A million dollars in investment, a billion in return, Airwallex, and Liu Moon Ting's key investment in life
ManjiSeo-ho
Editor |suyan
A lifetime of wealth accumulation and career achievement was achieved with an investment, “the luckiest post-90 entrepreneurs”Liu Moon-ting(Lucy Liu) may be a story of vision, courage, purpose and remodeling rules。
Lucy Liu, Co-founder and Managing Director of Airwallex Air Clouds
The first investment in her life, All in a track, yielded thousands of returns。
In 2015, at 25 years of age, she met Jack Zhang (Co-founder of Airwallex) and Max Li (Co-founder of Airwallex) at Melbourne University School, who ran a café. Jack Zhang complained about the high cost of cross-border procurement and exchange of remittances at the café, which was less than starting up a better payment solution。
Liu Moon-ting is keen to capture the pains of traditional cross-border payment chains, and the subversive commercial revolution may begin with a deep sense of pain。
In his 2025 conversation with Jack Zhang, the author described the experience of the year: When he had the idea of establishing cross-border payments, there was no company, no product, only one idea. On the spot, however, Liu Moon-ting decided to invest $1 million in 20 per cent of the company ' s shares, and the next day, she paid the bill, which was what she would have bought. Jack Zhang has never experienced such a decisive investment。
Read about:Jack Zhang, founder of Airwallex: The worst thing in Europe and America
SoAirwallexThe Air Cloud Pool was established in 2015 by four Chinese entrepreneurs, Liu Yutien being the only woman. Liu Moon-ting also joined the company as a founder because, in her view, investing in a company must be a business that can put itself on the books。
By 2026, Airwallex had completed the G-wheel of financing awarded by Addition, T. Rowe Price and Activant, valued at $8 billion, and Liu Moon-ting ' s $1 million received more than a thousand times the return. As a result of this investment, in New Zealand's wealthier list, published in New Zealand's National Business Review in June 2025, 34-year-old Liu Moon-Ting projected assets to be at the top of the women's list with 700 million New Zealand dollars (about 3 billion yuan) and was thus dubbed “New Zealand Female Rich”。
In the area of male-dominated financial science and technology, Liu Moon-ting has become a unique presence. The first time I went to see the client, the boss heard her talk and said, "You're okay, but I don't get it. Next time I'll let your boss come?"
She's young and pretty and can easily be ignored. But in the company, she was more like a “master”, finance, personnel, market, brand, etc., and she had been rotated. “So far there is an unsatisfied spot, and there is an impulse to go up and do it.” Liu Moon-ting said。
Although Airwallex ' s growth curve was seen as an ambitious narrative to reshape the global financial system, it was not clear that it would be possible to do so. Initially, however, their vision was to create a more efficient, multi-currency and less costly cross-border payment platform to address the pains of needy businesses. Because of the SWIFT system, which is based on traditional banks and dollar settlements, international remittances are transiting through five to six banks, which take several days to process。
Airwallex took financial plates from 80 countries/regions and expanded the multi-currency matrix. In the first two years of its existence, Airwallex received little income and its founding team decided to build infrastructure without rushing to make short-term liquidations, thereby gradually upgrading its business attributes from cross-border payments to a “global financial operating system”. Performance has responded by taking nine years from $0.00 billion to $500 million and one year from $0.00 billion to $1 billion. Liu Moon-ting believes that all the options you've made before have led to the later results。
NowI don't knowAirwallex can open businesses in more than 70 countries/regions in two minutes. Minimax, KimiThink# Shein, TikTok, #KyotoOver 200,000The business became Airwallex's client。
