1. What’s your leadership mantra in the fast-evolving tech landscape
In the era of technology moving at unprecedented speed, where cycles of innovation keep getting shorter and disruption is the only constant, my leadership mantra is rooted in clarity of purpose and adaptability of approach or as we quote at ASUS, ‘No magic, only basic.’ It’s not about being ahead of every trend or reacting to everything that changes but about staying anchored in your core mission while being agile.
Our approach at ASUS has consistently been to empower teams to move fast and make bold decisions because that is how we stay ahead of the curve. However, speed without direction is chaos. So, I focus on creating clarity, clarity in what we are solving, who we’re building for and what success looks like across our product roadmap, customer experience, and business outcomes. In my experience, when teams understand ‘why,’ they naturally take better ownership of ‘how.’ And that’s what creates a resilient culture in a fast-evolving landscape.
2. How do you inspire and motivate your team during a challenging time?
Challenging times reveal the soul of an organisation, whether it’s an unexpected shift in consumer behaviour, global affairs or internal transitions. I’ve learned that communication and shared purpose are powerful antidotes to uncertainty.
I try to lead with transparency, and consistency talking openly about the challenges we’re facing and the decisions being made. It’s also important to recognize efforts over just outcomes, especially when the environment is tough. We make it a point to keep communication two-way, with active feedback between team and leadership.
Motivation stems from autonomy, trust and a shared purpose – not just pep talks. especially when stakes are high. In some of our most difficult phases, what helped us bounce back stronger was the shared sense of mission and belief that we were building something that mattered.
3. In an era of AI and automation, how do you see the role of human leadership evolving?
With algorithms being able to deliver efficiency, the role of human leadership is being reshaped. Leaders are no longer the sole repositories of knowledge, they are navigators. The more intelligent our systems become, the more irreplaceable empathy, judgment, and human creativity will be. AI can outperform humans on data processing, pattern recognition, and even decision modeling, but it lacks context. No AI, however advanced, can grasp the nuance of human aspiration, fear, or the subtle cultural threads that underpin trust and motivation.
This belief shapes how we build the future, for instance, as we push the boundaries of AI PCs, we are equally investing in asking what is right for our users and how we uphold human creativity. While integrating AI into our machines, we consider it to be an enabler of efficiency that quietly supports users in the background, allowing them to focus on what matters the most.
4. Tell us about a major screw-up in your career—what went wrong and what did you learn?
Having moved from a country like Taiwan to a diverse country like India 10 years back was a challenge for me, however i faced it head on. ASUS was still establishing itself in India when i began in the city of Pune. However, the people of India have always been welcoming and have made this transition so much easier for me. I was astounded by the diversity in terms of language, people, culture even in different cities within India, but the nature remained the same. The more I interacted with people in India, the simpler the shift to India was for me and this supported me in growing the brand as well.
5. What’s a mistake you see many young tech entrepreneurs making?
There’s a tendency among young entrepreneurs to fall in love with the product before they’ve truly understood the problem they are solving. In the excitement to build fast, many overlook the core fundamentals—solving a real problem, building a sustainable model, and truly understanding the user. I see many young entrepreneurs skipping the fundamental process of observing the audience and evaluating demand at scale, which often leads to products that are technically impressive but commercially irrelevant.
My advice to them is simple: don’t just validate your idea but study the need for your product and spend more time with the users. Personally, I’ve learned more about our product during market visits and while observing our user behavior, not just their feedback. We’re of a strong belief that tech is only as meaningful as the problem it solves. Build something that’s not just innovative but indispensable.
Many young tech entrepreneurs get caught up with building a large team quickly as if success is measured by a headcount. They believe scaling fast means hiring fast. But in reality, quantity doesn’t equal capability. The true mistake is overlooking the importance of who is on the team. Building a high-performing, tight-knit group of aligned, capable people will take you further than assembling a loosely connected army. It’s not about adding people it’s about adding the right people who resonate with your brand’s values. Even Qin Shi Huang, the first Emperor of unified China, recognized that the strength of his empire didn’t lie in the sheer number of soldiers, but in the precision, discipline, and loyalty of a focused, elite force. The goal isn’t to build a big team—it’s to build a strong one.
6. How do you handle failure, and how do you encourage a failure-friendly
Failure isn’t a setback, it’s essential for personal growth. At an organizational level, failure is a catalyst for innovation, learning, and resilience. By encouraging failure as an opportunity for growth, I foster a culture that encourages experimentation, curiosity, learning from mistakes, and continuous improvement. I’ve always followed the practice of PDCA i.e. Plan Do Check Action wherein I believe that one should learn and take action even if we face challenges or failure. The goal is to normalize intelligent and calculated risk-taking. This is what helps us to empower people to be bolder, more curious, and more invested in driving long-term success
7. What’s the next big disruption you foresee in the tech industry?
We are in the face of a shift where AI will move from reactive to proactive and eventually personalized. Technology will start to anticipate our needs and act as a collaborative partner, offer real-time assistance, and adapt its behaviour based on our patterns, tailored to individual habits and persona.
At ASUS, we’re already seeing this shift and integrating it into our AI PCs. Resourceful AI features like adaptive dimming and adaptive lock that empower our machine with efficient battery management based on our user patterns. Among other features, real-time translation, intelligent content creation, and adaptive battery management are just the beginning.
I also believe the intersection of AI and creativity will spark the next wave. It won’t just be about productivity—it will be about co-creation. Whether it’s students, designers, gamers, or entrepreneurs, AI is becoming an intuitive collaborator, not just a backend engine.
8. How do you unplug from the tech world? Or do you? Any non-negotiable habits?
I firmly believe physical discipline translates into mental clarity, which is especially important to lead a team like ASUS. Fitness has always been a part of my everyday lifestyle and I keep myself motivated by signing up for triathlons as well as marathons. . I have been consistently jogging for at least 100 kilometres a month for over 6 years now and have added cycling and swimming to my routine as well. My fitness routine helps me start my day with a fresh and energised mind which i then carry into the rest of my day.
9. What books that changed your perspective on leadership & Technology
BE 2.0: Turning Your Business into an Enduring Great Company” profoundly shaped my perspective on leadership. Studying it with my team in 2022, I learned the importance of building sustainable businesses through consistent, fundamental practices and fostering a culture of shared learning. This reinforced my approach to leadership—emphasizing collaboration, mentorship, and the PDCA cycle to drive innovation and growth at ASUS.