Jess is a Hong Kong-based entrepreneur and co-founder of CHARGESPOT, the world’s first cross-border power bank sharing network. A 2005 HKUST graduate in Marketing and Management from HKUST, she built her early career in MNCs in different industries, leading sales, marketing, and brand launches across Hong Kong and mainland China. Driven by curiosity and a refusal to accept the status quo, Jess is passionate about building businesses that matter and inspiring the next generation of innovators to embrace curiosity, creativity, and resilience — and, in her own words, to “Power the World.”

As a co-founder and the CEO of our Hong Kong operations, my job has evolved from "doing everything" in the early days to now focusing on two or three key things: setting the strategic direction, building the right team, and making sure we have the partnerships to execute it. In practice, that means my week can jump from a high-level partner call to personally helping a team member solve a local logistics problem. The core focus, though, is always the same: how do we grow sustainably here in Hong Kong and make it a cornerstone for our global ambitions?

Leading a growing business in Hong Kong has been exhilarating yet demanding, especially navigating the intense competition in the tech and sharing economy sectors. One major challenge was adapting to economic environments and talent shortages during our early expansion phase—Hong Kong's high expectations for innovation meant we had to pivot quickly amid talent wars and economic uncertainties post-pandemic. From these, I've learned the power of resilience and adaptability: building a diverse team with varied perspectives has been key to innovative problem-solving. It taught me that true growth comes from viewing challenges as opportunities to co-create solutions and strengthening our agility.

I'm probably most excited that we're getting our "startup mojo" back. For a while, the focus was entirely on scaling CHARGESPOT—which was necessary. But now, with that solid foundation and the resources from being listed, we can finally play offense again. We're in early stages, but we're actively brainstorming and prototyping completely new business ideas. It feels like we're a startup within a grown-up company, and that energy of building something from zero is incredibly fun.

What makes us special is that we're not just a Japanese company with overseas offices. We're a true blend. I see it every day: our Japanese colleagues bring an incredible focus on quality and long-term thinking, while our Hong Kong team operates with this relentless, fast-paced hustle. The magic happens when these styles collide on a project—we end up with a product that's both meticulously built and hyper-relevant to the market. That's what I love most: the team isn't afraid to challenge each other to find the best possible outcome.

One example of living multiple INFORICH values at once happened during the COVID years, when Be Agile and Co-Create came together in the most challenging yet rewarding way.
When the pandemic hit in early 2020, Hong Kong’s borders closed. Our original core users — tourists and business travellers — vanished completely. Many people thought the sharing-economy model wouldn’t survive in a city with no visitors.
Instead of cutting back, the Hong Kong team chose to move faster than ever. We saw that local residents were suddenly relying on their phones more than ever — for contact tracing, vaccine passes, food delivery, and remote work — which meant they needed power even more urgently than tourists ever did.
We then focused more on machine placements in locations where locals usually went to, to match quickly with the increasing needs from locals.
Because everyone was willing to experiment, fail fast, and iterate every single week, we shifted our user base from tourists-based to local-based. More importantly, we never stopped expanding: we kept adding machines to new locations every month throughout the entire pandemic.
That relentless agility and co-creation mindset not only kept us growing, it also sent a powerful signal to our partners: “We come out stronger.” That trust is exactly why, even today, property groups and chain stores still see us as their first choice when they think about charging solutions.

I'm a bit of a craft obsessive. It's my antidote to the digital, fast-paced nature of my job. I once flew to London for a week just to learn how to make hats—spent days steaming sinamay and hand-stitching. More recently, I've fallen in love with pottery. There's something incredibly meditative about it. You can't rush a spinning wheel; if you force it, the whole thing collapses. That lesson in patience and focusing on the process and details is something I find myself bringing back to the office.