Liu Moon-Ting is dissatisfied with the labeling of female executives by the outside world, but she has set up a “Female Outings Alliance” in Airwallex, trying to find some common ground in female-led enterprises。
She has also set up a “three-minute fast veto” mechanism in the company to avoid over-compromising traps for women entrepreneurs。
Young, pretty, rich. Jack Zhang is sometimes curious to ask her, "What's the motivation for your work?" She felt curiosity and love could drive one person to never be satisfied。
The following is a recent interview with Lucy Liu, the co-founder and president of Airwallex:
01A vital investment in life
Q: The outside world has a lot of curiosity about why young people can make such a critical investment. Where does this investment and financial capacity come from? Can you introduce yourself first
Liu Moon-ting:I did see some different guesses, and my personal experience was not complicated. I was born in northeast China, where my father traded financial securities earlier. In 1999, I was 8 years old, followed by my parents in the third grade of primary school to Shanghai, and after primary school my entire family immigrated to New Zealand, New Zealand, where I attended junior high schools and high schools. The first level of high school was taken to Melbourne University at the age of 17 in 2008, and undergraduate + graduate studies were in business and finance, after which they worked in the financial sector。
I've been interested in stocks since I was a kid, and I hit Dad's trading system, and I've known since I was a kid that 600 started with Shanghai and 2,000 with Shenzhen。
The career planning route for the financial sector is very clear, regardless of whether they enter the voucher or the bank. I got into a joint venture, first as a general investment consultant, then promoted to Director, ED, MD. Later, he resigned to travel around, preferring to invest in VC or PE. We met some old friends and college students in Melbourne in 2015, when Max Li (Airwallex) opened a coffee shop with Jack Zhang (Airwallex), and we all loved coffee, and I went to them every day. And the next story, like Jack said, we started talking about the original idea of Airwallex, a similar tool to cross-border payments。
The whole cross-border industry was also growing relatively rapidly, and we certainly didn't get as complicated as we thought on the first day, but through some feedback from clients, a lot of products and adjustments in corporate strategies have been made, for about 10 years now。
Question: In May 2025, when I was talking to Jack, he shared the history of your investment in them as an angel investor. My biggest question was that Airwallex had not yet been established, only one idea. What move did you have to invest this money
Liu Moon-ting:I've been in contact with Pre IPO and IPO companies, and for them, a million dollars is not a very large sum. But it was a big investment for a start-up company。
Except for me, other partners took out some of their savings, but not as big as my amount. My own thinking is to vote for what I, along with the partners, can do together; if I just throw money directly, I don't really have much control over it, and I don't know what the next step is. I have some control over myself and my partners, and I'm probably more in control。
I thought it was more impulsive, younger, younger, and I felt like I was willing to put the money and myself in something like this, the worst thing that might have happened was to go home and do what I did。
The co-founder of Airwallex Air Cloud Convergence was Xijing Dai, Jack Zhang, Lucy Liu and Max Li, respectively。
Question: There is a rumor that 10 years ago this $1 million was in return for $1.2 billion. Is that accurate
Liu Moon-ting:It should be inaccurate. We have had 12 rounds, and there must have been some dilution, and the company's market value itself is a state of mobility。
Question: Is it true that there are reports that you have become the richest woman in New Zealand because of the return of $1 million invested in Airwallex
