Euphie Wang
Investment Philosophy
Heroes answer the call. I am not a hero. I try to listen for the call, to admire the heroes, and to tell the many kinds of response apart.
The other side of right is often someone else's right. Rather than argue over what went wrong, it may be worth watching how different people choose between what is right and what is easy, and finding the "I'm" in that, attending to one's own mind, so that more of the impossible becomes I'm possible.
If all that stands between someone and their possibilities is an apostrophe or a space, then we can be the helping hand, the鬥跤手, or the one who steps aside and gives way. We do not have to be capitalized and first in line.
Euphie Wang
Background
Training in law and sociology gave me several lenses on institutions and social structure. In my early work in education and social innovation, I took concepts into practice and connected resources, breaking problems down step by step and turning an issue into action that could actually be carried out. Rather than rushing to a standard answer, I prefer to understand the problem itself first and leave myself room to ask better questions. A good question will lead people to the answer.
Working on overseas assignment meant collaborating across borders, cultures, generations, and disciplines. Beyond running operations and being the point of contact, I also took on training, extending the company's influence through the groups I led and advancing localization for a multinational business. For an organization to take root, it is not enough to do each step well; you have to understand people and connect them, so that the organization and its people carry each other forward.
A local team member I once led told me, after we had both moved on, that I was his VVIP. It made me rethink the word. "VIP" need not refer to a tier of status or a price paid. Read literally, it can describe what one person is to another: how we once treated someone, and what we left behind in a relationship, including value that is hard to quantify now and may surface all at once much later.
A few years later, a former colleague abroad who was expanding a team at a new company asked his boss, also someone I had worked with, to invite me to join and to lead again. It made me see more clearly that rather than being useful to someone or effective at something, I would rather be someone people want to walk alongside, and even follow.
We eat food in season, but the rooting and the flowering before the fruit all mean something. People and organizations are the same: each has its own stage, its own conditions, its own rhythm, and the harvest is not always reflected in today's price. Often enough, a good harvest and a good price move in opposite directions.
When I bring that into assessing a company, then alongside the business model, the financials, and the market opportunity, how the management team understands a problem and how they ask questions deserve real weight. The same applies to investors. Judging what is worth committing to and what is worth waiting for is not only about finding the answer that looks best, but about connecting with the possibilities through which value appears. Can they attract a VIP of their own? Might they become someone's VVIP, or even the world's?
Perhaps an investment firm and a company also carry each other forward : understanding honestly where each of us stands now, asking sincerely about the choices available, and taking on the growth that follows the choice. Investment is then not only capital changing hands, but a shared journey in which achievement is interwoven and value defined.journey of achievement and value creation.
Leave a crater in the universe. The meteorite, after all, may have begun as a speck of interstellar dust.
