Minted: Founder and CEO of Synergy Distribution Limited Daniel Zigal is making waves

As the founder and CEO of Synergy Distribution Limited, Daniel Zigal has made a successful career of bringing innovative new products to Hong Kong…

What can you tell us about your childhood in Hong Kong and its impact on you?
I’m extremely grateful to have grown up in Hong Kong. My childhood was really fun – everyday was a different adventure. This city is one of the most amazing places in the world, a place where you get to be exposed to so much diversity at a very young age. Even as a child, I realised that the city has so much to offer if only you knew how to take advantage of the opportunities at hand.

My family has been in Hong Kong for three generations. So, our home was really rooted here, which explains how I grew up with more of an Asian sensibility than a lot of my Western friends did. The experience I had growing up here also taught me to be independent at an early age. This, as well as having my father as a role model, served as the cornerstones of my entrepreneurial path.

You were educated in Hong Kong, too?
Well, I spent my kindergarten and primary school years in Hong Kong, but I then moved to the United States to attend boarding school. This led me to study for a degree in Economics at the University of Southern California. It proved a great way to broaden my perspective on the world and ensured my thinking never became too limited.

You then returned to Hong Kong and launched Rio, your first business…
Looking back, while I’m very grateful to have had the opportunity to expand my horizons outside of the SAR, I always knew that my love for this city would one day bring me back home to start my first business. When I returned after graduating, though, my parents tried to nudge me towards a more traditional career path, even though I knew I wanted to follow a very different course. In fact, I had always envisioned creating something of my own. Between 2003 and 2006, when I was working on a product intended to add value to the mint market, I realised that there was a real opportunity there. At the time, the variety on offer was limited, while the packaging was plain and lacking in appeal. I decided I wanted to break the mould and that’s how Rio came about.

Were there any particular challenges you faced back then?
In the very early stages, I was a one-man band, doing everything alone and having to learn new things every day. While I didn’t have a team, resources or any real knowledge as to how to raise capital, I was sure this was something I loved. Passion drove me through every challenge as I set about building the brand, whether personally bringing the products from the factory back to Hong Kong, driving to the warehouse to pick up stock, attending buyer meetings or taking care of the marketing. In the end, it took several years for the brand to grow, with being both the brand owner and the distributor the most difficult part. I did, however, learn valuable lessons, which helped me understand the business from the ground up.

That then led on to your current business, Synergy…
In the beginning, we were trying to find distributors and someone to manage Rio, but that proved to be difficult. As with any new company, it wasn’t easy to get people to believe in the business. So, in 2007, Synergy was formed as the distribution company for Rio, which allowed the brand to officially launch that same year.

Once I got Synergy up and running, I realised that we could bring more products into Hong Kong by utilising the company’s network, which extended to all of the city’s major retailers and distribution pipelines. There is such a wide array of amazing brands and products that I, myself, love but are unknown in city. As a result, I wanted to bring these cool, innovative products into Hong Kong and work with them just as passionately as I did with Rio.

Today, Synergy actively scours the market, looking for exceptional products and new trends. We either invest in them or partner with brands and help them realise their full potential via our brand building expertise. Essentially, we act as an incubator in the Fast Moving Consumer Goods (FMCG) space and guide them through their “to-the-market” plans, which include sourcing, production and communication strategies, as well as spearheading their distribution efforts.

What are the exciting new projects you’re currently working on?
Well, I wanted to go back into creating our own brand once again. While I enjoy working with other brands, I particularly love the creative process that goes into building a brand from scratch. One of the projects that my business partner and I are most excited about is a fun new ultra-premium pre-mix alcoholic beverage, which we are calling Chateau Highball. It is a pre-mix gin and tonic in a champagne bottle and it foams and pops like a champagne. We are confident it will disrupt the champagne and celebratory beverage market. We are also working on a revolutionary new concept in the seafood space, of which you will probably be able to see later this year.

What do you see as the secret of business success over the long-term?
A lot of Hongkongers would say it’s down to having a good Feng Shui master, joking aside, though, as your business grows and requires more support, I think the most important thing is the people you work and surround yourself with. It’s critical to have people who function well as a team and who have your – as well as the company’s – best interests at heart. Secondly, I try to make sure I hire people who are smarter than me. It’s important to be aware of your own weaknesses and to employ people who can fill those gaps. Lastly, though, it’s smart to listen to other people, it’s even more important to believe in and trust yourself.

How have you weathered the challenges of the recent turbulet times?
I think the past two years have been extremely difficult for everyone in Hong Kong. The retail business was hugely affected by the effects of the social unrest and the Covid-19 pandemic that followed. Despite that, I think the biggest change has been the move to online sales. We adopted an online business model early on and, as we had firm relationships in place, that helped us survive when the market moved more in that direction.

What now – if anything – remains at the top of your bucket list?
Well, I would dearly love to explore life being based outside of Hong Kong, as I’ve been here for so long. Travel and exploring the world are so important to me, so I’d love to be able to do that while still building brands, which also remains a passion. To do that, I would love to have businesses that I can run without having to be tied down to one place.

Thank you.

Interview by: Roberliza Eugenio
Photographer: Jack Ngai
Videographer: Kingsley Lau
Art director and styling: Jhoshwa Ledesma

The many tales of Keith Griffiths, founder of Aedas architecture and design firm

World-famous architect and educator Keith Griffiths, founder of the Aedas architecture firm, on his small-town Welsh roots, design journey, opinions on Hong Kong’s infrastructure and more…

You were born a world away from Hong Kong in Wales…
Yes. I’m completely a country mouse. I grew up in a tiny village called Merthyr Tydfil on the west coast of Wales. Home to just 1,400 people, it’s as far west as you can go before you drop into the Atlantic Ocean. It was very barren but also very beautiful. Set on a peninsula measuring six miles by one mile, that was my whole life while growing up. Although the education I received and the atmosphere were great, frankly it was an extremely boring place to be young. In the end, I couldn’t wait to get away.
It was a seminal experience, though, and it taught me how to communicate. Given its tiny size – our school had just 300 children – I had to learn how to deal with any situation, how to problem-solve and how to see the best in people. After all, you need to deal with them in any case. Leaving there, when I was 17, was a relief, though.

And where did you leave for?
I ran east, initially to Cambridge University, where I spent six years. It was a great introduction to wider society and I really enjoyed the experience. I then moved to London – finally a big city with a rich culture, architectural traditions and international influences. I was there for five years until famed British architect Norman Foster sent me to Hong Kong in 1983 to look after the HSBC project. I’ve been here ever since.

What made you decide to settle here?
It was down to two factors really. First of all, in 1985, when the HSBC Building project was completed, Hong Kong was just recovering from the 1982 economic collapse. There was a lot of optimism in the air and a surplus of work opportunities. It was very different to the UK, where the economy had all but stagnated. At the same time, the Falkland War was going on and I had a real issue with what I saw as a political conflict and a gambit for Margaret Thatcher to hold onto power. Removed from the situation, I could see things dispassionately and perceive it as the humanitarian crisis it truly was. Ultimately, then I decided Hong Kong was my best option when it came to creating a life for myself.