Liu Moon-ting:Thank you for your attention to our company. This is in itself a New Zealand media list, and the figures on the list are also an estimate. I think the Internet age is a little too title-party. If I looked at that list, I wasn't at the top of the list. I'd say 30 or 40. So I always thought there was some moisture in the list, and I didn't like it。
Question:If this investment logic is broken down, what is the thinking behind that key decision, and what is the summary
Liu Moon-Ting: My basic logic is three levels: people, track, moat。I see this as a marathon, and it is very important that the first person to run is able to withstand the entire marathon。
The second track is big and difficultSo you keep having something new to do, instead of saying that you solved a small problem and that the next step is gone。
Finally, the moat we pay the licence plates is deep and wide enough。WHEN WE FIRST STARTED TALKING ABOUT THE CONCEPT OF FINANCIAL INFRASTRUCTURE, MANY PEOPLE DIDN'T UNDERSTAND THAT INFRASTRUCTURE WAS ALWAYS LIKE ROADWORK, AND THEN, BECAUSE OF AI, YOU UNDERSTOOD WHAT YOUR BOTTOM LINE WAS, WHY INFRASTRUCTURE ITSELF WAS MORE OF A BARRIER OR VALUE THAN A SMALL TOOL. BECAUSE IT'S EASY FOR US TO DO A FUNCTION AND A TOOL, BUT IT'S HARD TO GET TO THE BOTTOM OF IT. WE HAVE SPENT 10 YEARS BUILDING RELATIONSHIPS WITH REGULATORS AND WINNING THEIR TRUST AND CONFIDENCE. TODAY WE HOLD 80 LICENSE PLATES AND BUILD PARTNERSHIPS WITH THE 50+ GLOBAL FINANCIAL INSTITUTIONS. BY THE END OF THIS YEAR, WE PLAN TO APPLY FOR 13 ADDITIONAL CORE PLATES. THIS DOES NOT INCLUDE OUR LICENCES TO EXPAND OUR OPERATIONS, SUCH AS FOREIGN EXCHANGE TRANSACTIONS TO NEW COUNTRIES。
The size of the market also validates my vision of the year. The journey to the sea has become the inevitable option for today ' s globalized enterprise, and we have long gone beyond being a cross-border payment company to integrate the full-process financial life cycle of the enterprise, covering the entire chain of cross-currency, cross-subject collection, fund management and payments, and creating a new global financial services model that functions at the same pace as the rapid growth of the modern economy。
Q: What is the logic of your thinking as an investor? What are the corporate milestones that validated your thinking after becoming Airwallex
Liu Moon-ting:i never thought i was an investor. i always felt like a co-founder. bring it in, a little bit. to be honest, i never thought of any return on the investment after the money was invested. i'm fully into the role of a co-founder, growing up with the company. at different stages of company development, my role has been changing, doing everything in the early stages and doing things in the later stages of the longer-term corporate strategy. sometimes when there's a team leaving, i need to run a team for a short time and lead the team better。
Frankly, 99.9 per cent of the time felt like an invention, and perhaps only 0.1 per cent when the board was open or sometimes when there was a need for financing, felt like an investor in a company。
Q: What have you made the most difficult trade-offs in the decade of Airwallex
Liu Moon-ting:Like Jack said, in 2018, Stripe almost bought it. For us, in the first three or four years, companies developed at a very rapid pace, and when companies started to have some revenue, into a more structural growth, planning and forecasting for the future became more accurate。
IT'S NOT A CHOICE, IT'S A CHOICE. WE'RE GREEDY. WE ALWAYS THINK WE CAN DO EVERYTHING. AT THE CRITICAL NODE, WE ARE RIGHT IN OUR CHOICE AND DIRECTION, AND IF YOU TAKE IT AS A TRADE-OFF, WE HAVE NEVER SACRIFICED LONG-TERM PLANNING FOR SHORT-TERM GOALS. IN OTHER WORDS, SOME VERY SHORT-TERM BENEFITS MAY BE SACRIFICED IN EXCHANGE FOR OUR LONG-TERM DEVELOPMENT. LOOKING BACK, IT TOOK US JUST ONE YEAR TO MAKE 500 MILLION ARRS OVER THE LAST NINE YEARS, FROM 500 MILLION TO 1 BILLION ARRS. IF THE COMPANY HAS NOT MADE IT THROUGH THE TENTH DECADE, WE CANNOT SEE THE 1 BILLIONTH. IT HAS BEEN A LONG TIME, WITHOUT SEEING RESULTS, TO INSIST ON DOING THINGS THAT ARE GOOD FOR THE LONG TERM。
Q: What did you do right, so that income grew in a breakthrough decade
