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Starting a business and joining a company. We often think of these as opposite paths. Entrepreneurs gain freedom but take on risk, while employees choose stability but give up some freedom. Yet Lee Tae-hyung (BD professional) chose neither—or both. Why would a founder who successfully exited his company go back to working for one?
When we hear the phrase 'global expansion,' we usually picture a one-way arrow—starting from Korea and extending outward to bigger markets. But Park Si-jin's map looks different. She started in Korea, spent seven years in Japan, returned to Korea with startup experience and a diverse career, and then headed back to Japan. It's not a straight line, but rather a large circle.
A student studying abroad and dreaming of becoming a diplomat got the chance to test-drive a Tesla. The moment he experienced a car that changed lanes by itself, a dream took hold: 'I want to be like Elon Musk.' That pull led him not to diplomacy, but to entrepreneurship.
Retention is not a marketing KPI. It's the foundation of product planning and the core blueprint for a sustainable business. When customers return not because of promotions but because of their recurring needs, your product becomes not a one-time 'event' in their lives, but a recurring 'habit.'
An expert who has gone deep in one field brings a certain sense of stability. But when you look at CEO Oh Jae-wook's resume, you feel something quite the opposite of that stability.
Perfect technology, an outstanding team, sufficient funding. Why do startups that seemed to have everything needed for success fail, while others that looked lacking become unicorns?
A startup's first goal is not to build a 'better product' but to design a 'product beyond comparison.' Our goal isn't to win the fight—it's to create a unique position where there's no fight to begin with.
If customers don't feel essentiality—that they must buy now—your product is just one option among many, not a product that truly sells.
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