This all led, eventually, to you founding Aedas, your own architectural firm…
I founded Aedas about 30 years ago and we’ve since spread out across the world. When we first started we were very small, but we grew quickly. This was partly because we took on a lot of infrastructure projects such as railway and airport work, which, in the ’80s, saw us move into South East Asia, then the Middle East and finally China. We now work across the board in every area of design, including mixed-use infrastructure, museums, hotels – you name it, we do it as we’re now a big group. Overall, we have about 1,200 staff, most of whom work either in China or Hong Kong.

What do you see as your USP?
One of the factors in our success is that we like our architecture to be relevant to the city we’re designing for. In order to accomplish this, we really need to understand the culture, the people and the climate. So, every time we pick up a major project we set up a local office, which is why we are now active in 12 locations around the world. It’s this desire to really understand the place we’re designing for – rather than just importing a generic international style of building – that makes us different.

What are the challenges that come with running such a multinational business?
Actually, running Aedas is surprisingly easy. We’re designers and designers communicate through design. If you try to run designers through management tools, you’ll fail – it would be like herding cats. So, instead, we use design tools. We don’t have any professional managers as everyone at Aedas is either an architect, an interior designer or an urban planner. Our directors are also similarly qualified, so everyone speaks the same language, regardless of their background. This really enhances our communication capabilities, which in turn yields big rewards in terms of our completed projects.

Over the years, have there been some project that were particularly close to your heart?
In our three decades of operation, we’ve designed many, many buildings. It is, however, true to say that you always believe the building you’re currently working on is going to be the best. If it’s not, then you’ve done something wrong as you should be looking to improve all the time. So in terms of the buildings I’m particularly proud of, it’s always going to be the most recent ones – most notably, the West Kowloon Train Terminus, a world-class building and the gateway between Hong Kong and the mainland.

How do you decide which projects are right for you and Aedas?
Architects tend to be very humble, so we rarely turn a project down. Generally, though, we have a business development team whose job is to source our projects. Sometimes they bring direct commissions – which account for about 40 percent of our overall business – other times they propose we participate in design pitches, which make up another 40 percent of our work, with the balance coming from work for previous clients.

Focusing more locally, what do you see as Hong Kong’s unique architectural challenges?
The thing to remember about Hong Kong is that it was the world’s first extreme high-density, high-rise city, making it all but inevitable that a number of issues are going to arise. Among these, the biggest problem is land use. In total, just 25 percent of its land has been developed, with only seven percent allocated to residential buildings. By comparison, Singapore has used 30 percent of its available space for or residential properties, a move that is reflected in its bigger apartment sizes and wider availability of property.

Moving to architecture, we’ve had some significantly good developments over recent years, including such world-leading designs like the new M+ project and the revamped Tai Kwun compound. Hong Kong was also the first to introduce live-work hubs as the norm, as embodied by such neighbourhoods as Central, Soho and Shatin, while also being in the podium-and-tower style of design. We are, however, still stuck in an infrastructural mindset that was first introduced in the ’80s, and I think we need to evolve and produce new types of buildings, which can better meet the needs of this high-density, high-rise city.

Looking to the future, what projects are you particularly anticipating?
We actually have a number of exciting projects in the pipeline. We’ve been very successful recently in securing several government projects in Shenzhen. We’re also working on a number of headquarter buildings in its business district, which are truly world-class creations. The regulations in Shenzhen are rather different from those elsewhere in China, so we’ve been able to do some really interesting architectural designs. We’ve also been working on a new border-crossing facility at Huanggang – between Hong Kong and the mainland – which is a very large building and something I’m definitely proud of. In all, we have about 100 live projects in China, though, so it’s hard to single out just a few.

Thank you.

Interview by: Tenzing Thondup
Art Direction & Styling: Jhoshwa Ledesma
Photos: Jack Law
Videographer: Andy Wan

Jewel Purpose: Elegant entrepreneur and multi-tasking mum, Melinda Zeman does it all…

Aiming to spread joy through her jewellery designs, Melinda Zeman shares her inspirations behind Bouchier and what keeps her going as a strong career woman and loving mother…

Wardrobe: Earrings, necklaces, rings by Bouchier, available at On Pedder; Oversized blazer top by Magda Butrym, available at Joyce; Heels by YSL

As the founder, can you tell us what led you to launch the Bouchier jewellery brand?
As a jewellery lover myself, I was inspired to start the company because it was hard to find the kind of items that I felt conveyed my personality. I was looking for something that was a little contemporary and playful as I don’t really take myself too seriously. Ultimately, this led me to create fine jewellery pieces that reflected those values.
Before I started, some two-and-a-half years ago, I was designing pieces for myself as a hobby. Then, one thing led to another, and I started producing items for friends and then for their friends. Eventually, through word of mouth, Bouchier organically grew into the brand it is today.

What do you see as your brand’s unique qualities?
Well, we have a strong emphasis on happiness, playfulness and bright colours, which makes us quite distinct compared to a lot of other fine jewellery brands. With everything that’s going on in the world right now, everyone needs a little happiness and colour in their lives. With that in mind, we give our clients something they can look at that we hope will always bring them joy and automatically lift their spirits.

Wardrobe: Earrings, necklaces, bracelets and rings by Bouchier available at On Pedder; Crop blazer by Christopher John Rogers, available at Joyce; Skirt by Molly Goddard; Heels by Amina Muaddi

Fruit Hoops is your best selling collection, where do you find the inspiration for your designs?
Fruit Hoops is our signature collection and, when I first came to devise it, I was aiming to create a very clean and classic line. As I love stacking different pieces, I try not to over-complicate designs and look to keep them timeless and elegant. I also knew I wanted to inject some fun into the collection, so I experimented with a number of different designs and came to love the symbolism of the knot. For me, it very much represents the bond between people, whether a partner, friend or child / parent.
Personally, it’s definitely my favourite collection as there are just so many variations to the look you can create. It can be worn with a casual T-shirt or with a suit to make a certain impression. You can also wear one piece on its own or play with few pieces together, making for a process that’s really quite fun.

What are the challenges of running a company like Bouchier now that it has a truly global footprint?
When it comes to being genuinely international, one of the core values I always try and adhere to with my brand experience is inclusivity. In many ways, I see it as similar to social media in how it allows like-minded women, irrespective of age, location, religion or race, to come together. I want people to feel that Bouchier is a brand that can speak to anyone wherever they may be.
Honestly, when running a business, though, every day is a challenge. I do, however, feel lucky that I live in a world and time where there are so many amazing female entrepreneurs and leaders, people who are really addressing women’s needs and concerns. I genuinely feel there is a sense of sisterhood like never before and that is something that inspires me every day.
In addition, as a mother of four, I find it’s a constant struggle to balance my home and work life. Despite that, I feel blessed that I have been able to turn my passion into a full-time job, something that makes me cherish my children all the more as I never take my time with them for granted.