Liu Moon-ting:EVERYTHING WE'VE DONE BEFORE HAS LED TO THE RESULTS. TEN YEARS ON, WE HAVE CHOSEN TO BUILD A NETWORK INFRASTRUCTURE INSTEAD OF A DIRECT APPLICATION. THE COMPANY WAS FOUNDED IN DECEMBER 2015 AND STARTED A COLLECTION IN JANUARY 2018, WITH MORE THAN TWO FULL YEARS WITHOUT ANY INCOME. YOU THINK THERE IS A LOT OF PRESSURE ON A VC-INVESTED COMPANY. WE HAVE PARTNERS AND CLIENTS, AND INVESTORS NEED OUR REPORT CARDS. BUT OUR CHOICE TO BUILD A FINANCIAL INFRASTRUCTURE MEANS THAT WE DO NOT WANT TO RELY TOO MUCH ON BANKS, NOR ON ANY OTHER CHANNEL, BUT INSTEAD USE OUR OWN LOCAL LICENCE PLATES AND CLEARING NETWORKS。
THE SECOND IS TO LINK PRODUCTS, STARTING WITH FOREIGN EXCHANGE AND PAYMENTS, AND IN 2019 WE LAUNCHED A GLOBAL BUSINESS ACCOUNT AND END-TO-END FINANCIAL INFRASTRUCTURE, INCLUDING CARDS AND PAYMENT RECEIPTS. THE COMBINATION OF 90 MULTI-CURRENCY, 200-COUNTRY AND REGIONAL CROSS-BORDER RECEIPTS WITH A SINGLE FX ENGINE AND SMART CIRCUITS SIGNIFICANTLY REDUCES TIME AND COST。
NEXT, WE HAVE BECOME A FINANCIAL OPERATING SYSTEM THAT INTEGRATES ALL OF THE CHARGES, CHARGES, FINANCES, ERPS, ETC. ON OUR PLATFORM, AND THE CLIENT'S TENDENCY TO USE MORE THAN TWO OR THREE OF OUR PRODUCTS IS INCREASING, RATHER THAN SIMPLY TREATING US AS A PAYMENT TOOL。
FOR THE TIME BEING, WE ARE FOCUSING ON AI. WHEN AI SMARTS MAKE DECISIONS, FUNDING CAN ACHIEVE REAL-TIME, INTEGRATED PROGRAMMING ACROSS THE GLOBE. FROM LIQUIDITY MANAGEMENT TO CROSS-BORDER PAYMENTS INTEGRATION, THESE SMARTS CAN PERFORM REAL FINANCIAL PROCESS OPERATIONS SUCH AS RECONCILIATION, TRADE ROUTES, OPTIMIZATION AND EXECUTION。
QUESTION: YOU HAVE PROPOSED A “ARCTIC STAR” TARGET THAT SERVES 1 MILLION CLIENTS AND ACHIEVES $10 BILLION IN ARR (ANNUAL RECURRENT INCOME). BUT NOW IT'S ONLY $1 BILLION ARR, AND HOW LONG DO YOU ESTIMATE IT'LL TAKE
Liu Moon-ting:We spent nine years from zero to $500 million a year, from 500 to 1 billion, giving us a clearer idea of the $10 billion path, not by a certain explosive product, but by the compounding effect of system capacity。
First, to continue global outreach, in 2025, we expanded the branded business landscape in 12 new markets, improved local service capacity and acquired new license plates and new products in France, the Netherlands, Israel, Canada, Korea, Japan, New Zealand, Malaysia, Viet Nam, Brazil, Mexico, the United Arab Emirates, etc。
In 2026, we will march to more than 10 new markets; in 2026-2029 we will invest $1 billion to expand the United States market, and in the next five years we will invest more than $500 million in the British market。
We used to spend very little on marketing because we felt that tob companies, sales and products, were ahead of the market, but then it was very important for us to do more small B-end customers, to make C-end exposures, including global brands, and to start marketing more and more off-line markets, including sports platform sponsorships, starting in 2025, for example, our cooperation with Macalen, Arsenald, not just as a sponsor, but as their financial partner, helping them to operate more efficiently outside the arena. In March, we also announced cooperation with the San Francisco Giants and the New Zealand Blues。
There is also the provision of eco-friendly services, and many clients initially chose us to address specific issues such as collection, cost management, global outreach, etc. However, when enterprises migrate their entire financial system to the air cloud, their total cost will be significantly reduced. At present, over half of our clients use our multiple products, which confirms usPMF(product market match) is increasing。
02Business outreach: How to run fast and keep core competitiveness
Q: Which three words do you think are the three words to sum up the evolution of the financial needs of Chinese firms going out of the sea
Liu Moon-ting: I will use three words to summarize the evolution of Chinese firms' offshore financial needs:Compliance, efficiency, intelligenceI don't know。
