions to answer first: 1 What’s the core feature you can’t compromise on? Defer the rest to later versions. 2 What’s your real cost ceiling for production? Factor in testing, packaging, logistics—not just BOM. 3 Can your idea be built with existing supply chain technology? If it needs custom processes or unproven suppliers, timeline and budget will both stretch. A Different Kind of Shenzhen Supply Chain Team Carson doesn’t call his team a factory. Or a design house. Or a trading company. They’re just a group of engineers who love helping good hardware ideas become real. “If you know what you want to build, we can help you figure out how to actually make it step by step, and faster than you think.”
This Engineer Left DJI to Help Hardware Startups Survive the 0–1 Phase
If your hardware idea is still on paper or halfway through a rough prototype, Carson Lin has a message for you: “The most expensive problems in hardware aren’t in R&D or manufacturing. They’re in all the wrong assumptions made in between.” Carson spent 7 years at Foxconn, Huawei, and DJI, working across the full NPI pipeline—from product definition and EVT/DVT builds to production ramp and post-launch support. Now based in Shenzhen and Dongguan, he runs a small technical supply chain team that specializes in the hardest part of the process: turning ideas into real, testable, buildable products. Why Thinking About Mass Production Too Early Can Kill Your Hardware Product Many founders think about production too early and validation too late. According to Carson, that’s where most hardware projects start to go sideways. “We tell every client: if your EVT or DVT stage isn’t painful, you’re probably doing it wrong.” He’s not exaggerating. Carson’s team spends most of their time catching problems that should’ve been discovered months earlier: Designs that skip DFM (Design for Manufacturing) Products with vague or incomplete reliability standards Early builds with no structured change log or review checkpoints And when those problems only show up during tooling or mass production, the costs multiply. What Successful Teams Do Differently From the projects that went smoothly, Carson sees five key patterns: 1 They study how users actually use the product. Not just what users want, but how they behave. “Use scenarios change everything,” he says. “People abuse hardware in ways you never expect.” 2 They treat EVT/DVT as failure-finding missions. The goal isn’t just to build something—it’s to break it. Especially in reliability testing, Carson’s team pushes hard to simulate edge cases early. 3 They document everything. Every design change. Every supplier tweak. Every BOM update. Without this, “a single missed update can create weeks of chaos.” 4 They pause to review before every stage transition. No known critical issue should cross from DVT to PVT. No exceptions. 5 They build trust between R&D and NPI. “Engineering and manufacturing speak different languages. NPI is the translator. If that bridge breaks, the whole thing breaks.” Why Carson Built His Own CNC and Pilot Line One of the most surprising things about Carson’s team is that they’ve invested in their own CNC shop and pilot-scale test line. “It wasn’t a strategy, it was survival.” Early clients were mostly startups. They needed fast, iterative prototyping. But traditional factories wouldn’t cooperate without firm volume forecasts. After too many delays, Carson decided to build in-house. Now, they can turn around small-batch mechanical samples in 1–2 days, with full control over scheduling, process tuning, and IP confidentiality. “We only do one product in the workshop at a time,” he says. “That’s how we protect client privacy and flexibility.” They Don’t Build Their Own Hardware And That’s the Point Interestingly, Carson’s team has no plans to launch their own products. “We want founders to trust that we’re here to help—not compete. That’s why we don’t do our own hardware. Instead, we’re building some general-purpose testing modules that can lower setup costs for others.” What Overseas Teams Often Miss Carson’s been working more and more with international startups lately, especially from the US. One thing he’s noticed: “Overseas teams are often great at research and have clear product goals. But they’re slower to iterate. Chinese teams move fast and adapt quickly—but sometimes skip critical validation.” His team adapts to both. With overseas clients, they emphasize clear planning and detailed feedback loops. With Chinese clients, they move fast, solve problems on the fly, and build in flexibility. 3 Things to Clarify Before You Build in China For overseas founders looking to bring a smart hardware idea to China, Carson offers three critical questions to answer first: 1 What’s the core feature you can’t compromise on? Defer the rest to later versions. 2 What’s your real cost ceiling for production? Factor in testing, packaging, logistics—not just BOM. 3 Can your idea be built with existing supply chain technology? If it needs custom processes or unproven suppliers, timeline and budget will both stretch. A Different Kind of Shenzhen Supply Chain Team Carson doesn’t call his team a factory. Or a design house. Or a trading company. They’re just a group of engineers who love helping good hardware ideas become real. “If you know what you want to build, we can help you figure out how to actually make it step by step, and faster than you think.”
Thinking of Building Hardware in Shenzhen? Start with These 5 Realities
Shenzhen is where hardware gets real. But for overseas founders, sourcing teams, the city’s speed and density can backfire if you land without a strategy.
Thinking of Building Hardware in Shenzhen? Start with These 5 Realities
Shenzhen is where hardware gets real. But for overseas founders, sourcing teams, the city’s speed and density can backfire if you land without a strategy.
How to Work Shenzhen’s Supply Chain: A Field Guide for Overseas Founders
Charley Shen has spent the last 15 years inside the supply chains that power global hardware, starting from components, moving through sourcing, and now helping overseas founders scale full-stack hardware products from Shenzhen.
How to Work Shenzhen’s Supply Chain: A Field Guide for Overseas Founders
Charley Shen has spent the last 15 years inside the supply chains that power global hardware, starting from components, moving through sourcing, and now helping overseas founders scale full-stack hardware products from Shenzhen.
From Power Systems to Smart Security: How Leo Built a 20-Year Business in Shenzhen
Leo’s 20 year journey spans from power systems to smart security exports. Quietly adapting to market shifts, he now focuses on overseas growth balancing industrial roots with evolving consumer needs. A grounded story of persistence and reinvention from Shenzhen.
From Power Systems to Smart Security: How Leo Built a 20-Year Business in Shenzhen
Leo’s 20 year journey spans from power systems to smart security exports. Quietly adapting to market shifts, he now focuses on overseas growth balancing industrial roots with evolving consumer needs. A grounded story of persistence and reinvention from Shenzhen.