Wardrobe: Earrings, necklaces, bracelets and rings by Bouchier, available at On Pedder; Blazer by Alexander McQueen, available at Joyce; Bag by Alexander McQueen, available at On Pedder; Heels by Amina Muaddi

How did your own experience growing up impact you?
My mom was in finance and worked very long hours and that was something, as a child, that I didn’t really understand. Looking back now, though, I appreciate all the hard work she put into raising me and realise what an exceptional role model she was. Her dedication inspires me to this day and is a constant reminder to me that it is possible to balance your career and role as a mother. I have also come to believe that being a stay-at-home mum is truly one of the hardest jobs in the world – most men wouldn’t last a day! As with many things in life, quality is just as important as quantity so I try to make every moment with my children count.

What is the most important piece of advice you’ve ever been given?
I think, without a doubt, the most important piece of advice I have ever been given is to remember that “No one knows everything”. I think it’s so important to bear in mind that no matter where you are in life or how successful you are, no one person truly knows everything. So, it’s important to keep an open mind and listen to the people around you. If ever you get to a point where you start to believe that you actually know everything, that’s when you’ll stop learning and you’ll miss out on so many opportunities to improve yourself. I am genuinely convinced that the key to ultimate success in life is to never stop learning and to try and be a better version of yourself everyday – not just for you as an individual, but also for the people around you.

Wardrobe: Earrings and rings by Bouchier, available at On Pedder; Turtle neck and blazer by Marine Serre, available at Joyce; Heels by Amina Muaddi

If you could meet any person, past or present, who would it be and why?
I’d love to meet Michelle Obama. I feel like she redefined what it meant to be First Lady. She has been a truly great inspiration and a role model for so many young children across the world. She was the voice of a whole generation of young girls who had previously gone unheard. In this way, she gave many young people the motivation and confidence they lacked and no doubt changed the lives of many of them forever.

Wardrobe: Earrings, necklaces, bracelets and rings by Bouchier, available at On Pedder; Dress by Molly Goddard, available at Joyce; Heels by Amina Muaddi

What item is at the top of your bucket list?
I did a safari with my husband a few years ago and would love to go back with my kids for an extended family jungle wilderness holiday. Not only was it an amazing bonding and learning experience, for me, personally the thing I loved the most was the incredible opportunity it gave me to see so many animals in their natural habitat. It really put things into perspective and reminded me how comparatively small we really are in this world… It’s something that humbles you and makes you question your purpose on Earth, while also prompting you to think how to give back – and that’s definitely a lesson I want to teach my children.

Finally, can you share with us a secret, something that most people don’t know about you?
I really enjoy Canto pop and Mando pop. While that’s not wholly a secret, it’s definitely something that surprises a lot of people!

Thank you.

Interview by: Roberliza Eugenio
Photographer: Jack Law
Videographer: Kes Lei
Hair and Make Up: Angel Arlen Pasco
Art director and styling: Jhoshwa Ledesma

Do Yenn: Yenn Wong, cuisine queen of JIA Group

Introducing different gourmet traditions to discerning diners is all in a day’s work for Yenn Wong, founder and owner of multinational F&B company, JIA Group…

What do you recall of your early days in Singapore?
It was quite a simple and normal time. My dad was a businessman and always travelled for work, while my mum, a housewife, was the hands-on one with my older brother and myself. I grew up to be somewhat independent, largely because my brother was a bit of a troublemaker, meaning my mum spent more time on him. I was the one who didn’t cause any problems and – although I wasn’t an A-star student by any means – I managed to finish school without any real problems. I was educated in Singapore until I finished high school. I then enrolled at The University of Western Australia in Perth, ultimately graduating with a degree in Economics, with a
major in marketing.

Were you always going to gravitate toward the hospitality sector?
When I was just a kid, it wasn’t like I was dying to open a restaurant or anything. While I was at university, though, my father wasn’t keen on me doing nothing every summer break, so I would work for KPMG, the Anglo-Dutch accounting firm. From then on, I knew a nineto-five paperwork job was definitely not for me and that I wanted to do something a little more on the creative side…

Was it this impulse that brought you to Hong Kong?
Well, my father has always been something of an entrepreneur, so when I joined his company after graduating, he had just bought a hotel in Causeway Bay. As he had no fixed plans for that property, he asked me to redevelop it into something new. Even though I was just 23 at that time and had absolutely no idea what I was doing, I packed my bags and moved to Hong Kong, taking up the challenge of creating what would ultimately become the J Plus Hotel.

How did you go about making that transformation a reality?
The pre-existing three-star hotel had mainly catered to mainland guests, but my remit was to create a greater value proposition. As it involved a very steep learning curve, it was fortunate that a friend of a friend put me in touch with Philippe Starck, the renowned French architect. Together, we came up with the idea of converting the property into the city’s first real boutique hotel. Unfortunately, the J Plus launch took place just as the SARS outbreak was at its height, which was incredibly stressful. It was a truly transformational experience and one that I’ll never forget. In the end, it all worked out well and, a few years later, we sold the hotel and made a substantial profit.

“A fter interning at KPMG, it became clear that a nineto-five job was not for me”

Today, you’re the head of the JIA Group. Can you tell us more?
The group currently consists of 12 restaurants, which embrace an array of culinary concepts. We pride ourselves on providing a range of gourmet experience, ranging from casual to fine dining, all of which place equal emphasis on the quality of the cuisine and the dining environment. Our outlets not only aim to satiate a customer’s appetite, but also deliver a visual feast. It’s a formula that resonates with our guests and one I take a great deal of pride in.

How has the group coped throughout the course of the Covid-19 outbreak?
Actually, the real struggle started in mid-2019 with the civil unrest, followed closely by the pandemic. As with the rest of the F&B sector, we had to react very quickly and prioritise flexibility, while being obliged to create new ways to drive revenue. One of solutions was to ensure all our fine-dining establishments offered take-away and home delivery. At Duddell’s, one of our Michelin-starred restaurants, for instance, we had never before contemplated any delivery options. Now, though, not only have we partnered with Deliveroo, we’ve also created such tempting menu items such as our Peking Duck Set, which has been specially devised with home dining in mind. Similarly, Louise, one of our other Michelin-starred eateries, now offers such innovations as a Chicken Set Dinner, which comprises our famous roast chicken, caviar pasta and a series of starters, and has gone on to become one of our
most in-demand menu options.

Last year also saw the launch of JIA Everywhere, a digital platform we devised in order to overcome the challenge of the social distancing requirements. This particular initiative, allows us to offer a wide range of services, including the provision of high-end chefs to cook in a customer’s own home, a variety of delivery and pick-up option and even access to our cocktail and wine resources – all of which can be directly accessed via the JIA Everywhere website.

Ultimately, as Hongkongers could not dine out any later than 6pm until recently, we put an infrastructure in place that ensures they can enjoy luxury gourmet experience in the comfort of their own home. In addition to serving genuinely delicious dishes, we also ensure they’re presented in a memorably beautiful fashion – that’s a major reason why the service has become so popular.

Looking ahead, what’s currently in the works that you can tell us about?
The past year has been a time of great change for the group and has seen us adopt a far more aggressive approach. Basically, we have been in survival mode. Despite this, we’ve still opened several new sites and revamped a number of existing establishments in order to ensure they remained viable business propositions. A good example of this is Central’s Tai Kwun compound, where we had the Old Bailey Chinese restaurant, a business almost solely reliant on hosting the kind of events that have been virtually non-existent over the past two years. With this in mind, we consulted the Jockey Club, which has oversight of this heritage location, and decided to reinvent the site as something more daytime-friendly that had greater appeal to locals. This resulted in the creation of Between, a unique artisanal coffee shop.

