Seasoned Head of Product with 17+ years of cross-border product management and team leadership experience. Within a 1,900-person conglomerate, led core system development and managed 30+ R&D engineers spanning 5 countries across Greater China, India and Southeast Asia.
具備 17 年以上產品管理與跨國團隊領導經驗，於 1,900 人規模的跨國集團內主導核心系統建設，並管理橫跨大中華、印度與東南亞共 5 國的 30+ 人跨國研發團隊。
Deeply leverages AI technology to enhance product management efficiency. Established an "AI Command System" — with Claude as the core brain orchestrating GPT, Gemini, and other multi-AI Agent collaborative architectures, reducing the product development cycle from 4 weeks to 2 weeks. Actively systematizes AI knowledge into training materials and mentoring sessions, serving as an AI Mentor to enable teams and partners.
深度運用 AI 技術提升產品管理效率，建立「AI 指揮體系」— 以 Claude 作為核心大腦，協調指揮 GPT、Gemini 等多 AI Agent 協作架構，將產品開發週期從 4 週縮短至 2 週。同時積極扮演 AI 導師角色，將 AI 知識整理成教學文件，一對一指導夥伴上手 AI。
Specializes in derivatives products across both CEX and DEX architectures — from CEX perpetual contract matching, risk control, and funding-rate design, to DEX AMM swaps, liquidity pools, and on-chain liquidation. Also has hands-on CFD experience, owning the corporate-action engine and back-office access governance on a regulated CFD platform — giving cross-cutting understanding of CEX, DEX, and CFD, the rarest perspective at the intersection of traditional finance and crypto.
深耕衍生品交易產品，CEX 與 DEX 兩種架構皆親手實戰——從 CEX 永續合約的撮合、風控、資金費率設計，到 DEX 的 AMM Swap、流動性池與鏈上清算邏輯。傳統金融 CFD 亦有實際產品經歷，於受監管 CFD 交易平台主責公司行動（Corporate Action）引擎與後台權限治理；具備在 CEX、DEX、CFD 三種衍生品形態之間交叉理解的能力——這是傳統金融與加密融合趨勢下最稀缺的視角。
Earlier, in 2021, built a real US/HK equity trading line from 0→1 inside a crypto wallet — orders routed through Interactive Brokers to the actual exchanges, not the tokenized stocks most exchanges offer today. That meant market-hours-only trading, T+2 settlement, stamp duty and exchange levies, circuit breakers and VCM cooling periods all had to be absorbed into the spec. The same thread — translating exchange rulebooks into executable specifications — came back five years later in the CFD corporate-action rewrite.
更早在 2021 年，我在加密錢包內從 0→1 建置真實美股／港股交易線——走 IB 盈透券商通道送交易所實盤搓合，而非現今多數交易所提供的股票代幣。這代表僅開市時段可交易、T+2 清算交割、印花稅與交易所規費、熔斷與港股 VCM 冷卻機制，全部得完整承接進系統規格。這條「把交易所規章翻譯成可執行規格」的主線，五年後在 CFD 平台的公司行動重構上再次派上用場。
Practices people-first leadership — built mentorship programs, guided teams through organizational transformation, and fostered cross-cultural collaboration across 5 countries. During nearly five years managing $400M+ in digital assets, maintained zero losses and zero incidents.
擅長以人為本的管理風格 — 建立導師制度、帶領團隊度過組織變革、促進五國跨文化協作。在管理超過 4 億美金數位資產的近五年期間，維持零損失、零事故的完美紀錄。
A Few Calls I Made
幾個我做過的取捨
01 · Sequencing seven product lines
01 · 產品線排序
When the board handed down seven product lines at once, I argued for concentrating on the CEX first and deferring smart-contract work — largest user base, most direct revenue contribution. Six-plus lines ultimately shipped in parallel with zero delay.
董事會同時下達 7 條產品線時，我主張集中資源先做 CEX、延後智能合約相關開發——用戶基數最大、營收貢獻最直接。最終 6+ 條產品線並行、零延遲交付。
02 · The crypto debit card
02 · U 卡的真正難關
The hardest part of the crypto debit card was not issuer integration — it was risk. Price volatility and real-time authorization leave a gap, and when the two decouple, the platform absorbs the loss. I anchored the product around price-lock-on-authorization and dynamic limit control.
U 卡最難的一關不是發卡行對接，是風控。加密資產的價格波動與即時扣款授權之間存在時間差，一旦脫鉤，虧損由平台承擔。我把產品重心放在「授權即鎖價」與動態額度控管上。
03 · A 30-person team across five countries
03 · 五國團隊的瓶頸
With 30+ engineers across five countries, the real bottleneck wasn't headcount — it was requirements distorted in translation, and the rework that followed. My call was not more meetings but less dependence on language: specs as the single source of truth, visual process diagrams, a standardized PRD format. Cycle time went from four weeks to two.
接手 30 人、橫跨五國的團隊時，真正的瓶頸不是人力，是語言不通造成的需求失真與返工。我的判斷是不增加會議，而是降低對語言的依賴——改以規格文件為單一事實來源，導入圖像化流程與標準化 PRD 格式。交付週期由 4 週縮短至 2 週。
04 · Taking TWD off the C2C product
04 · 主動下架台幣交易
I took TWD pairs off our C2C product on my own initiative. On review, the compliance risk of that fiat rail outweighed the volume it brought — I chose a smaller market in exchange for the platform's regulatory longevity.
C2C 產品上線後，我主動下架台幣交易對。評估後判斷該法幣通道的法遵風險高於它帶來的短期交易量——選擇縮小市場範圍，換取平台的合規存續。
Underneath all of it: empathetic, bi-directional management, aiming for a triple win — delivery on time, business improved, people advanced. And one line I don't cross: not a cent of the company's money goes missing.
貫穿這些判斷的是同理心雙向管理，追求「三贏」：產品準時、營運提升、員工成長。以及一條不退讓的底線——公司的錢一分不差。
