Your ability to become a successful company of the future depends on developing a cultural mindset that is focused on creating value for the people inside and outside the organization. The myth that technology drives digital transformation has been an ongoing fairy tale because while technology is an important factor, there is another element to the equation that creates a strong dependency on the first — the people.
Technology in most ways has a positive effect on business operations, especially in the automation of admin processes that come with communication with customers. While artificial intelligence is getting to know your customers by analyzing their wants and needs, it also means collecting huge amounts of customer insights. Some other digital tools such as chatbots are being used to interact with customers instead of a customer service agent and in some exceptional cases, this works just fine.
The belief that these digital tools can improve customer engagement like a miracle is just an illusion however, despite offering an effective and efficient way to speak to large audiences. The reality is that these technologies are greatly designed to replicate some sort of friendliness but are simply not able to offer the much-needed level of human connection customers need.
Covid-19 has been a wake-up call for businesses and has aggressively fast forwarded digital adoptions in working practices that most companies were not ready to take on. They were forced to send employees home who had to deal with the implementation and usage of new digital tools, something that should have progressively happened years ago.
According to research carried out by Mckinsey, it would have taken businesses more than a year to implement the level of remote working that was enforced as a result of the crisis. Despite the advantages of the nature of these digital technologies, the sudden change led to huge gaps of acceptance among the workforce and this is because employees have different needs, challenges and technical proficiency.
Employees and customers are often slow to adapt to new ways of doing things so now it’s time to ask yourself: What can I do to reduce the tech stress of my customers and employees and make their lives easier? I suggest two main things to consider:
1. Focus on the people.
Digitalization has many different positive aspects, but the more digital your business becomes the less human touch it can provide. Customers today expect more human interactions and less automated interactions. The role of new tech should make the life of your employees easier and ultimately highly complement their tasks so that they can focus on the emotional side of customer relationships.
The rush for easily monetizable consumer automated interactions makes it clear for customers that a brand is not authentically engaging with them. A Harvard Business Review study shows that companies are becoming increasingly impersonal by automating as many customer touchpoints as possible. In a highly digitalised world the human factor in customer experience gives your business a distinct competitive edge. The latest technology gets prioritised too often over authentic customer engagement.
First and foremost you should create an authentic and trusted customer relationship and then with the consent of your customers, use the technology available (predictive analytics and machine learning) to personalise the interactions with them. Not the other way around.
2. Reassess your digital initiatives.
As you’ve been experimenting with a huge number of virtual operations and interactions since before the pandemic started, you now have the opportunity to assess which technologies are extremely needed and which are not. The world of business is changing, some things will go back to previous ways, while others will remain changed forever.
Low employee stress levels and making sure their experience remains positive throughout are as important as deciding which new technology to adopt. Digital transformation should have your people at the core because your people will be those who will make a successful transformation happen.
As I’m writing my book on customer-centricity, I find it imperative that companies find the right balance between the use of technology and human interactions. The challenge of the future is not whether artificial intelligence will replace people’s jobs but rather how to create a business culture in which technology and employees are able to walk hand-in-hand to provide human-driven customer experiences.
The number of home-based workers is at an all-time high, as workplaces remain closed in-line with the government’s COVID restrictions, but the growing dependence on working online and fully-digital has triggered an alarming rise in employee stress…
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In an investment industry known for big egos, overconfident analysts and “activists” who routinely tell CEOs how to run their companies, investor Nancy Zevenbergen and her team of four portfolio managers differentiate themselves by simply listening.
Zevenbergen, 61, founder of $5.7 billion (assets) Zevenbergen Capital Investments, believes the crucial job of an investor in today’s economy is to uncover the next great entrepreneur or technological innovation early on. The style is about “optimism and a view toward what the future might be,” she says. According to Zevenbergen, her task is to be curious and “understand the ‘crazy’ visions of new leaders and become investors alongside them.” If she likes a company, her Seattle-based firm will load up and watch from the sidelines, tracking the business patiently and holding their shares so long as growth doesn’t stall. Rarely do they worry too much about valuation.
This humble approach to investing has yielded results that make Zevenbergen among the best investors in the world. She has stuck by mercurial Elon Musk and owned Tesla for about a decade; Tesla’s stock is up 730% this year, and is the top performing stock of the ten years. She discovered Ottawa, Canada-based ecommerce company Shopify and its founder CEO Tobi Lütke in late 2016 when it was trading below $50; it now trades for $1,170.
Last September, Zillow chief executive Rich Barton decided the real estate platform would begin buying homes, leading to complaints from skeptics who sent its shares cratering 20% to below $30. Zevenbergen’s team liked Barton’s experimentation and built a large position. Fifteen months later, Zillow now trades for $140.
With stock-picks like these, Zevenbergen’s Innovative Growth Fund (SCATX) and Genea Fund (ZVGNX) are up a staggering 126% and 154%, respectively, in 2020. Of over 1,000 peer funds tracked by Morningstar, the two mutual funds rank in the top percentile.