Another project we’ve been working quite actively on is an extensive refurbishment of the central kitchen supplying food to Hong Kong International Airport, which also hasn’t enjoyed excessive demand over recent months. Our goal here was to transform it into a cloud kitchen – essentially a ‘dark’ kitchen with no seating service or restaurant space – which provides several different culinary options. To make this a functioning reality, we’ve partnered with Deliveroo to deliver across the Sha Tin and Science Park areas. Over the coming year, we’re hoping to open cloud kitchens in a number of additional locations, allowing us to both expand our coverage area and introduce an extended range of cuisine options.

Aside from that, we’re also exploring the possibility of opening up a number of new restaurants. We’re still primarily an F&B business company, after all, and we pride ourselves on our high level of design and the quality of our customer experience. Although it may seem counterintuitive, the Covid-19 outbreak has actually opened up several interesting new spaces and boosted the availability of premium talent, a development we’re more than keen to take advantage of. Watch this space…

Thank you.

Interview by: Tenzing Thondup
Art Direction & Styling: Jhoshwa Ledesma
Photos: Jack Law
Video: Kes Lei
Wardrobe: Salvatore Ferragamo, Prada, Dolce & Gabbana, Roger Vivier & The Outnet.

Block Trooper: Jehan Chu, founder of blockchain venture capital firm Kenetic

Long a supporter of blockchain and cryptocurrency technologies, Jehan Chu now helms Kenetic, a venture capital firm helping others looking to break into the industry.

Kenetic is an interesting business. As its founder and managing partner, how exactly do you define it?
Essentially, it’s a venture capital firm, one that supports start-up companies at a very early stage. In particular, we help to fund entrepreneurs in the blockchain sector, while also providing them with advice and guidance, allowing them to realise their visions of the technology’s future. I firmly believe that blockchain represents the next stage in the evolution of the internet – a new technology that will underpin developments over the next 50 years. With that in mind, Kenetic is a bespoke vehicle designed to help facilitate that evolution.

At what point did you decide the time was right to launch Kenetic?
We opened Kenetic in 2016 when it became apparent that no Asian venture capital business was really focusing on blockchain technology. At the time, those of us who had first ventured into the bitcoin and blockchain space knew something special was
taking place. We also believed that, without support, it wouldn’t necessarily fulfil its potential. That’s where Kenetic comes in – we support those people crazy enough to try and make their dreams come true.

What was it about blockchain / cryptocurrency that first drew you in?
Well, while I was studying International Relations at Johns Hopkins University, I taught myself how to code html. After that, I went to work in New York coding as a front-end developer during the first dot.com boom. In 2013, I first came across Bitcoin. Once I started researching it, I immediately fell down that particular rabbit hole. One of the things that drew me to Bitcoin was my love of decentralisation and the idea of returning power to the people. I soon started a number of related communities, including a local Ethereum group, one of the earliest such associations in Hong Kong, as a means of helping to provide investment advice for those interested in the sector. In 2016, I went fulltime, leaving my job as an art dealer to focus solely on providing blockchain and cryptocurrency investment advice.

Why do you think cryptocurrency has become such an attractive investment option?
When I started out in cryptocurrency, nobody wanted to hear about it. It was, at best, a joke and, at worst, seen as somehow improper. Now, though, it seems as though everyone realises how important cryptocurrency is, especially with regard to decentralisation. If you look at what’s happening in the world right now, centralised systems are failing, making decentralisation seem an increasingly appealing prospect. Even companies like UBS, JP Morgan, Visa and PayPal are turning their attention to Bitcoin and cryptocurrency. It took a little time but it’s happening.

“ Kenetic aims to support people crazy enough to try and make their dreams come true”

Aside from Bitcoin, which other cryptocurrencies do you see as significant?
While Bitcoin is really a payment token or a store-in value token, Ethereum is an application-based blockchain with easily the largest community of developers and applications. Bitcoin is akin to gold, where Ethereum is more like oil – it is used to power things, whether an engine, a machine or a factory. The other interesting one is Polkadot, which is similar to Ethereum but has a very different approach in that it’s really trying to create a network of blockchains.

What are the some of the most common cryptocurrency misconceptions that you encounter?
A lot of people think that as cryptocurrency is not “backed” by anything, it doesn’t have any intrinsic value. This is inherently untrue. The value of Bitcoin and other types of cryptocurrency stems from the subscription and investment of the community, both in terms of dollars and effort. This infuses cryptocurrency and blockchain with value, be it in terms of its use in applications or in having a multi-million-dollar market cap. Basically, they are backed by millions of people who say there is value and are willing to put their money and commitment into them.

You co-founded Social Alpha Foundation, a blockchain / social impact non-profit. What can you tell us about its aims and ambitions?
I was raised by my parents to be very generous and try to support communities. As a result, I have always thought it was important never to take anything for granted and to use my resources to help others. In line with this, the idea behind Social Alpha Foundation is to support blockchain projects that are looking to create social impact. The first grant we made was to a small start-up in South Africa, which was providing official identity documents to children who were either too poor to apply for them or were refugees. What they would do is use blockchain technology to track these kids and verify an identity for them. Right now, though, we’re focused on environmental issues and have recently given a US$250,000 grant to Open Earth, a Yale University initiative aiming to use blockchain to help combat climate change.

In terms of cryptocurrency-friendliness, how do you see Hong Kong ranking on the global scale?
Hong Kong is easily one of the most significant centres in the world when it comes to blockchain and cryptocurrency and is probably the most important such destination in Asia. This is partly because the regulation is very engaged here and the regulators
are very knowledgeable. The entrepreneurial spirit is also very strong and there are a lot of start-ups, especially in the financial sector. There are also many people in institutional and more traditional companies across a variety of different sectors that have become engaged with blockchain and cryptocurrency. All in all, I think that I’m very fortunate to be in Hong Kong as there’s just so much going on here in terms of both cryptocurrency and blockchain.

You also invest in alternative proteins, notably Impossible Foods…
That’s largely because I have been going mostly vegan. I do what is called a 95-percent diet – depending on which week it is, I have only one or two animal protein meals in a seven-day period, staying vegan for the rest of the time. The fact that this has boosted my own health made me want to invest in initiatives such as Impossible Foods, as well as other alternative protein sources. My cholesterol has gone way down; my sleep,
skin and digestion are all better and it’s good for the planet too.

You are also big on meditation…
I actually practice Vipassana, an ancient breathing practice favoured by Buddha as the root of mindfulness and all other forms of meditation. When I was first introduced to it, it was quite a challenge – I had to undergo 10 days of silent retreat without
reading, using a phone or having any human contact. During that time, though, I learned how to quieten my mind, focus and use breathing to achieve a state of centeredness and hyperawareness. While it’s one of the hardest things I’ve ever done in my life, it also transformed it in a very positive way.

Thank you.