Before the Company Exists: Samuel and the Work That Comes First
Since last year, Samuel has been moving between the US and Shenzhen while building early hardware projects. This story follows what shapes hardware ideas before a company exists, cost, iteration, and the decision to show up in person.
Before the Company Exists: Samuel and the Work That Comes First
Since last year, Samuel has been moving between the US and Shenzhen while building early hardware projects. This story follows what shapes hardware ideas before a company exists, cost, iteration, and the decision to show up in person.
Before the Robot Becomes a Product
This is not a startup announcement or a success story. It’s an early stage exploration of how hardware ideas form, where they tend to break down, and how places like Shenzhen shape what happens both before and after companies exist.
Before the Robot Becomes a Product
This is not a startup announcement or a success story. It’s an early stage exploration of how hardware ideas form, where they tend to break down, and how places like Shenzhen shape what happens both before and after companies exist.
In a City That Doesn’t Sleep, He Built a Brand Around Rest
In fast-paced Hong Kong, David built a sleep brand inspired by his mom’s insomnia and his own restless nights. What began as a quiet product test is now a growing global business, built slow, clear, and strong, without sacrificing rest.
In a City That Doesn’t Sleep, He Built a Brand Around Rest
In fast-paced Hong Kong, David built a sleep brand inspired by his mom’s insomnia and his own restless nights. What began as a quiet product test is now a growing global business, built slow, clear, and strong, without sacrificing rest.
How Foreign Entrepreneurs Can Protect Their Rights in China
Shenzhen lawyer Vicky from Yingke Law Firm shares legal insights for foreign entrepreneurs in China, from contracts and IP protection to dispute resolution. Learn how to avoid common risks and operate safely in the Chinese market.
How Foreign Entrepreneurs Can Protect Their Rights in China
Shenzhen lawyer Vicky from Yingke Law Firm shares legal insights for foreign entrepreneurs in China, from contracts and IP protection to dispute resolution. Learn how to avoid common risks and operate safely in the Chinese market.
How I Helped a Silicon Valley Entrepreneur Find a Hardware Manufacturing Solution in Just Two Hours
In 2024, about 55 percent of Shenzhen’s GDP came from manufacturing and high-tech industries. That’s roughly 275 billion US dollars, according to public data. The city is not only strong in innovation across fields like information technology, telecommunications, artificial intelligence, biotech, and new energy. It’s also still one of the world’s most important production hubs for electronics, from smartphones to semiconductors. Here are a few more numbers. Shenzhen has over 133 top-tier manufacturing facilities, more than 25,000 high-tech enterprises, and over 50,000 companies working in robotics-related fields. So when Patrick, an entrepreneur from Silicon Valley, told me he wanted to build a simple hardware device for a new project, I said I could help him figure out the supply chain and manufacturing side. We met at a Starbucks in Shenzhen on a Thursday afternoon. He walked me through his product idea, the market he was aiming for, and the components he thought he would need. He was also really curious about how things worked on the ground and wanted to visit factories in person. I told him I’d see what I could do. Within two hours, I had found everything he needed through my local contacts. That included a display supplier, a molding factory, a speaker component maker, a metal parts supplier, and a small assembly line. I even connected him with a large manufacturer like Skyworth, and reached out to two titanium factories based in northern China. Shenzhen really is a kind of Disneyland for hardware builders. The full supply chain is within reach, mostly within a two-hour drive. That day made me realize I might be in a good position to offer this kind of support to other overseas entrepreneurs. Even if someone only has an idea, I could help them figure out product design, sourcing, manufacturing, and logistics. I mentioned the thought to a friend of mine who has over ten years of experience in smart hardware, and another friend in the Bay Area. Both of them immediately saw the value. Recently I’ve also seen more AI and robotics startups from the US coming to Shenzhen in search of production solutions. There’s a natural connection between Silicon Valley and the Greater Bay Area. Being here on the ground, I can feel it growing. After the tour with Patrick, I kept thinking about how much potential there still is, especially in the hardware and robotics space. It’s exciting to watch that world open up. Here are a few small things I’ve noticed that you only really understand after spending some time in China: Huaqiangbei is chaotic for first-time visitors, especially foreigners. It can feel like a maze, and people often overpay if they’re not familiar with how things work. With the right support in Shenzhen, your business plan might move five times faster than in the US or Europe. Many products made in China are high quality and competitively priced. Not everything is cheap. And not everything fits into a simple good or bad label. When it comes to work and business, life in China is more similar to the US than people often expect. Language isn’t the biggest barrier. What really matters is how people think, how trust is built, and how to access the right networks and resources. Many people in China understand the US better than most Americans understand China. These are just a few things I’ve come across while working here. I’m looking forward to meeting more founders and hearing more ideas. Shenzhen always has something new around the corner.
