About

Looking back on more than two decades of my career, "education" has always been at the core of my development. Whether teaching music on stage, running a coffee brand, leading founding teams, building corporate talent systems, or driving AI transformation in Human Resources, one thing has always proven true: "a company's greatest competitive advantage is not its products, nor its technology, but its people."

And my work has always been to help people and organizations keep growing.

Where it began: understanding the value of talent

After graduating from National Kaohsiung University of Hospitality and Tourism in 2003, rather than entering the hospitality industry, I chose music education after completing military service.

In 2008 I founded Pixel Studio, offering music education, music production, and student-club consulting services, and was engaged by more than ten high schools and universities as a club instructor. Each year I mentored more than 500 students and organized more than 50 performances and charity events.

What teaching taught me went beyond instructional technique and lesson design — more importantly, it taught me to understand each student's differences and find the learning approach suited to each individual. To this day, I still believe the essence of HR work is, in fact, the largest educational undertaking within a company.

Starting a business: understanding how owners think

In 2012, I founded Pixel Band and Pixel Café Nano-Roastery, hoping to combine performing arts, coffee culture, and brand management. Over two years, the band performed in more than a hundred commercial shows, including major stages such as New Taipei Christmasland and the Hualien Summer Festival; the coffee brand successfully advised three cafés and was invited to open a pop-up store in Nantong, Jiangsu, China.

Starting a business was the first time I truly had to think from an owner's perspective.

Why would the market pay for it? How do you build a brand? How does a team operate? How do you control costs? How does a system actually get implemented?

That experience later meant that, in HR work, I wasn't only thinking from an HR perspective — I could also understand what business owners genuinely cared about.

Starting in management: understanding how organizations grow

After joining DIT Startup in 2015, I formally entered corporate management. From Head of the Creative Business Unit to café manager, I was responsible for team building, talent recruiting, training, product development, process improvement, and cross-departmental integration.

In April 2016, with my son about to be born and no one at home who could care for him, I decided to leave my job and spent the next three years as a full-time father, supporting the household with band performances and a coffee side business, and giving "education" the most hands-on run of my life so far.

Back in the workforce, I went on to SMART Property Management, I-Jyseng Bakery, and HOLO+FACE, where my role gradually grew from training into full-scale human resources management.

Along the way I built training systems, performance management, compensation systems, recruiting processes, employee relations, organizational development, and manager development, and worked across different business models — startups, high-growth companies, branded services, and chain operations.

At HOLO+FACE, I was entrusted with rebuilding the HR department from the ground up; I later served as Executive Assistant to the CEO, where I began thinking about talent strategy, cross-departmental collaboration, and organizational change from the perspective of company leadership. I came to realize that the real value of HR work is helping a company build the organizational capability to keep growing.

AI won't replace HR — it will redefine it

After joining CMoney in recent years, I've focused on HR AI transformation and automation projects, actively studying large language models (LLMs), AI agents, MCP (Model Context Protocol), workflow automation, and various AI tools, hoping to rethink what the future of HR work will look like.

I believe the HR professional of the future will be more than a policymaker — increasingly, they will be:

• A strategic partner to the business (Strategic Partner)
• A people analyst (People Analytics)
• An AI product manager (AI Product Manager)
• A driver of organizational change (Change Leader)

There's no doubt AI can improve efficiency, but what truly determines a company's competitiveness is still its people. That's why I want AI to take on HR's repetitive work, freeing up more time for talent development, leadership development, organizational design, and building company culture — so we can produce higher-quality business decisions.

Leadership Philosophy

Across my career, I've worked in education, entrepreneurship, food service, performing arts, brand management, human resources, strategic management, and AI transformation. It may look like crossing boundaries, but every step has built toward the same thing: "understanding people, understanding organizations, and understanding business."

The value of HR lies in creating business value through talent development, and the purpose of education lies in helping every individual become a better version of themselves.

A company is like the last school its people will ever attend, and what truly lets a company grow sustainably is a culture that keeps developing and fulfilling its people. That is the mission I hope to dedicate, and keep practicing, for the rest of my life.

Looking ahead, I hope to keep bringing an educator's original intent, an operator's mindset, and a transformation leader's perspective, helping companies build more resilient and innovative organizations, growing talent and the company together, and using AI and data to build the next generation of HR management.