DBA alumna Dr Yanli Xu is the founder and General Manager of Corelt Technology Co. Ltd., a Chinese B2B manufacturer specialising in industrial automation control electronic products, with a particular focus on the semiconductor industry. The company, which she founded in 2005, offers integrated services including design, Printed Circuit Board (PCB) assembly, and ODM/OEM solutions. It is headquartered in Singapore and has branches in the Philippines and Shenzhen.
Dr Xu has built a reputation for strategic foresight and cross-cultural leadership. In this interview with FB Magazine, she shares her insights on navigating cross-border business expansion, the role of culture in global operations, and how her DBA experience continues to shape her leadership journey.
You’ve successfully expanded your business across regional boundaries. What opportunities and challenges have you encountered along the way?
Dr Yanli Xu: “Shenzhen offers a remarkable industrial ecosystem, especially for electronics and chip manufacturing. The supply chain here is incredibly efficient, which means we can respond quickly to overseas demand, shorten production cycles, and reduce logistics costs. At the same time, global demand for high-performance chips is being driven by technologies like 5G and AI. This has opened up exciting opportunities, especially in markets where precision and customisation are needed.
Hong Kong plays a vital role too. Its international financial and legal systems, its low-tax environment, and its status as a free port make Hong Kong an ideal hub for handling contracts, payments, and compliance. Hong Kong’s international business environment also makes it easier to build trust with European and American clients and simplifies cross-border transactions. All of this, of course, makes Hong Kong a natural launchpad for Shenzhen-based companies to expand into overseas markets.
Of course, there are challenges too. Geopolitical tensions and trade barriers—like the recent US export restrictions—can disrupt our supply chains. We’ve responded by using Hong Kong as an “operational firewall” and diversifying our supplier base so that we rely less on any single market. Localisation is another hurdle. Different countries have different regulations, tax systems, and cultural expectations. To navigate these complexities, we often collaborate with local partners or use Hong Kong’s service providers. In Southeast Asia, for example, we’ve encountered high compliance costs and frequent policy changes, which require additional resources and careful planning. These variations mean that a one-size-fits-all approach simply doesn’t work—we need tailored strategies for each market. That’s why we’ve built strong relationships with local entities who understand the regulatory landscape and can help us adapt quickly.”
What do you look for when evaluating new opportunities for cross-border expansion?
Dr Yanli Xu: “I start by assessing market demand and growth potential. For example, digital transformation in Southeast Asia is creating strong demand for customised chip solutions. Then I look at the feasibility and stability of supply chains. For example, Shenzhen’s manufacturing strength is a key advantage, but we need to ensure that logistics and production can scale internationally. We conduct detailed assessments of raw material availability, logistics efficiency, and whether our production capacity can meet overseas demand without compromising quality or timelines.
Policy and compliance are also critical. Trade policies, tariffs, data privacy regulations, and varying industry standards across countries can make a big difference to our operations. We prefer markets with transparent trade policies and low compliance costs where we can meet operational standards without excessive overheads. For instance, technical certifications like the EU’s CE mark or the US’s FCC requirements can be significant hurdles, so we factor these into our planning from the outset.
Customer relationships matter too. Trust and long-term cooperation are essential, so we prioritise markets where we already have strong client connections or can build them quickly. We also look at entry barriers such as local competition and brand recognition, and often work with local distributors to ease the transition.
Finally, we consider technological alignment, by which I mean whether our capabilities match the market’s expectations and help us maintain a competitive edge. If a market has high-end product requirements, we need to be confident that our technology can meet those standards and differentiate us from competitors.”
How does culture influence your approach to cross-border business?
Dr Yanli Xu: “Culture is fundamental. It affects everything from communication and negotiation to product design and team management. For example, Western clients often prefer a direct communication style, while Asian partners may value subtlety and long-term relationships. Understanding these differences helps avoid misunderstandings and strengthens partnerships. In Shenzhen, we blend the relationship-oriented aspects of Chinese culture with an international outlook. This helps us build trust while staying efficient.
These cultural nuances also extend into negotiation and cooperation. Chinese companies often emphasise long-term relationships and the importance of Guanxi, while Western firms tend to focus more on legal terms and contractual clarity. To build successful partnerships, especially in the tech sector, we adopt flexible strategies and address potential differences early—such as aligning expectations around intellectual property and technology transfer.