How I Helped a Silicon Valley Entrepreneur Find a Hardware Manufacturing Solution in Just Two Hours
In 2024, about 55 percent of Shenzhen’s GDP came from manufacturing and high-tech industries. That’s roughly 275 billion US dollars, according to public data. The city is not only strong in innovation across fields like information technology, telecommunications, artificial intelligence, biotech, and new energy. It’s also still one of the world’s most important production hubs for electronics, from smartphones to semiconductors. Here are a few more numbers. Shenzhen has over 133 top-tier manufacturing facilities, more than 25,000 high-tech enterprises, and over 50,000 companies working in robotics-related fields. So when Patrick, an entrepreneur from Silicon Valley, told me he wanted to build a simple hardware device for a new project, I said I could help him figure out the supply chain and manufacturing side. We met at a Starbucks in Shenzhen on a Thursday afternoon. He walked me through his product idea, the market he was aiming for, and the components he thought he would need. He was also really curious about how things worked on the ground and wanted to visit factories in person. I told him I’d see what I could do. Within two hours, I had found everything he needed through my local contacts. That included a display supplier, a molding factory, a speaker component maker, a metal parts supplier, and a small assembly line. I even connected him with a large manufacturer like Skyworth, and reached out to two titanium factories based in northern China. Shenzhen really is a kind of Disneyland for hardware builders. The full supply chain is within reach, mostly within a two-hour drive. That day made me realize I might be in a good position to offer this kind of support to other overseas entrepreneurs. Even if someone only has an idea, I could help them figure out product design, sourcing, manufacturing, and logistics. I mentioned the thought to a friend of mine who has over ten years of experience in smart hardware, and another friend in the Bay Area. Both of them immediately saw the value. Recently I’ve also seen more AI and robotics startups from the US coming to Shenzhen in search of production solutions. There’s a natural connection between Silicon Valley and the Greater Bay Area. Being here on the ground, I can feel it growing. After the tour with Patrick, I kept thinking about how much potential there still is, especially in the hardware and robotics space. It’s exciting to watch that world open up. Here are a few small things I’ve noticed that you only really understand after spending some time in China: Huaqiangbei is chaotic for first-time visitors, especially foreigners. It can feel like a maze, and people often overpay if they’re not familiar with how things work. With the right support in Shenzhen, your business plan might move five times faster than in the US or Europe. Many products made in China are high quality and competitively priced. Not everything is cheap. And not everything fits into a simple good or bad label. When it comes to work and business, life in China is more similar to the US than people often expect. Language isn’t the biggest barrier. What really matters is how people think, how trust is built, and how to access the right networks and resources. Many people in China understand the US better than most Americans understand China. These are just a few things I’ve come across while working here. I’m looking forward to meeting more founders and hearing more ideas. Shenzhen always has something new around the corner.
From Factory Floor to Founder: Chen Jiao’s Journey in Foshan’s Curtain Rod Business
Most people think success in manufacturing comes from having capital, connections, or a clever product idea. But for Chen Jiao, it started with none of those. He didn’t go to college. He didn’t have investors. What he did have was time, grit, and a willingness to learn from the ground up. Starting From Scratch at 18 Chen Jiao grew up in a small town outside Changsha, Hunan. He wasn’t a top student, but he was curious and hardworking. After finishing high school, he didn’t get into a university and skipped the college track altogether. At just 18, with few choices and no clear direction, he followed his aunt to Guangdong to help out in her curtain rod factory. “It wasn’t a big plan or dream,” he said. “I just needed to work.” That first phase of work was intense. Long hours, late nights, and no sense of where it was going. But he didn’t complain. Instead, he paid attention — to the machines, the orders, the customers, and the way the business operated. It didn’t feel special at the time, but years later, it became the foundation of everything. The Long Wait to Go Solo By 2008, after three years in the business, Chen Jiao started thinking about doing something on his own. “I already had the itch to start my own thing,” he recalls. But money was tight, and family responsibilities kept him grounded in his aunt’s business. So he waited. He kept learning. Kept saving. Kept building relationships. Then in 2013, eight years after starting as a factory worker, a chance finally came. His cousin had a small factory but didn’t want to run it anymore. Chen Jiao took over. It wasn’t easy. He didn’t have much capital, but by then he had everything else: years of hands-on experience, a deep understanding of the industry, and the trust of suppliers and clients. His aunt backed him too — emotionally and financially. Timing helped. China’s real estate market was booming, and demand for home decoration products like curtain rods was high. He doubled down on product quality and service. Within a few years, the business started to take off. Building Smart, Staying Lean The early years were still tough. Cash flow was tight, and there were no safety nets. But Chen Jiao made some key decisions that paid off: He invested where it mattered, like paying suppliers on time and improving product quality. He kept the team small, just 10 people at peak. He relied on trade shows, a smart move in a niche industry where buyers value face-to-face interaction. “We didn’t try to grow too fast,” he said. “But every year, we did better.” At its busiest, the factory was pulling in over 30 million RMB in annual output, serving domestic wholesalers all across China. The Challenges After COVID Then came the pandemic. While many factories struggled, Chen Jiao’s orders stayed relatively stable. But post-COVID, the industry shifted. Competition got fiercer. Online platforms began to dominate, and price wars cut into margins. “Now it’s harder to stand out,” he says. “Everyone is competing on price. The real challenge is: how do you build long-term value?” He knows the answer lies in brand, quality, and expanding beyond domestic markets. He’s tried testing the waters of international sales but admits language barriers and team limitations have held them back. Still, he’s not giving up. “If we can find the right partners overseas, we’re open to collaborations. We’re confident in our products.” Lessons From the Sea and the Factory Outside of work, Chen Jiao is passionate about deep-sea fishing. At one point, he even bought a boat and tried to turn it into a small sea-tourism business. It didn’t work out, but he doesn’t regret it. “It taught me something important,” he said. “Venturing into unfamiliar industries is risky. It reminded me to stay focused on what I know and grow from there.” It’s a lesson many entrepreneurs learn the hard way. Final Thoughts: On Time, People, and Trust After more than a decade of running his factory, Chen Jiao’s biggest takeaway isn’t about profits or products. It’s about time. “When you work for someone else, you trade your time for money. But when you run your own business, you trade systems, people, and ideas for time and freedom.” He believes many young people misunderstand entrepreneurship. “They think starting a factory means instant success. But without experience, a team, and the stamina to keep going, it’s easy to fail.” What matters, he says, is building something reliable. If there’s one thing he wants people to remember about his brand, it’s that: “We care about design. We care about quality. And we’re someone you can trust.”