Interview by: Roberliza Eugenio
Photos: Jack Law
Video: Andy Wan
Art Direction & Styling: Jhoshwa Ledesma

Ship Shaper: Angad Banga, Chief Operating Officer of The Caravel Group

After years in the finance field, Angad Banga joined the family fold at The Caravel Group. Today, as COO, he oversees an expansive portfolio that includes maritime shipping services, commodity trading and investment management, all with the hopes of preserving the company’s legacy for generations to come…

What was it like to grow up within the Banga family?

Well, my family moved from the UK to Hong Kong in 1985 when I was just 15-months-old so, for all intents and purposes, Hong Kong is very much my home. While there was an emphasis on education, my parents were always very supportive and allowed me to just be a kid and pursue my own interests. As most of our family were still in India, my fondest memories are of holidaying in my paternal grandparents’ home in Chandigarh and playing cricket on their front lawn with my cousins.

Were you always destined to join The Caravel Group, the family business?

Actually, there was never any real pressure to join as there was not really a family business per se. Although my dad, Harry Banga, was vice-chairman and the second-largest shareholder of the Noble Group, it was more an institutional organisation rather than a family-run enterprise.

In 2010, he stepped down from his own role with the Noble Group. Over the next few years, he took on some of the businesses he had started there, eventually bringing it all under The Caravel Group, which formally launched in 2013 / 2014. This has now become, as you have suggested, our family business.

And, today, what is the core offer of the company?

The Caravel Group has three primary areas of activity. The first is Caravel Maritime, which includes Fleet Management, our flagship operating business. This business was founded by my father under the Noble Group umbrella in 1994. We acquired Fleet Management from Noble in 2011 and brought it under The Caravel Group upon the establishment of the business. Today, we’re the second-largest ship management company in the world, operating more than 600 vessels across the world’s oceans. Caravel Maritime also includes Caravel Shipping, which provides in-house and third-party dry bulk commercial and chartering services, as well as maritime asset ownership.

Our second arm is Caravel Asset Management, with a primary focus on direct investments in global liquid markets including public equity and credit, across all industries. We also invest in alternative investments – mainly private equity and hedge funds – to diversify risks and sustain long-term return. We also run a direct private equity business, with a portfolio that includes India’s largest beauty omni-channel retailer, Nykaa, and Hong Kong’s largest craft brewery, Young Master Ales.

Finally, there is Caravel Resources, which trades industrial dry bulk commodities, with a focus on raw materials for steel making and power generation. As an industrial dry bulk supply chain manager we’re involved with moving and trading commodities from producers to consumers, including iron ore, thermal coal and metallurgical coke. Today, collectively, these businesses operate across 15 plus countries.

In addition, while we’re first and foremost a business, we’re also committed to giving back to society. Thus, we’ve established the Caravel Foundation, a Hong Kong-based charity with a focus on children’s education and healthcare.

As the Group’s Chief Operating Officer, what are some of your particular areas of responsibility?

In short, I see my role as being a strong steward for this organisation: to help Caravel maintain its strengths, to enhance our capabilities, and to grow. I feel like it’s my responsibility to grow and develop our leadership team with a clear vision, to drive The Caravel Group forward into the next generation.

That said, my day-to-day responsibilities are about ensuring the smooth running of the wider organisation. As the various arms of the Group are managed independently, part of my job is to liaise with the Chief Executives of those divisions from a corporate perspective. Part of my remit is also to focus on the future and to drive our strategic initiatives, whether that’s mergers and acquisitions, human resources or the exploration of new verticals.

What criteria do you look at when investing in third-party businesses?

I think one of the most important things to look at is “who”. While you’re backing a business, more critically you’re backing a person. Ultimately, believing in the CEO, the founder, and the leadership team, as well as having faith in what they can deliver, is paramount. We won’t invest if we don’t trust the founding team. At the same time, gauging the value proposition of the business and the problem they’re trying to solve is also important. In the case of Nykaa, for instance, we studied the demographics in India and the e-commerce and beauty trends across the world before agreeing to invest.

How has the group coped over the past 12 months, one of the most challenging times to ever be in business?

While 2020 will go down as an unprecedented year, a time organisations and individuals suffered a great deal, our business – thankfully – came through incredibly well. For our part, we provide employment to 1,000 people across the world, with a further 20,000 working on the ships we manage. That means that, roughly, 100,000 people are economically dependent on us, so it was very fortunate that we recorded 10-percent year-on-year growth in business volumes, with a net income growth of about 50 percent over that same period. Ultimately, it’s testament to the strength and resilience of our people that we expanded despite all the turbulence and uncertainty.

What are some of the unique aspects of running a family business?

From a personal point of view, I never thought I would be working with my dad. Having experienced it, though, I really treasure working with him and learning from him, particularly as there wasn’t really a family firm looming on the horizon while I was growing up, so all of this is something of a bonus.

From a professional perspective, one of the biggest strengths of a private family-run organisation is that because we don’t report to any shareholders, we can afford to take a more long-term approach and focus on the strategic direction of the company. This, in turn, affords greater overall stability.

The culture of a business like ours is also rather different as there’s an inherent level of trust and ownership at every tier. When you trust those around you, it breaks down the traditional barriers to building and running teams, allowing you to focus on generating ideas and executing solutions. Building lasting family organisations means you are more likely to put in the extra hours and effort needed to make it a success, which drives a different level of commitment altogether.

Looking back on your career, what do you see as the biggest hurdle you ever faced?

After I graduated from Dartmouth University with a degree in Economics, with honours, I spent two years working as investment banker for JP Morgan. Most of my career was spent with KKR prior to joining Caravel. In between, though, I was hired by Blackstone for a relatively short period. That was just before the global financial crisis and I’d been hired as part of a team briefed to grow Blackstone’s credit investing footprint in Asia. Unfortunately, once the crisis hit and the economy tanked, I found myself without a job. It was a terrible time. I was just 24, scared witless and had no real idea as to what to do next.

That difficult period taught me the importance of a number of things – empathy, resilience and the importance of hard work – that I still prioritise today, and which, I believe, have enhanced my leadership style. I also learnt the importance of focusing on those things that you can control, while not worrying too much about those beyond your remit. Finally, it taught me the merits of taking a chance on people. Soon after that, I was fortunate enough to be hired by KKR and it was one of the best things to happen to me. They took a chance on me. And that really changed my life.

Thank you.

Interview by: Tenzing Thondup
Art Direction & Styling: Jhoshwa Ledesma
Photos: Jack Law

Pollymath: Elaine Yeh, operator of popular Shoku Japanese Binchotan Grill

Riding high on the success of her eatery, Shoku Japanese Binchotan Grill, restaurateur Elaine Yeh looks back on her F&B years and shares her vision for the year to come…

Everyone is talking about your restaurant, Shoku Japanese Binchotan Grill. Why do you think that is?

Well, that restaurant has been running in Repulse Bay for more than six years now and I’ve been involved from the very beginning, from concept and design of the restaurant to its current day-to-day operations. Part of our unique offer is that we have the biggest open-fire binchotan grill in Hong Kong – it’s basically a barbecue pit, where we use only the highest-quality Japanese charcoal. It burns at a really high, stable temperature, which cooks the food slowly, infusing it with the beautiful aroma of the binchotan. We also serve a range of seasonal foods, so the menu is always evolving in line with the available Japanese ingredients and latest culinary trends.