At the outset, more attention is being paid to the safe return and disbursement of the money, and more attention is being paid to multi-entity, multi-currency settlement, tax and regulatory compliance in complex geopolitics. In the past, the way out of the sea was concentrated on trade in goods, often out of the country, where all operations remained. It's becoming more and more difficult, and when you get your goods out, you're required to move some of your operations locally, thereby meeting local regulatory requirements. From the perspective of supporting offshore enterprises, helping them to better manage local financial operations abroad can make them less burdensome。
The second phase is efficiency. It is hoped that the cost will be reduced, that the billing rate will be increased and that there will be demand for small HF services。
In the last two years, more and more clients have been asking about automation and intelligence: can the reconciliations, charges and billings be handed over to the system or even AI. Our strategy is also along this curve: from global accounts and payment networks to fee control, Billing (invoicing, fee settlement, etc.), to smart financials and smart-body commerce, where firms complete global payments, fund management and smart decisions on one platform。
Q: What are the biggest financial problems in the cases you have observed of failure
Liu Moon-ting:I think that over-reliance on a track and a windfall is the effect that too much reliance on outside factors has on your business itself, which could lead to a higher risk for your company。
However, there are also successful firms that emerge, and the key is rapid response to markets. A central point in a company ' s relative success is that of our company, with core competencies and less exposure to external market fluctuations。
Q: What do you think your company's biggest challenge is now
Liu Moon-ting:The biggest challenge for the company, I think, is the size of the company's business. I think it's important to start with a very big market, to compete with the bank, or to compete with other peers, which is a sure thing, which means the market itself is a big cake. But how can you get more cakes? It's a test of us. You have to fight your competitors and traditional things face to face. They're also making a very big investment。
AND BACK TO WHAT I SAID ABOUT CHOOSING, YOU ALWAYS MAKE DIFFERENT CHOICES EVERY DAY. IT IS IMPORTANT TO MAINTAIN OUR CORE NETWORK OF SETTLEMENTS AT THE BOTTOM, OUR CORE COMPETITIVENESS, AND TO BRING NEW TECHNOLOGIES, SUCH AS AI, INTO OUR ENTIRE PROCESS AT THE FASTEST AND MOST ACCURATE PACE. THINGS ACTUALLY START FROM THE BOTTOM, AND BY THE TIME CLIENTS CAN SENSE THIS RISE, THEY'VE PASSED A RESEARCH AND DEVELOPMENT CYCLE, OR LONGER. SO HOW CAN YOU DO THIS AS QUICKLY AS POSSIBLE? IT'S KIND OF LIKE RUNNING WITH TIME. BECAUSE IF YOU MISS IT, YOU COULD BE A BACKWARD COMPANY. THAT IS WHY I SAY HOW TO MAINTAIN THE ORIGINAL CORE COMPETITIVENESS IN THE FASTEST RUN IS A GREAT CHALLENGE。
By the way, can human growth keep pace with business? Even today, people are as important as the first day。
Q: How do you keep growing? It keeps up with the pace of corporate business。
Liu Moon-ting:Everyone will say that the ability to continue learning is maintained. I don't think it's just learning, but..Commercial sensitivityI don't know. Just when a new thing happens, can you break it down quickly into something that's better for the company? My partner Jack is very, very strong, and the learning curve is very steep。
I think my worth lies in how, in this complex situation, as the person who knows the company best, can be found where I am most needed. I used to say that our founders were like firefighters, where there was fire, there was us。
I think it's old-fashioned to be passionate and curious about one thing, but I think curiosity and passion are really at the heart of something you can do。
Q: Where is your uniqueness in fighting alongside three co-founders of men
Liu Moon-ting:I could have a cup of coffee if it fell. I think..The founders need to provide emotional value to the company。You have a very stable mood as a founder, and the larger the company, the more your mood swings affect the organization, and emotional stability is at the heart of your team。
Q: What's the big swing in your mood