From Factory Floor to Founder: Chen Jiao’s Journey in Foshan’s Curtain Rod Business
Most people think success in manufacturing comes from having capital, connections, or a clever product idea. But for Chen Jiao, it started with none of those. He didn’t go to college. He didn’t have investors. What he did have was time, grit, and a willingness to learn from the ground up. Starting From Scratch at 18 Chen Jiao grew up in a small town outside Changsha, Hunan. He wasn’t a top student, but he was curious and hardworking. After finishing high school, he didn’t get into a university and skipped the college track altogether. At just 18, with few choices and no clear direction, he followed his aunt to Guangdong to help out in her curtain rod factory. “It wasn’t a big plan or dream,” he said. “I just needed to work.” That first phase of work was intense. Long hours, late nights, and no sense of where it was going. But he didn’t complain. Instead, he paid attention — to the machines, the orders, the customers, and the way the business operated. It didn’t feel special at the time, but years later, it became the foundation of everything. The Long Wait to Go Solo By 2008, after three years in the business, Chen Jiao started thinking about doing something on his own. “I already had the itch to start my own thing,” he recalls. But money was tight, and family responsibilities kept him grounded in his aunt’s business. So he waited. He kept learning. Kept saving. Kept building relationships. Then in 2013, eight years after starting as a factory worker, a chance finally came. His cousin had a small factory but didn’t want to run it anymore. Chen Jiao took over. It wasn’t easy. He didn’t have much capital, but by then he had everything else: years of hands-on experience, a deep understanding of the industry, and the trust of suppliers and clients. His aunt backed him too — emotionally and financially. Timing helped. China’s real estate market was booming, and demand for home decoration products like curtain rods was high. He doubled down on product quality and service. Within a few years, the business started to take off. Building Smart, Staying Lean The early years were still tough. Cash flow was tight, and there were no safety nets. But Chen Jiao made some key decisions that paid off: He invested where it mattered, like paying suppliers on time and improving product quality. He kept the team small, just 10 people at peak. He relied on trade shows, a smart move in a niche industry where buyers value face-to-face interaction. “We didn’t try to grow too fast,” he said. “But every year, we did better.” At its busiest, the factory was pulling in over 30 million RMB in annual output, serving domestic wholesalers all across China. The Challenges After COVID Then came the pandemic. While many factories struggled, Chen Jiao’s orders stayed relatively stable. But post-COVID, the industry shifted. Competition got fiercer. Online platforms began to dominate, and price wars cut into margins. “Now it’s harder to stand out,” he says. “Everyone is competing on price. The real challenge is: how do you build long-term value?” He knows the answer lies in brand, quality, and expanding beyond domestic markets. He’s tried testing the waters of international sales but admits language barriers and team limitations have held them back. Still, he’s not giving up. “If we can find the right partners overseas, we’re open to collaborations. We’re confident in our products.” Lessons From the Sea and the Factory Outside of work, Chen Jiao is passionate about deep-sea fishing. At one point, he even bought a boat and tried to turn it into a small sea-tourism business. It didn’t work out, but he doesn’t regret it. “It taught me something important,” he said. “Venturing into unfamiliar industries is risky. It reminded me to stay focused on what I know and grow from there.” It’s a lesson many entrepreneurs learn the hard way. Final Thoughts: On Time, People, and Trust After more than a decade of running his factory, Chen Jiao’s biggest takeaway isn’t about profits or products. It’s about time. “When you work for someone else, you trade your time for money. But when you run your own business, you trade systems, people, and ideas for time and freedom.” He believes many young people misunderstand entrepreneurship. “They think starting a factory means instant success. But without experience, a team, and the stamina to keep going, it’s easy to fail.” What matters, he says, is building something reliable. If there’s one thing he wants people to remember about his brand, it’s that: “We care about design. We care about quality. And we’re someone you can trust.”
He Spent 14 Years in China’s Gaming Industry. Then He Bet It All on Roblox.
Fourteen years ago, Chandler Huang walked into his first gaming job with nothing but an English degree, a love of games, and a bit of luck. Back then, China’s gaming industry wasn’t what it is today. “I didn’t even know we had a real gaming scene,” he laughs. “I just saw a job post for a browser game company looking for someone with decent English. I interviewed and got hired the same day.” That first project, a modest browser game no one had high hopes for, turned into a long-term partnership with overseas studios, including one hit that exploded in popularity. “That was the moment I realized I actually belonged in this industry,” Chandler says. He has been here ever since. A Front Row Seat to China’s Gaming Evolution Over the past decade, Chandler has witnessed the Chinese gaming industry transform from simple browser games to globally successful PC and console titles. And he has been right in the middle of it, helping bridge business deals, lead production teams, and understand what makes players, both in China and abroad, tick. One thing people outside China often miss, he says, is just how diverse and advanced the ecosystem has become. “Everyone knows Tencent or maybe MiHoYo, but that is barely scratching the surface. These days, you will find Chinese games thriving across every platform and genre.” From mystical fantasy worlds that cater to Chinese tastes to more medieval-style games popular in the West, Chandler has helped launch titles for both audiences. “Gameplay preferences are similar everywhere,” he notes. “It is the cultural flavor that really sets games apart by region.” Hitting the 35 Year Old Cliff and Making a Move In China’s gaming world, there is an unspoken rule: once you hit 35, things get harder. “It is like a cliff,” Chandler says. “If you are still in a good role at a good company, great. But if you are not, your choices narrow fast.” So when a previous employer gave him the chance to test the waters with more responsibility, Chandler leaned in. What started as a role managing mobile game projects soon grew into something bigger, leading key initiatives, winning trust, and eventually starting something of his own. That something is a new content production company built entirely around Roblox. Why Roblox? “It Is TikTok for Games” Roblox, a global gaming platform where users create and play millions of games, might not be a household name in China yet. But Chandler believes it soon will be. “Roblox is like TikTok, but for games,” he explains. “Creators make content, users engage with it, and the revenue goes back to creators. It is a closed loop that no other UGC platform has pulled off this naturally.” The numbers back him up. Roblox recently hit over 100 million daily active users, and top creators on the platform have earned more than ¥100 million RMB (around $13 million USD) in a single month. With that kind of upside, Chandler and his co-founder decided to dive in. “Our goal for year one is simple: survive. Feed ourselves. Learn the platform. Improve our production cycle. If we live long enough, we will get our shot.” The Greater Bay Edge Based in Shenzhen, the heart of China’s Greater Bay Area, Chandler sees distinct advantages that others might miss. “Shenzhen and Guangzhou have tons of game industry talent, often at lower cost than Beijing or Shanghai,” he says. “And the work culture here? It is heads down, get it done. Perfect for startups.” He also points out something unique about the local gaming scene: it