Prior to working in the restaurant sector, how was your career taking shape?

While I studied statistics in college, I was adamant that wasn’t for me. After I graduated, though, my dad – a doctor by training, but with a very entrepreneurial outlook – was impressed by an age management clinic in Nevada and wanted to bring that concept to Hong Kong, as he looked to set up the city’s first age management establishment. The first years of my career, then, were spent trying to make that plan a reality.

When you’re young, you kind of feel free to jump around and try new things, so, after that, I decided I wanted to get into events planning. Soon after I got involved in that particular sector, I met my future boss at Nike, eventually joining him as part of the company’s events and marketing team. While I enjoyed the travel that went with the job, my greatest sense of achievement came from being part of the company’s 2008 Beijing Olympics team. Although it involved a very hectic schedule, I got to meet an awful lot of VIPs and it was just a fun, once-in-a-lifetime experience.

What then led you to join the F&B industry?

Actually, I was set on getting into the wedding planning industry, but marriage and two kids kind of derailed that plan. It was around that time that my husband and his friend decided to open a restaurant in Causeway Bay. It was one of the first Japanese omakase restaurants in the city and I started off assisting them on – what was to me – the most fun part of the business, coming up with PR campaigns and marketing materials, while managing all the social media activities. Two years later, we decided to open Shoku. Soon after, I took over the business as my husband had a great opportunity to go back into finance. I thought, at the time, as my kids were older, I could step into his position. I didn’t, however, think I would get quite so heavily involved. Suffice to say, it’s been a huge personal learning journey.

You must have experienced difficult times along the way…

One I will never forget is Halloween night 2016. I was in Tokyo treating my father to a holiday to celebrate his birthday, when, suddenly, I received 13 resignation letters from the staff at our restaurant. It turned out our former partner had poached the entire team with the intention of opening another outlet in the same building. They had been telling our regulars that we were closing down and moving, and the whole thing was a nightmare. I ended up spending the rest of the trip dealing with the fallout, negotiating with staff and trying to keep the team together. The trauma of that will stay with me forever.

But there have been good times that made up for that…

Yes, when we closed the Causeway Bay restaurant in 2019, most of the staff came to Shoku with me. We tried to keep as many people as we could. That Christmas, they gave me a painting of a girl facing some mountains, with the name of our former restaurant embedded in the imagery. It really touched me and made me feel like we were all in this together. It still hangs on our wall to this very day.

Last year, in something of a pivot, you also launched the Polly & Enzol ingestibles brand in Hong Kong. What was the thinking behind that?

Actually, I’ve always been into health and age management. As I said earlier, my first job after leaving college was setting up an age-management centre in Hong Kong. Part and parcel of this was the use of exercise, nutritional supplements and hormone management techniques as part of a three-pronged approach to age management.

As I’ve got the big “4-0” coming up next year, I thought it was a good time to look inwards, both physically and emotionally. As a result, I was consciously on the lookout for new opportunities within the wellness industry, which is when I came across the Polly & Enzol product range in Bali. Basically, they’re ingestible supplements manufactured by a Taiwanese company. Prior to formally relaunching them in Hong Kong, I’ve rebranded the range as Polly & Enzol.

What do you see as some of the unique appeal of Polly & Enzol?

Well, ‘Polly’ stands for ‘polyphenols’ and ‘Enzol’ is short for ‘enzymes’, and basically we harness the healing powers of these substances to boost overall health. Our star product is a lemon polyphenol concentrate, which we quadruple-ferment in order to release the active polyphenol and enzyme components, things that aren’t accessible when taken orally. This then aids in the rejuvenation of skin, while also helping to enhance the efficiency of the digestive system.

Although we’ve actually launched via Woman Boss [a Hong Kong-based online shopping platform] we haven’t officially gone mass-market yet. Right now, it’s getting great word-of-mouth, and hopefully, later this year, we can create a more formal structure for the brand and get into more retail outlets.

How have you come out of a turbulent 2020, and what lessons will you retain moving forward?

Even though last year seemed dire, it gave me the opportunity to look within, to slow down and have the time to focus on self-growth. I started to prioritise exercise, something that I now do every day. I also sought guidance from a number of life coaches as I looked to master time management and to untangle any unhealthy mental issues I may have had. Although, as yet, there’s no firm plan for the year ahead, these experiences have certainly helped me devise a blueprint for leading a better and healthier life.

Finally, if you won a US$10 million lottery prize tomorrow, what would be the first thing you would go out and buy?

I would invest in a farm or an orchard in Japan, perhaps somewhere in Hokkaido. That would allow me to become self-sufficient and perhaps even give me the opportunity to open a farm-to-table restaurant. That’s most definitely the dream.

Thank you.

Interview by: Tenzing Thondup
Photos: Jack Law
Art Direction & Styling: Jhoshwa Ledesma
Wardrobe: The Outnet
Hair & Make-up: Hoby Wong
Venue: Shoku Japanese Binchotan Grill

Renowned local artist Michael Lam on his HSBC Rainbow Lions statues and more…

Renowned for his groundbreaking surrealist artwork and being the mastermind behind HSBC’s “Rainbow Lions” statues, Hong Kong-based artist Michael Lam is not only one of the city’s brightest artists, but is also among its leading crusaders for LGBTQ rights.

Can you give us a glimpse of your childhood?

I grew up in rather straitened circumstances and didn’t have the easiest upbringing. My family ran a food hawker business in Hong Kong when I was a kid and I would get up at 5 o’clock every morning to help him set up for the day before heading off to school. After class, I would be back helping my parents pretty much every day.

How influenced were you by your subsequent education?

I attended local schools and never actually took any art courses or pursued a university degree. I’m very much a self-trained artist, with everything I’ve accomplished coming from research and personal experience. I feel that being educated in the arts – while a worthy pursuit for people looking to understand its history or hoping to take up a career in art procurement or something similar – would have hindered my own spiritual growth and artistic endeavours. Over the course of my career, my works have undeniably evolved and shifted. This, though, is a reflection of my personal journey rather than being down to the impact of other artists on my style.

Do you see yourself as having always been destined for an artistic career?

Well, I was interested in art and design from early age. In fact, I originally dreamt of becoming a designer. Later I discovered that came with many restrictions and the need to stick to particular guidelines, something I believed would only hamper my creative vision. Ultimately, I chose to immerse myself in the field of fine art field, which allowed me to focus solely on bringing my artistic designs to life. I didn’t jump right into an art career though. In fact. prior to becoming a full-time artist, I worked in sales as well as in product merchandising. It wasn’t until after the SARS outbreak, around 2003, that I decided to take the plunge.

Where do you find inspiration?

It comes, largely, from my subconscious. I use colours and ink to transform my mind’s fantasy world into surreal works of art.

How would you describe your artistic style?