Liu Moon-ting:I feel that even now I have an urge to do something instead of others. It's when I think I can do better. I always want to do it myself. This is not a very good thing for leadership, and I should help others to do better. But even now I'm a very impulsive person. This is my own reflection。
03AI CONSTRUCTION: WHO WORKS AND WHERE DOES THE MONEY COME FROM
Question: At the beginning of 2026, AI came up with a “model war”, because who is faster in technology means who is more efficient and can gain more value. Is such a logic established in the financial technology industry? Because your competitor Stripe is also setting AI, will that stimulate Airwallex's input on AI
Liu Moon-ting:Financial technology will not become a state where someone's model is stronger and who wins. The final scene must be that we're going to fight, if you can bet on your client's behavior and what the next customer wants。I've always thought that the best sales are not about telling clients what my product is capable of doing, but about how it should be done, more like being a consultant。
Airwallex has been here since day oneCloudsTHE FINANCIAL INFRASTRUCTURE, THE DATA AND THE SCENES, ARE GOOD ENOUGH TO MAKE IT RELATIVELY EASY FOR US TO DO SOME OF THE PRODUCTS THAT ARE USED FOR OR ARE USED FOR。
Back to competition, I think the market is really big enough, and more modern technology companies compete with traditional finance. Traditional finance still accounts for more than 90 per cent of global business. So for us, the thing to subvert tradition itself is much bigger and bigger than we compete with other technologies。
Q: I don't understand where AI is going to change the company's business. What is the core logic between the three AI strategies that Airwallex launched in 2025: Intelligence Finance, Smart Commerce, and AI Projects for Developmenters
Liu Moon-ting:The three strategies are separateIt solves the problem of who works, where the money comes from, how the system worksI don't know。
Institutional Finance allows AI to take over internal finance. Previously, the financial system was responsible only for recording, reporting and reconciling, and people were required to log in, read statements and make their own decisions. We want to turn it into a set of AI smarts that help the CFO automatically look at cash flows, make forecasts, check costs, initiate payments and then submit decisions when necessary。
Extending the same intelligence to the income side and business scene through smart business. Businesses don't just care about money, they make money. Intelligent business is the whole chain that AI helps businesses and consumers to "find the goods -- the price -- down the bill." Thus AI not only optimizes internal financial efficiency but also generates incremental revenue at the front end of the chain。
And then, by setting up the AI agreement, the first two become open. For hundreds of smarts to land, one cannot rely on a single company, requiring an open set of protocols and developers' ecology. AI is the level where different models, different Agents, different applications can access Airwallex ' s payments, foreign exchange, cards, billing and data capabilities in a uniform manner to achieve cross-platform connectivity。
BY LOOKING AT IT TOGETHER, SMART FINANCE SOLVES HOW "AI HELPS BUSINESSES MANAGE MONEY," SMART BUSINESS SOLVES HOW "AI HELPS BUSINESSES EARN MONEY," AND THE AI PROTOCOL PUTS BOTH IN ABSTRACTION INTO AN OPEN INFRASTRUCTURE THAT ALLOWS GLOBAL DEVELOPERS AND PARTNERS TO BUILD APPLICATIONS. THESE THREE LAYERS, TAKEN TOGETHER, CONSTITUTE WHAT WE CALL THE "AI PRIMARY FINANCIAL OPERATING SYSTEM" AND THE DIRECTION IN WHICH WE WILL CONTINUE TO BET FOR THE NEXT DECADE。
04Wealth creation: industrial dividend or resilience
Q: What was the purpose of the Coalition of Women Seafarers, launched by Airwallex in 2026, when it appeared that you were more averse to being labelled as a woman
Liu Moon-ting:I've been in contact with so-called female label founders abroad, and there are a lot of women in leadership positions. So I'm a little ostracized. I'm always asked about gender. I told you once, if you didn't ask Jack, don't ask me。