is surprisingly collaborative. “We help each other. There is very little toxic competition. It has always been that way here.” Global Vision from Day One Chandler is clear about one thing: his company is not just for China. It is global from the start. “The smartest path is both, domestic and international. Combine strengths. Lower costs. Open more doors.” He encourages foreign entrepreneurs to attend game expos like Gamescom in Germany or Tokyo Game Show in Japan, places where Chinese developers increasingly show up, looking for real partners. “China is a gaming superpower,” he says. “Anyone serious about games should pay attention.” Challenges and Firsts The hardest moment so far? “Choosing our first project,” Chandler says. “It sets the tone for everything, for the team, for our investors. But we had no data. Just instinct and a lot of platform research.” Instead of playing it safe, he made a bold call: let the team build something they are truly good at. “No shortcuts. Just play to your strengths and move fast.” It is too early to say if it will pay off, but Chandler has no regrets. “I am finally making the kind of game I want to make,” he says, speaking about their second project, which he is personally leading. “After 14 years, this is the first time I am truly building a game myself.” Advice for Entrepreneurs and Creators Chandler has worn many hats: player, business lead, investor, and now founder. He has seen what works and what does not. So what is his advice for others thinking about starting something in China’s gaming or content space? “Ask questions. Talk to people. The worst thing you can do is stay silent,” he says. “Everyone has gaps in their knowledge. And those gaps, if you ignore them, can kill your business.” And if you are still hesitating about starting? “Then you are not ready. That hesitation means you need to learn more, think more, or maybe just wait. When it is time, you will know.” Looking Ahead Chandler’s immediate goal is simple: get to break even within a year. Long term, he is thinking bigger. His vision? Use Roblox as a launchpad to invent a new gameplay experience, something never seen before, and then port it to mobile, scale it, and turn it into a full fledged mobile development company. Is it ambitious? Sure. But for Chandler, it is just the next level of the game.
He Spent 14 Years in China’s Gaming Industry. Then He Bet It All on Roblox.
Fourteen years ago, Chandler Huang walked into his first gaming job with nothing but an English degree, a love of games, and a bit of luck. Back then, China’s gaming industry wasn’t what it is today. “I didn’t even know we had a real gaming scene,” he laughs. “I just saw a job post for a browser game company looking for someone with decent English. I interviewed and got hired the same day.” That first project, a modest browser game no one had high hopes for, turned into a long-term partnership with overseas studios, including one hit that exploded in popularity. “That was the moment I realized I actually belonged in this industry,” Chandler says. He has been here ever since. A Front Row Seat to China’s Gaming Evolution Over the past decade, Chandler has witnessed the Chinese gaming industry transform from simple browser games to globally successful PC and console titles. And he has been right in the middle of it, helping bridge business deals, lead production teams, and understand what makes players, both in China and abroad, tick. One thing people outside China often miss, he says, is just how diverse and advanced the ecosystem has become. “Everyone knows Tencent or maybe MiHoYo, but that is barely scratching the surface. These days, you will find Chinese games thriving across every platform and genre.” From mystical fantasy worlds that cater to Chinese tastes to more medieval-style games popular in the West, Chandler has helped launch titles for both audiences. “Gameplay preferences are similar everywhere,” he notes. “It is the cultural flavor that really sets games apart by region.” Hitting the 35 Year Old Cliff and Making a Move In China’s gaming world, there is an unspoken rule: once you hit 35, things get harder. “It is like a cliff,” Chandler says. “If you are still in a good role at a good company, great. But if you are not, your choices narrow fast.” So when a previous employer gave him the chance to test the waters with more responsibility, Chandler leaned in. What started as a role managing mobile game projects soon grew into something bigger, leading key initiatives, winning trust, and eventually starting something of his own. That something is a new content production company built entirely around Roblox. Why Roblox? “It Is TikTok for Games” Roblox, a global gaming platform where users create and play millions of games, might not be a household name in China yet. But Chandler believes it soon will be. “Roblox is like TikTok, but for games,” he explains. “Creators make content, users engage with it, and the revenue goes back to creators. It is a closed loop that no other UGC platform has pulled off this naturally.” The numbers back him up. Roblox recently hit over 100 million daily active users, and top creators on the platform have earned more than ¥100 million RMB (around $13 million USD) in a single month. With that kind of upside, Chandler and his co-founder decided to dive in. “Our goal for year one is simple: survive. Feed ourselves. Learn the platform. Improve our production cycle. If we live long enough, we will get our shot.” The Greater Bay Edge Based in Shenzhen, the heart of China’s Greater Bay Area, Chandler sees distinct advantages that others might miss. “Shenzhen and Guangzhou have tons of game industry talent, often at lower cost than Beijing or Shanghai,” he says. “And the work culture here? It is heads down, get it done. Perfect for startups.” He also points out something unique about the local gaming scene: it is surprisingly collaborative. “We help each other. There is very little toxic competition. It has always been that way here.” Global Vision from Day One Chandler is clear about one thing: his company is not just for China. It is global from the start. “The smartest path is both, domestic and international. Combine strengths. Lower costs. Open more doors.” He encourages foreign entrepreneurs to attend game expos like Gamescom in Germany or Tokyo Game Show in Japan, places where Chinese developers increasingly show up, looking for real partners. “China is a gaming superpower,” he says. “Anyone serious about games should pay attention.” Challenges and Firsts The hardest moment so far? “Choosing our first project,” Chandler says. “It sets the tone for everything, for the team, for our investors. But we had no data. Just instinct and a lot of platform research.” Instead of playing it safe, he made a bold call: let the team build something they are truly good at. “No shortcuts. Just play to your strengths and move fast.” It is too early to say if it will pay off, but Chandler has no regrets. “I am finally making the kind of game I want to make,” he says, speaking about their second project, which he is personally leading. “After 14 years, this is the first time I am truly building a game myself.” Advice for Entrepreneurs and Creators Chandler has worn many hats: player, business lead, investor, and now founder. He has seen what works and what does not. So what is his advice for others thinking about starting something in China’s gaming or content space? “Ask questions. Talk to people. The worst thing you can do is stay silent,” he says. “Everyone has gaps in their knowledge. And those gaps, if you ignore them, can kill your business.” And if you are still hesitating about starting? “Then you are not ready. That hesitation means you need to learn more, think more, or maybe just wait. When it is time, you will know.” Looking Ahead Chandler’s immediate goal is simple: get to break even within a year. Long term, he is thinking bigger. His vision? Use Roblox as a launchpad to invent a new gameplay experience, something never seen before, and then port it to mobile, scale it, and turn it into a full fledged mobile development company. Is it ambitious? Sure. But for Chandler, it is just the next level of the game.