My creations are mainly abstract in concept and feel, tending to combine Chinese calligraphy and art to create truly surrealist works. In this, I was hugely influenced by the works of the renowned Spanish artist Salvador Dali, having long been very attracted to the bizarre yet striking images that characterise his art.

“I use colours and ink to transform my mind’s fantasy world into surreal works of art”

What are your proudest accomplishments to date?

I’m honestly blown away by the great reception any of my pieces have garnered. Of all my works, though, I’d say I’m proudest of two in particular. The first is my role in the rebranding of Cathay Pacific’s inflight magazine, Discovery. It amazes me that my artwork fronts the publication and is seen by people from all across the world. Another highlight for me was being commissioned to create statues for HSBC’s Rainbow Lions campaign. My statues, which I crafted in line with the principles of feng shui, stand as symbols of inclusivity and unity – causes I hold dear to my heart – and have been installed in Hong Kong and in a number of other locations around the world.

What are your current projects and which particularly excite you?

A number of my latest creations are now on show at the Jade Gallery, courtesy of an arrangement made by my agent, Youmei Zhen. Recently, I ‘ve also been undertaking bespoke work on a range of lifestyle accessories, including wine bottle carriers and high fashion items. This has seen me working for clients on an ad hoc basis, allowing me to ensure that each unique statement piece exactly matches an individual purchaser’s tastes.

You are very prominent supporter of the cause of LGBTQ rights in Hong Kong. Where do you see the city ranking on the more global scene in terms of tolerance and enlightened views?

It’s no secret that, while Hong Kong is a diverse society, it’s still somewhat more conservative than many other cosmopolitan cities. At present, the issue of LGBTQ rights still has a certain stigma, with many individuals treated unfairly because of what is perceived as their non-conventional identity, whether that’s at work, socially or even by their own family members.

For me, the best way to improve this situation is to encourage everyone – no matter who they are – to educate themselves with regard to LGBTQ culture. This is the only way they will gain a more inclusive and diversified mind frame that will, in turn, lead to an end to pre-conceived notions and discrimination at every level.

You are also known for donating works of art to various charities…

Yes, despite that, I don’t really see myself as a philanthropist, partly because I’m not wealthy enough to qualify for such a title. Essentially, I’m an ordinary artist who feels a need to give back to society. I feel that there are many people in Hong Kong who require help, as well as many causes that are deserving of extra support. Within my current capabilities, I do my part to give back to society by donating artworks and raising funds for various causes.

How do you choose which charities to support?

I’m always open to helping whichever organisation approaches me, as long as they’re doing something worthwhile. In terms of causes I personally hold dear, obviously anything related to ensuring LGBTQ equality or enhancing the rights of sexual minorities has a particular appeal – that’s why crafting the Rainbow Lions for HSBC meant so much to me.

Given that my family has suffered hugely on account of cancer – and I had personal experience of battling the disease a decade ago – supporting related research, as well as the provision of proactive care for patients, is another cause close to my heart. As is AIDS research, something else I’ve been involved with fundraising for.

Away from all that, what do you like to do with your free time?

To be honest, while I occasionally like hanging out with friends, I’m not a very social person by any stretch of the imagination. I find, for me, one of the most relaxing things is to just sit by myself, tucked away in the corner of a hotel bar, watching people interacting around me.

If you could meet any person, past or present, who would it be and why?

If I could go back in time, I would love to meet my mother and grandmother again. They were such an integral part of my upbringing and played key roles in shaping the person I am today. I miss them a lot and treasure the great advice they gave me on how to behave in life.

Finally, what’s left on your personal bucket list?

I really want to open a foundation geared to supporting the elderly in Hong Kong, particularly those with serious health conditions. I feel that, despite the government’s best efforts, the city still doesn’t have the infrastructure to help the most vulnerable members of our society. Given my own experience of my mother’s battle with cancer, I want to do everything I can to ensure older people have the support and care they need.

Thank you.

Interview by: Tenzing Thondup

Photos: Jack Law

Art Direction & Styling: Jhoshwa Ledesma

Wardrobe: SPY Henry Lau

Venue: Jade Gallery Company

Linderhof am Morgen: A deliciously aromatic scent courtesy of Aurora par Charles Wong Eau de parfum

Aurora par Charles Wong Eau de parfum, the perfume brand founded by renowned luxury lifestyle connoisseur and fragrance enthusiast Charles Wong, has recently unveiled an enticing new aroma in the form of the Linderhof am Morgen. We sat with Wong to find out more…

What led you to start Aurora par Charles Wong Eau de parfum?

The idea was sparked by my visit to the French region of Grasse, the world capital of perfume, during my birthday trip back in 2017. While there, I made my very first personally blended fragrance in one of the prestigious perfume house; after coming back to Hong Kong, a thought just came across my head that I should turn that into a product, my very own ‘design’, that’s how Aurora par Charles Wong was born.

*Charles Wong, founder of Aurora par Charles Wong Eau de parfum*

Tell us a little bit about your latest product, Linderhof am Morgen. What inspired it, and what does it smell like? What makes it so special?

The latest fragrance, ‘Linderhof am Morgen’, is my second fragrance, which was inspired by my visit in Linderhof, the former residence of the late Bavaria King, Ludwig II, in 2017. It was an early morning when I was visited, and the scenario is so surreal and impressive that I was spurred to capture it – a kind of airy, serene and fairytale like appeal, yet, one that’s equally majestic, splendid, elegant and real.

This new fragrance features a couple of my favorite scents in it: the blue hyacinth, the fig, the greenery elements, and an Asian element which I specifically asked my French perfumer to create – the Japanese tofu cream – to capture the lightness and purity of a white swan’s feather, which in turn pays homage the majestic creature that symbolises the Swan King, King Ludwig II himself.

The special thing about my fragrance is that the uniqueness of its creation. It pairs the creative direction from a Hong Konger and an expertise from a French perfumer, and is made in the world capital of perfume, Grasse, in France. Apart from using high quality ingredients and the rigorous workmanship, the decoration of each bottle of fragrance are all handcrafted by myself, made literally with my heart and soul.

How do perfumes add to our lives, and what goes into making them?

I always compare fragrance to invisible clothes, something that can’t be touched or seen but literally sparks the senses. Every person wearing the same fragrance will have a completely different interpretation and feeling, but one thing is for sure, it gives each of us joy and pleasure, something unique to one’s persona, attire and make-up.

Creating a refined fragrance requires not only passion but hard work, really, a courage to keep doing and trying, a great sense of style and sophistication is a plus, but it’s all down to the execution, and eyes on detail.

Thank you.

Eco Warrior: EcoDrive co-founder Yolanda Choy is on a crusade against single-use plastics

Yolanda Choy, co-founder of EcoDrive, is on a crusade to fight the burgeoning rise of single-use plastics.

By educating the public on the environmental damage caused by single-use plastics, EcoDrive co-founder Yolanda Choy hopes to create a greener, more sustainable future…

Tell us a little about your childhood.
I was born in San Francisco and grew up with my three sisters just outside the city in Burlingame, California. I stayed there until my graduation from high school before heading off to Indiana for university.

Did you have any particular career ambitions growing up?
I was a bit of a tomboy and wanted to be a fighter pilot and study at the US Naval Academy, but I ended up going to Purdue University and majoring in Aeronautical Engineering instead.