The beginning of the launch of the Coalition of Women Seafarers can be summed up in one sentence: to make each other ' s experiences a beacon for each other。
One thing we see within Airwallex is that when women executives encounter compliance challenges, talent difficulties or cultural conflicts in overseas outreach, they often need to find out on their own. Like our companyJeanetteIt would be a pity if only one person could remain in his or her head. So we want to do one thing: connect the islands to the islands。
International Women's Day is a symbol, but the real point is that, starting on this day, Alliance members can launch a 1:1 request at any time — you have a compliance problem, you can ask Jeanette for a cup of coffee; you build an overseas team and you can talk to Dinghua for two hours. We also have partners from the fields of AI, law, branding, marketing to join this Women's Circle。
This is not a "ceremonial" union, but a "usable" union. When more and more people are willing to share their experiences, the alliance will grow stronger, and women on their way to the sea will no longer have to face the "most difficult night" alone。
Question: Have you encountered any obstacles to being a female founder of a largely male-dominated field of financial science and technology
Liu Moon-ting:I think I'm lucky that I have three creations and that people take care of me, and that I'm tolerant. Age is a greater challenge for me in the early stages of entrepreneurship. The challenge is greater when women are younger。
There must have been a time before starting a business, for example, when an investor introduced me to a client, a relatively traditional industry. He said one thing at the end. I thought you were good, but I didn't get it. Next time, why don't you let your boss come? It's really embarrassing, and it does happen。
Now that I am 35 years old and not young, there are relatively few such problems. By the end of the day, the market, the customer and the investor care only about two things: capacity and results. Prejudice will always exist and will have to be sustained over the long term to prove its ability。
Question: When you were 90, you accumulated enormous wealth at 35. Do you think the logic of your accumulation of wealth is whether it's business dividend or capacity gain
Liu Moon-ting:Times and industries are important, because we are really catching up with the rise of the entire globalized, digital economy, so there must be some dividends for the industry. I am also very careful not to consider the industry dividend as a personal capacity. So I think it's luck, it's capacity, to appear in the right place at the right time, but it is certain that the cause itself is right and that this structural opportunity exists. I remember one of the founders who said that we all worked hard and that it was a sine qua non, not because you worked so hard that it led to success, but that all those who succeeded worked。
So this is by no means an easy road. It is a combination of complex situations, not a relationship between either or. What Airwallex has done to date also confirms that this is a real structural problem, and that we have done this in 10 years, together with our own efforts and our own luck, on a scale that has led to the accumulation of some personal wealth. So it is a comprehensive issue, and every time has its own opportunity。
Q: You are so early for freedom of wealth, so early for nothing. Now what will keep you passionately committed
Liu Moon-ting:Jack asked me that too. What's the motivation for your work? I really love my career, whether it's business to start a business or business. Now that the company is growing in size and complexity, I have been forced to raise my awareness of this area as a state of continuous growth. I think this is a driving force in itself. As the company grew, I myself grew。
You'll never finish your business in the company and you'll always have something new to do。Why do I say curiosity is important? Because there's always something driving you to do. Formerly, it was probably the most done in the shortest time possible. It is now more difficult and longer-term decisions that are right, and that is a driving force for me now。