How a Former Teacher Found Her Place in Fashion By Picking the Right Products and Store Locations
Ryn never studied design, but her instinct helped shape a brand, one decision at a time. Ryn didn’t enter fashion through the front door. She didn’t have a design degree, startup capital, or a plan. But over the years, she’s become the kind of person you want in the room when decisions matter, especially when it comes to selecting the right products and choosing the right store locations. Her journey wasn’t loud. But her decisions quietly helped shape the direction of a business. A Summer Side Project That Sparked Something Real In 2016, Ryn was visiting her sister’s company during the summer holidays. A collection was under production, each piece needing a hand sewn magnolia flower. With time running out, she jumped in to help. “I didn’t think too much of it, I just sat down and started working. But I realized I really liked it. I felt calm and focused. That’s when I started thinking this could be something more.” Looking back, the moment didn’t come out of nowhere. As a child, Ryn was always drawn to small details in clothes, imagining how things could be tweaked, reshaped, or refined. Her mother had an old Butterfly brand sewing machine at home, and the sound of it running in the background became part of daily life. “My mom used to sew at home, and I’d watch her, then try little things myself with fabric scraps. I think it quietly shaped my sense of proportion and texture, even if I didn’t realize it at the time.” That summer, when she picked up the scissors and thread, it all felt oddly familiar. That quiet, hands on moment wasn’t the beginning of something completely new. It was a return to something she’d always carried with her. From Quiet Contributor to Key Decision Maker At first, Ryn supported wherever she was needed. But over time, she began contributing to product selection and her input stuck. She wasn’t guessing. She was observing. Listening. Combining client feedback with what felt right. “We don’t force bestsellers,” she says. “We care about how a piece makes someone feel easy, natural, not trying too hard. If they feel good wearing it, that’s the point.” She blended emotional insight with real world context what regular customers gravitated toward, what styles people wore again and again, and what simply didn’t sell. Her strength wasn’t just taste, it was judgment. How a Xiamen Trip Turned Into an Unexpected Design Win During a trip to Xiamen, Ryn stayed in a quiet traditional guesthouse. On the door hung a decorative character: 福 (fortune). But hidden within the brush strokes, she noticed something clever, two faint characters embedded inside: 自由 (freedom). It was subtle, but powerful. “I thought, wow, that’s such a beautiful way to express both good fortune and the idea of being free.” She returned home and turned that moment into a set of embroidered coasters made from light summer silk. Each featured a different version of the 福 character, stitched by hand. They were given to long-time clients as New Year gifts. “They weren’t for sale, just a gesture. But people loved them. Some even asked to buy extras.” It wasn’t about mass production. It was about connection, design rooted in memory, culture, and feeling. Store Location Isn’t Just About Foot Traffic. Here’s What to Look For While product instincts earned Ryn trust, her ability to evaluate retail locations became another key contribution to the business. After a challenging experience opening a store in Hangzhou where the mall didn’t understand their brand, imposed rigid vendor restrictions, and lacked the right energy, Ryn got more involved in location selection. Here’s what she learned and now applies every time: 1. Don’t just trust the hardware A beautiful space doesn’t mean a successful store. “One location had all the right specs—clean design, great neighborhood, good layout. But the vibe wasn’t right. And the mall team didn’t understand original design brands. It didn’t work.” 2. Visit more than once and observe everything Ryn personally visits every site multiple times, looking beyond brochures and presentations. She checks: Natural foot traffic (not just opening day buzz) Nearby brands and whether they attract a similar customer Staff energy and customer behavior on regular days 3. Pay attention to the operator’s mindset “If they treat you like a number or give you one size fits all policies, that’s a red flag. A good location supports the brand it doesn’t try to control it.” 4. Don’t fall for proximity traps She once turned down a spot directly opposite a high performing complex. “Just being across the street from a successful mall doesn’t guarantee anything. Energy doesn’t copy paste.” Months later, that complex underperformed validating her choice. A Career That Didn’t Look Like One at First Ryn didn’t set out to build a career in fashion. She followed her instincts, paid attention, and leaned into the parts that felt meaningful. She doesn’t call herself a designer, a strategist, or a founder. But her decisions have helped shape the business in ways that matter. “I took the long way around,” she says. “But I found where I’m supposed to be.” Still Hands On, Still Learning Even now, Ryn keeps an industrial sewing machine in her living room. She uses it almost daily sewing, testing, creating. “It helps me pay attention to details. When I sew something myself, I understand the garment in a different way.” Her focus isn’t on chasing trends. It’s on crafting something thoughtful whether it’s a new product or a new space.