That’s when you moved to Hong Kong…
Yes. After graduating, my first job was with TVB as a news broadcaster and I did that for three years. I produced hard news and documentaries. Then I decided to go back to fashion because that’s where my family’s business roots lay.

When exactly did fashion enter your life?
To be honest, I grew up with it because my parents were in that industry. They had their own brands and were licensees for Givenchy and other big brands in the US. People see the glamour of fashion, but behind the scenes, it’s a tough business. I remember working afterschool at my father’s warehouse, handling small chores like ironing clothes from recently arrived shipments before repackaging them to be sent to the stores in pristine condition.

What led you to start EcoDrive?
A girlfriend of mine invited me to a screening of A Plastic Ocean at her office. At the end of the film, I was shocked at what I saw. I never knew that every single piece of plastic we’ve ever used is still on this earth today. In particular, Hong Kong’s recycling is broken, it doesn’t work. Soon after, I ended up having lunch with Laura Derry, who owns Prime PR, a PR company, to promote my business, Central Weddings, and we ended up talking about the plastic problem in Hong Kong and what we can do about it instead the entire time. I talked about A Plastic Ocean with her, and she said let’s do a screening of it, let’s tell everyone we know about the plastic story.

I knew none of my friends were aware of the plastic problem, and I wanted to share my new-found knowledge with them, to make a change. That’s how EcoDrive was born. After the screening, many of my friends contacted me in concern and said: “We have to do something about this. If you start something, I’d love to join you.” I thought, wow, maybe together we can create some impact for the environment locally.

Can you tell us about EcoDrive’s mission statement?
The mission statement is really to build awareness and encourage the reduction of single-use plastics. To fulfil this objective, we’ve split our board members into three teams – one focused on education, one to come up with community campaigns and a third to partner with corporates on sustainability initiatives and education. We’ve developed our own materials, presentations and screenings. We have our own film about single-use plastics, what is it, what can we do about it, and so forth. We give people different ideas on how they can make a difference to create a better, more sustainable world for future generations.

In terms of education, we used to go into schools and give talks, but we found that it wasn’t so impactful. So, we decided to create textbook readers to be incorporated into schools’ curriculums under general studies, and we raised enough funds to give these book to local schools for free.

We give people different ideas on how they can make a difference to create a better, more sustainable world for future generations.

Ultimately, our main goal is to focus on raising awareness about single-use plastics through education. However, we also organise community outreach programmes as well. For example, last year, we created a campaign titled “Enough Plastic”, where we got 50 celebrities to say no to single-use plastics. It was a hugely successful campaign and one of the biggest of its kind, and we were floored by the response and the support that we received. I was also hugely grateful to the celebrities for donating time for this worthy cause.

“The government really needs to educate people on what can be recycled, and to subsidise the collection of recyclable materials”

How does Hong Kong’s environmental consciousness ranks in the world?
Honestly, I hate to say it, but it’s not great. The environment as a priority for Hongkongers is very low, but actually, before the Covid-19 crisis, that was improving. The more people learnt, the more shocked they were at how we were negatively impacting the world for the generations to come.

How can we improve the situation?
Realistically speaking, though, I think the government really needs to educate people on what can be recycled, to afford and to subsidise the collection of plastic bottles and other recyclable materials, and to give more incentives to do so. If you put a monetary value on every single plastic bottle – let’s say five or 10 cents each – people would not be throwing them away on the street. They just need a little push.

Most people don’t even know what kind of plastics can be recycled in Hong Kong, but the list includes PET (Polyethylene Terephthalate) bottles, HTPE (High Density Polyethylene) containers like shampoos or detergents, and depending on the collector and where it’s going, plastic bags. Other than that, nothing else is allowed. This is where education plays a big part, because, by and large, many people might be throwing away things like takeaway containers, bubble tea glasses and so forth, and these contaminate the entire load, making the whole collection bin unrecyclable and sent to a landfill instead.

Also, sadly, nobody is willing to come and collect the used bottles unless you pay for it. Recycling is not charity, it’s not done by NGOs, it’s actually run by businesses. Right now, virgin plastic is cheaper than used plastic because its collection is too expensive, which becomes a major issue when you consider that 7.5 million plastic bottles are used every day.
The good news is that even though there’s no governmental initiative on this front, it’s a different story on the corporate side. For example, I’m on the working committee for another NGO called Drinks without Waste, which was initiated by beverage companies like Swire Coca Cola and Watson’s Water because they want to come up with a means to collect used bottles. The aim is to encourage Hongkongers as well as drinks suppliers to form a sustainable recycling system, one that sees used bottles collected for reuse rather than sent to fill our already-at-capacity landfills.

Swire Coca Cola, Alba and Baguio Green Group have also banded together to create the city’s first PET and HTPE processing plant, New Life Plastics, which will open at the end of this year at the Eco Park. The problem, though, is that they need 30 tonnes per day in order for it to operate efficiently, which is a staggering amount. That’s why we need to encourage people to join the cause, to ensure its long-term success.

“Recycling is not charity work, it’s not done by NGOs, it’s actually run by profit-seeking businesses”

You’ve also co-founded Central Weddings. How did that come about?
I wanted to go into a lifestyle business such as furniture and decorative pieces to get away from fashion. I proposed different ideas to the landlord at the time, and they actually said point blank that if I started a prestigious luxury wedding boutique, I’d get the space. The bridal gown business is quite interesting, because there’s little to no waste. We have a set number of samples to try, and each dress is then tailor-made for the client. Unlike fast fashion, we don’t have much inventory to sell at the end of each season.

Did your prior experience in the fashion industry with brands like Fendi and Dior help with this venture?
It’s completely different because previously I had worked in marketing and PR, and none of that helped at all. Fashion marketing is about selling the latest season’s collections to the media and the public, and in the bridal industry, we don’t really have that fast-paced change. Another thing we did in marketing was to create brand loyalty, but again, this isn’t so for weddings. Once a bride buys a dress, she’s not likely to come back. Our way of handling this, then, is to market through word of mouth and with collaborations with hotels, wedding planners, photographers and more to keep our image fresh.

During your downtime, how do you like to relax?
I have too many hobbies and interests, I love classical music, the piano, the violin… I love being outdoors and enjoy skiing, wake surfing, hiking, coasteering and watching my son play baseball. My family has been to Austria every year for the past five years, too. I just love the adventure of it all.

Who has been your biggest source of inspiration?
There have been so many, but the biggest would be my mother. I think Chinese parents are very critical of their children, and words can hurt, but my mother was exactly the opposite. She encouraged us to be happy and to work hard and be motivated to get good results, which is the greatest gift.

Finally, tell us something people don’t know about you.
I love to play bridge. It’s a bit of an open secret, though, because I’ve gotten everyone to play with me now.

Thank you.

Interview by: Tenzing Thondup
Photos: Jack Law Art Direction & Styling:
Jhoshwa Ledesma Venue: Central Weddings
Wardrobe: black silk fringed dress worn over a wool skirt by Prada; outfits courtesy of second-hand designer store, The Hula