How an MBA alumnus transforms endurance tested resilience into long term thinking, adaptive strategy, and leadership excellence.

A 2024 MBA alumnus and seasoned financial planner, Mr Chen Guohui is also an accomplished endurance athlete who became the first Chinese runner to complete the Hardrock 100, one of the world’s most demanding ultra trail running races. As coach of the PolyU team for the 20th Ultra Gobi Challenge, he guided runners through a four day, 121 kilometre desert race in Dunhuang, Gansu province. Speaking with FB Magazine, he reflects on how the discipline and resilience necessary for endurance events have shaped his approach to strategic leadership in the finance industry.

The 20th Ultra Gobi posed extreme physical and mental demands. What key insights about resilience and personal growth did this experience give you?

Mr Chen: “I’ve been running long distances for more than ten years, so the distance itself wasn’t the hardest part for me. But for many of our team members, it was completely new. As coach, my role was to design a 15 week training plan, share what I’d learned, and guide the team before and during the event. A lot of them started out wondering whether they could really do it, but step by step they proved to themselves that they could. Seeing them push through discomfort and uncertainty showed me how resilience is built—gradually through preparation, small breakthroughs, and the determination to keep going when things get uncomfortable.

What I learned is that resilience isn’t just about forcing yourself through pain. It’s about preparing well, adjusting your strategies as things change, and managing your mindset under stress. Out in the desert, you can’t control the wind or the terrain. You can only control your pace, your plan, and your attitude. That applies directly in life and at work as well.”

You have a deep passion and an impressive record in trail running and adventure. How have these experiences shaped your mindset and approach both personally and professionally?

Mr Chen: “When I first started running more than ten years ago, even a 10-kilometre race felt like a huge challenge. But step by step, I progressed to longer distances and eventually to major international trail events. That journey really changed how I see my own limits.

On a personal level, endurance sports taught me to think long term. You can’t approach a long race with a sprint mindset—you need a clear goal and a detailed plan, and you have to stay disciplined over many months of preparation. That way of thinking has become part of my everyday life.

Professionally, working in the finance industry, I apply the same principles. Instead of chasing short term gains, I focus on long term value and risk management. Just as I wouldn’t enter a major race without proper preparation, I wouldn’t recommend aggressive financial products without first helping clients build a solid foundation. We look at their goals, their life stage, and their needs, and then we design a financial strategy that fits.

Endurance sports have also taught me how to stay calm under pressure. When something unexpected happens, you learn to assess the situation, adjust your plan, and keep going. Financial planning is similar. Markets move, clients’ circumstances change, and being able to review the situation calmy and adapt in real time is incredibly useful.”

In what ways do qualities like passion, perseverance and resilience relate to the demands of strategic leadership excellence? Can you share an example?

Mr Chen: “Endurance sports really force you to combine big picture thinking with detailed execution, which is exactly what strategic leadership requires. Passion keeps you committed to a long term goal, perseverance gets you through the difficult moments, and resilience helps you adjust when things don’t go as planned.

A good example is the PolyU team I coached for the 20th Ultra Gobi. We had eight members with different backgrounds, strengths and needs. My role wasn’t just to run my own race— it was to design a strategy that enabled the whole team to finish safely and competitively. Before the event, we mapped out the overall plan. During the race, we monitored how everyone was doing and adjusted whenever we needed to.

A good leader can’t treat everyone the same way. Some runners respond best to encouragement, others to clear instructions, and some need more autonomy. Once you understand their personalities and how they’re feeling, you can adapt your approach in real time. That reinforced an important leadership lesson for me: strategy isn’t fixed. You set a direction, but you have to adjust based on feedback while keeping the end goal in sight.

That mindset is also essential in Hong Kong’s current economic environment, which is constantly evolving. The more dynamic things are, the more we need to keep learning, adjust our approach, and turn uncertainty into opportunities.”

How did your MBA studies at PolyU help you cultivate resilience and strategic thinking essential for your career in the finance industry?

Mr Chen: “Before joining the PolyU MBA, I’d already spent more than ten years working in the financial sector in Mainland China. I had a lot of practical experience, but much of my thinking was based on habits and what had worked for me in the past. Over time, that became a bottleneck. The MBA gave me the chance to step back, look at my experience more objectively, and re examine it through academic frameworks. That helped me build a more integrated way of understanding things.

The courses in strategy, leadership and organisational behaviour were especially helpful. Instead of relying only on past practice, I learned to analyse situations using models, evaluate options more objectively, and design more coherent strategies. Studying with classmates from different industries also broadened my perspective beyond finance alone.

In terms of resilience, returning to full time study after many years of work was a challenge in itself. Balancing coursework, group projects and personal responsibilities required strong time management and mental flexibility—very similar to preparing for a long race. That experience reinforced my belief that long term investments in education and self development are worthwhile, even when the short term costs feel high.

Studying in an international financial centre like Hong Kong also gave me a broader global outlook and a new platform for the next stage of my career.”

How has your ongoing engagement with PolyU and the Faculty of Business enriched your personal growth and professional development?

Mr Chen: “Staying connected with PolyU has given me a valuable platform beyond my day to day work.  Through mentorship programmes, alumni events and even the Ultra Gobi coaching role, I’ve had the chance to interact with students, alumni and faculty from many different fields.

These interactions are very much a two way learning process. I can share my experience in finance and endurance sports, but their questions and perspectives push me to think more deeply and turn my own experience into clearer, more systematic ideas. That’s helped me grow both as a practitioner and as a leader.

My professional network has also expanded. Working with people from different industries often leads to new ideas and opportunities. But more importantly, it creates a real sense of community—knowing that we’re part of a bigger ecosystem where people support and inspire one another.

Right now, I’m mentoring two students through the MSc Business Management Mentorship Programme. They often ask me about industry realities, and I’m happy to share what I’ve learned. I also hope that when they become more senior in the future, they’ll pass on this spirit and support the next generation.”

What advice would you give to younger alumni or future graduates who aspire to cultivate resilience and leadership through challenges?

Mr Chen: “My first piece of advice is to believe in yourself. The second is not to set limits on what you can achieve. These two ideas are essentially my personal motto.

Whether it’s personal growth, your career or any major challenge, set clear but realistic goals and keep pushing your boundaries step by step. If you genuinely believe you can do something, you’ll find ways to prepare, to persist and eventually to succeed. But if you decide from the start that something is impossible, you may never even try. Every challenge you take on and overcome will build your resilience and strengthen your ability to lead yourself, and others too, through uncertainty.”

This interview has been edited for clarity and brevity.