How a Former Teacher Found Her Place in Fashion By Picking the Right Products and Store Locations
Ryn never studied design, but her instinct helped shape a brand, one decision at a time. Ryn didn’t enter fashion through the front door. She didn’t have a design degree, startup capital, or a plan. But over the years, she’s become the kind of person you want in the room when decisions matter, especially when it comes to selecting the right products and choosing the right store locations. Her journey wasn’t loud. But her decisions quietly helped shape the direction of a business. A Summer Side Project That Sparked Something Real In 2016, Ryn was visiting her sister’s company during the summer holidays. A collection was under production, each piece needing a hand sewn magnolia flower. With time running out, she jumped in to help. “I didn’t think too much of it, I just sat down and started working. But I realized I really liked it. I felt calm and focused. That’s when I started thinking this could be something more.” Looking back, the moment didn’t come out of nowhere. As a child, Ryn was always drawn to small details in clothes, imagining how things could be tweaked, reshaped, or refined. Her mother had an old Butterfly brand sewing machine at home, and the sound of it running in the background became part of daily life. “My mom used to sew at home, and I’d watch her, then try little things myself with fabric scraps. I think it quietly shaped my sense of proportion and texture, even if I didn’t realize it at the time.” That summer, when she picked up the scissors and thread, it all felt oddly familiar. That quiet, hands on moment wasn’t the beginning of something completely new. It was a return to something she’d always carried with her. From Quiet Contributor to Key Decision Maker At first, Ryn supported wherever she was needed. But over time, she began contributing to product selection and her input stuck. She wasn’t guessing. She was observing. Listening. Combining client feedback with what felt right. “We don’t force bestsellers,” she says. “We care about how a piece makes someone feel easy, natural, not trying too hard. If they feel good wearing it, that’s the point.” She blended emotional insight with real world context what regular customers gravitated toward, what styles people wore again and again, and what simply didn’t sell. Her strength wasn’t just taste, it was judgment. How a Xiamen Trip Turned Into an Unexpected Design Win During a trip to Xiamen, Ryn stayed in a quiet traditional guesthouse. On the door hung a decorative character: 福 (fortune). But hidden within the brush strokes, she noticed something clever, two faint characters embedded inside: 自由 (freedom). It was subtle, but powerful. “I thought, wow, that’s such a beautiful way to express both good fortune and the idea of being free.” She returned home and turned that moment into a set of embroidered coasters made from light summer silk. Each featured a different version of the 福 character, stitched by hand. They were given to long-time clients as New Year gifts. “They weren’t for sale, just a gesture. But people loved them. Some even asked to buy extras.” It wasn’t about mass production. It was about connection, design rooted in memory, culture, and feeling. Store Location Isn’t Just About Foot Traffic. Here’s What to Look For While product instincts earned Ryn trust, her ability to evaluate retail locations became another key contribution to the business. After a challenging experience opening a store in Hangzhou where the mall didn’t understand their brand, imposed rigid vendor restrictions, and lacked the right energy, Ryn got more involved in location selection. Here’s what she learned and now applies every time: 1. Don’t just trust the hardware A beautiful space doesn’t mean a successful store. “One location had all the right specs—clean design, great neighborhood, good layout. But the vibe wasn’t right. And the mall team didn’t understand original design brands. It didn’t work.” 2. Visit more than once and observe everything Ryn personally visits every site multiple times, looking beyond brochures and presentations. She checks: Natural foot traffic (not just opening day buzz) Nearby brands and whether they attract a similar customer Staff energy and customer behavior on regular days 3. Pay attention to the operator’s mindset “If they treat you like a number or give you one size fits all policies, that’s a red flag. A good location supports the brand it doesn’t try to control it.” 4. Don’t fall for proximity traps She once turned down a spot directly opposite a high performing complex. “Just being across the street from a successful mall doesn’t guarantee anything. Energy doesn’t copy paste.” Months later, that complex underperformed validating her choice. A Career That Didn’t Look Like One at First Ryn didn’t set out to build a career in fashion. She followed her instincts, paid attention, and leaned into the parts that felt meaningful. She doesn’t call herself a designer, a strategist, or a founder. But her decisions have helped shape the business in ways that matter. “I took the long way around,” she says. “But I found where I’m supposed to be.” Still Hands On, Still Learning Even now, Ryn keeps an industrial sewing machine in her living room. She uses it almost daily sewing, testing, creating. “It helps me pay attention to details. When I sew something myself, I understand the garment in a different way.” Her focus isn’t on chasing trends. It’s on crafting something thoughtful whether it’s a new product or a new space.
From 115 Followers to 1M RMB: Vivian’s Leap from Fashion PR to MCN Powerhouse in Shenzhen
Vivian went from London’s high fashion circles to running a thriving MCN (Multi-Channel Network) agency in Shenzhen, generating over 1 million RMB from Red Note alone in just six months, with zero ad spend and only 115 followers. Her story is a masterclass in spotting opportunities, moving fast, and letting great work do the selling. For anyone looking to break into China’s market or any market, this is a blueprint worth studying. From London’s Runways to Shenzhen’s Startup Streets Vivian’s career began in London after earning her degree in Fashion Marketing and Branding at the University of Southampton. She cut her teeth in PR under Vivienne Westwood’s PR director, learning the art of aesthetics, trend-spotting, and high level networking skills that would later become her biggest competitive edge. The turning point came during London Fashion Week, when her team began seeing a surge of Chinese brands seeking PR and branding support. As the only mainland Chinese member of the team, Vivian had a unique perspective. Her boss suggested she consider returning to China to open an office, tapping into the wave of Chinese brands aiming to go global. While most would have chosen Shanghai, Vivian bet on Shenzhen drawn by its fast-growing startup ecosystem, export-driven manufacturing base, and the glaring lack of creative agencies serving ambitious, outward looking brands. That choice changed everything. Pivoting to MCN: Letting Content Do the Talking Today, Vivian’s agency has evolved from a traditional PR shop into a full-fledged MCN specializing in platforms like Red Note. In just half a year, they pulled in over 1 million RMB from Red Note campaigns alone without ads, without viral tricks. The secret? Showcase the work, not