Culture also shapes consumer preferences. In Europe and the US, data privacy is a top concern, while in Japan, product reliability is paramount. It’s important to adapt marketing and product design accordingly—sometimes even adjusting packaging colours or symbols to suit local tastes.
Internally, managing multicultural teams requires sensitivity. Japanese firms may favour hierarchical decision-making, while Western companies lean towards decentralised structures. We invest in cultural training and create collaboration mechanisms to bridge these gaps.”
How do you maintain consistency in operations and development across different locations?
Dr Yanli Xu: “Standardisation is key. We use ISO certifications and industry-specific standards to ensure consistent product quality. Enterprise Resource Planning software such as SAP helps us manage and integrate our core business processes by synchronising data across our supply chains, our finances, and our production. This real-time data integration allows us to monitor performance across locations and quickly respond to any operational discrepancies. It’s especially important in chip manufacturing, where strict adherence to technical specifications is non-negotiable.
Strategically, we centralise decision-making but we allow local teams to adapt based on market conditions. For instance, in our American and European markets, we focus on data privacy compliance, while in Asia, we prioritise speed and cost efficiency.
We also promote a shared corporate culture through regular international meetings and internal platforms. Global audit teams review operations, and we collect feedback from local teams to continuously refine our strategies.”
What skills do today’s business leaders need to succeed in boundary-crossing enterprises?
Dr Yanli Xu: “Intercultural leadership is essential. Leaders must understand different cultural norms and use this knowledge to build effective collaboration across borders. A global mindset and strategic vision are also crucial—especially when responding to geopolitical shifts or economic changes.
Technological literacy is increasingly important. Leaders should be comfortable with AI, with automation, and with data analytics. They should understand how to apply their tech literacy, using data to make informed decisions and adjusting course when necessary.
Negotiation and relationship management skills are vital, especially in multicultural settings. Leaders need to be adept at multi-party negotiations and at resolving conflicts swiftly. And of course, financial and compliance knowledge helps leaders navigate complex regulatory environments.”
How do you stay ahead of industry trends and sharpen your executive edge in the GBA and beyond?
Dr Yanli Xu: “The GBA is a powerhouse for semiconductors, and we’re deeply integrated into its ecosystem. We combine Shenzhen’s manufacturing capabilities with Hong Kong’s financial and R&D strengths, and Guangzhou’s supply chain network.
Talent is another focus. The GBA has a rich pool of STEM graduates, and we use Hong Kong’s international talent policies to attract top professionals.
Personally, I’m committed to lifelong learning. I participate in leadership programmes, engage in cultural exchanges, and use AI to support data-driven decision-making. Crisis management and agility are also key—I monitor global developments closely so that I can respond quickly when I need to.”
How has your DBA experience at PolyU shaped your leadership style and helped you address challenges in cross-border business expansion?
Dr Yanli Xu: “It’s been transformative. My thesis explored how trust mediates performance in online B2B communication. That research helped me develop a trust-centred leadership style, which is especially valuable for managing cross-border businesses.
The DBA programme also strengthened my decision-making based on data and my strategic thinking. Now, when I approach a problem, I approach it holistically—that means considering organisational behaviour, communication, and performance metrics. When team members propose solutions, I assess their logic first, then I evaluate feasibility. This approach leads to more thoughtful decision-making and supports team development.”
What advice would you give to current DBA students or young executives?
Dr Yanli Xu: “Focus on cross-cultural leadership and data-driven decision-making. Learn to customise products for different markets and balance global goals with local needs. Stay informed about global affairs and practise crisis management.
In the short term, master data analysis tools and engage with GBA events. Use the DBA alumni network to connect with industry leaders. In the mid-term, optimise B2B platforms and pilot localisation efforts in your key markets, adapting your products or services to local needs as needed. Long-term, build a global network and lead international expansion through mergers and acquisitions.”
Finally, are there ways the DBA programme or other taught FB postgraduate programmes could evolve to better prepare future regional leaders?
Dr Yanli Xu: “Absolutely. I’d recommend more digitalisation and tech-focused training—courses on AI, blockchain, and tools like Python and Tableau. Crisis management modules should include practical strategies for supply chain diversification.
Industry-specific content would also help—especially in semiconductors and green tech. Networking is vital too. Creating GBA alumni chapters and hosting regular events would strengthen professional connections and enhance collaboration.”
This interview has been edited for clarity and brevity.