the hype. Their Red Note account is small in numbers but big in impact, 115 followers, yet a portfolio of authentic, high-quality case studies that caught the attention of top-tier clients, from designer toy brands to beauty giants to automotive companies. One standout campaign turned an e-cigarette brand into a lifestyle accessory. Forget battery specs, Vivian’s team partnered with fashion bloggers, music festival influencers, and cycling enthusiasts to place the product in aspirational everyday scenes: coffee shops, weekend rides, and laid-back luxury settings. It resonated with both Gen-Z trendsetters and “old money” aesthetes. Thriving in the Greater Bay Area’s Fast Lane Shenzhen and the Greater Bay Area move at breakneck speed. Vivian’s team keeps pace by embedding themselves in execution first—every team member spends at least a year working hands-on with campaigns before stepping into strategy roles. This builds an instinctive understanding of client needs and market shifts, allowing them to pivot fast. The GBA’s mix of export heritage and global ambition creates a unique environment. Many brands here are evolving from factory production to building their own global labels. For foreign entrepreneurs, Vivian’s advice is simple: what works at home may flop here. Start small, experiment, and learn the market from the inside before going all in. The Art of KOL Selection and Real-World Connections Vivian’s MCN is known for precision in influencer partnerships. They don’t just chase big numbers, they find KOLs whose style, audience, and personality align with the brand’s desired image, whether that’s “refined elegance,” “Gen-Z cool,” or “old money” charm. Everything is tracked in a custom Feishu database, and the team is already exploring AI tools to make the process even sharper. They’re equally strong offline. From fashion weeks in the UK to brand activations in Southeast Asia, particularly the Philippines, they’ve built real-world networks that open doors for clients. Even in the digital age, Vivian knows that some deals still happen over coffee and handshakes. Advice for Foreign Founders Vivian’s biggest lesson for anyone eyeing China: drop your assumptions. The platforms are different, the consumer behavior is unique, and the speed of change is unmatched. Start small, adapt quickly, and work with people who understand the local terrain. The GBA has the infrastructure, talent, and cross-border energy to launch something big, but only if you’re willing to meet the market on its own terms. If you’re an overseas brand thinking about China, take a page from Vivian’s playbook: you don’t need millions of followers or a huge ad budget to win. You need sharp positioning, authentic storytelling, and the courage to move fast when the opportunity appears.
From 115 Followers to 1M RMB: Vivian’s Leap from Fashion PR to MCN Powerhouse in Shenzhen
Vivian went from London’s high fashion circles to running a thriving MCN (Multi-Channel Network) agency in Shenzhen, generating over 1 million RMB from Red Note alone in just six months, with zero ad spend and only 115 followers. Her story is a masterclass in spotting opportunities, moving fast, and letting great work do the selling. For anyone looking to break into China’s market or any market, this is a blueprint worth studying. From London’s Runways to Shenzhen’s Startup Streets Vivian’s career began in London after earning her degree in Fashion Marketing and Branding at the University of Southampton. She cut her teeth in PR under Vivienne Westwood’s PR director, learning the art of aesthetics, trend-spotting, and high level networking skills that would later become her biggest competitive edge. The turning point came during London Fashion Week, when her team began seeing a surge of Chinese brands seeking PR and branding support. As the only mainland Chinese member of the team, Vivian had a unique perspective. Her boss suggested she consider returning to China to open an office, tapping into the wave of Chinese brands aiming to go global. While most would have chosen Shanghai, Vivian bet on Shenzhen drawn by its fast-growing startup ecosystem, export-driven manufacturing base, and the glaring lack of creative agencies serving ambitious, outward looking brands. That choice changed everything. Pivoting to MCN: Letting Content Do the Talking Today, Vivian’s agency has evolved from a traditional PR shop into a full-fledged MCN specializing in platforms like Red Note. In just half a year, they pulled in over 1 million RMB from Red Note campaigns alone without ads, without viral tricks. The secret? Showcase the work, not the hype. Their Red Note account is small in numbers but big in impact, 115 followers, yet a portfolio of authentic, high-quality case studies that caught the attention of top-tier clients, from designer toy brands to beauty giants to automotive companies. One standout campaign turned an e-cigarette brand into a lifestyle accessory. Forget battery specs, Vivian’s team partnered with fashion bloggers, music festival influencers, and cycling enthusiasts to place the product in aspirational everyday scenes: coffee shops, weekend rides, and laid-back luxury settings. It resonated with both Gen-Z trendsetters and “old money” aesthetes. Thriving in the Greater Bay Area’s Fast Lane Shenzhen and the Greater Bay Area move at breakneck speed. Vivian’s team keeps pace by embedding themselves in execution first—every team member spends at least a year working hands-on with campaigns before stepping into strategy roles. This builds an instinctive understanding of client needs and market shifts, allowing them to pivot fast. The GBA’s mix of export heritage and global ambition creates a unique environment. Many brands here are evolving from factory production to building their own global labels. For foreign entrepreneurs, Vivian’s advice is simple: what works at home may flop here. Start small, experiment, and learn the market from the inside before going all in. The Art of KOL Selection and Real-World Connections Vivian’s MCN is known for precision in influencer partnerships. They don’t just chase big numbers, they find KOLs whose style, audience, and personality align with the brand’s desired image, whether that’s “refined elegance,” “Gen-Z cool,” or “old money” charm. Everything is tracked in a custom Feishu database, and the team is already exploring AI tools to make the process even sharper. They’re equally strong offline. From fashion weeks in the UK to brand activations in Southeast Asia, particularly the Philippines, they’ve built real-world networks that open doors for clients. Even in the digital age, Vivian knows that some deals still happen over coffee and handshakes. Advice for Foreign Founders Vivian’s biggest lesson for anyone eyeing China: drop your assumptions. The platforms are different, the consumer behavior is unique, and the speed of change is unmatched. Start small, adapt quickly, and work with people who understand the local terrain. The GBA has the infrastructure, talent, and cross-border energy to launch something big, but only if you’re willing to meet the market on its own terms. If you’re an overseas brand thinking about China, take a page from Vivian’s playbook: you don’t need millions of followers or a huge ad budget to win. You need sharp positioning, authentic storytelling, and the courage to move fast when the opportunity appears.