Zevenbergen created her firm from her living room in the late 1980s with just $500,000 in assets while she nursed a young child. Her flagship strategy has beaten the S&P 500 Index by around four percentage points annually since 1987, but 2020 was a watershed. Assets more than doubled soaring towards $6 billion, based on performance and inflows to her mutual funds.
Zevenbergen is not the only woman fund manager who has crushed competition in 2020. Forbes found at least a half a dozen firms led by women-led funds that have blown away their peers and drawn in tens of billions of dollars in assets collectively since the start of January.
Cathie Wood, founder of Ark Investments, had the best year of anyone. In 2014, Wood, 65, created Ark with the idea of packaging stock-picking into tax-efficient exchange traded funds, and focusing exclusively on breakthrough innovations in genomics, robotics, financial technology, autonomous driving, digital services, and artificial intelligence.
Six years later, Ark manages nearly $44 billion in assets, up from just $300 million at the end of 2016. This year, Ark funds have pulled in over $10 billion in new assets, led by extraordinary returns. Her flagship Ark Innovation Fund (ARKK) has seen assets soar to $17 billion, fueled by a 154% gain in 2020 and a 46% average annual return over the past five years. Her $6 billion Ark Genomic revolution ETF is up even more this year. “I wanted individual investors to catch the wave,” says Wood of today’s enormous technological change. Her funds were designed for those “willing to step out and away from fixed income and into some of the most exciting stocks in history.”
Ark publishes its financial models, trading logs, and research to the investing public, and the firm’s analysts are happy to engage in discussion on Twitter, opening themselves to criticism and mockery. Wood’s $4,000 a share valuation of Tesla a year ago drew many scoffs on Wall Street. But her heady valuation was spot on. Short sellers have been burned by Tesla’s rise, while female investors like Zevenbergen and Wood have been patient bulls. On Friday, Tesla was added to the S&P 500 Index.
Female investing success in 2020 extends well beyond soaring growth stocks. Women-run funds are leading the way in everything from small cap stocks, to emerging market debt portfolios, dividend paying companies, and sustainable investments.
Amy Zhang, portfolio manager of the Alger Small Cap Focus Fund (AOFIX) and Mid Cap Focus Fund (AFOIX) was hired in 2015 to expand Alger’s presence in niche small and mid-cap stocks. When Zhang arrived at Alger, the Small Cap Focus Fund had just $16 million in assets. Now, after a 54% return in 2020 and a 30% annual average return over the past five years, Zhang’s Small Cap Focus Fund has $7.5 billion in assets.
Top holdings include refrigerated logistics upstart CryoPort and fast casual restaurant Wingstop. Her Mid Cap Focus Fund, launched in mid-2018, has attracted over $500 million in assets as it has soared by 84% in 2020, bolstered by casino operator Penn National Gaming and power equipment manufacturer Generac.
Long before sustainable investments became a prolific buzzword, Karina Funk, an MIT-educated engineer at Baltimore-based mutual fund giant Brown Advisory, was a pioneer in bringing sustainable investments mainstream. Funk, 48, a vegetarian who watches her carbon footprint by biking to work, launched the Brown Advisory Sustainable Growth Fund in June 2012, alongside David Powell, with a goal to back about 35 companies with products improving social and environmental sustainability, or efficient operating footprints.
Its focus on companies like Ball Corp. and American Tower has made it one of the best funds on the planet during down markets. Even in 2020, the fund has gained 38% despite its defensive posture, thanks to savvy picks like life sciences conglomerate Danaher and Etsy, which has empowered many small businesses during the pandemic. Funk can be a tough customer. She exited Facebook in the fall of 2018 due to data privacy concerns.
“Sustainability is a means, not an end in and of itself,” she told Forbesas part of a profile three years ago, when the fund’s assets were just $1.1 billion. “Our end goal is performance. We achieve that by finding fundamentally strong companies using sustainability strategies to get even better.” The fund’s assets have since soared to $4.6 billion.
Other female-led funds that have done well include Capital Group’s $128 billion American Funds New Perspective (ANWPX), led by a team of managers including Joanna Jonsson and Noriko Chen, and the $36 billion in assets JPMorgan Equity Income Fund (HLIEX), led by Clare Hart. The New Perspectives fund has beaten its benchmark by four percentage points annually over the past decade, while Hart’s Equity Income Fund has returned an annualized 11.65%, two percentage points annually above its benchmark, according to data from Morningstar.
Rebecca Irwin, Natasha Kuhikin and Kathleen McCarragher of the $1.3 billion in assets PGIM Jennison Focused Growth Fund (SPFAX) have returned 68% in 2020 and 25% over the past five years, ranking in the top decile of peer funds. At Alger, Ankur Crawford, co-manager of the Alger Spectra Fund (ASPIX) and Alger Capital Appreciation (ACCAX) has seen returns surpass 40% this year.
In fixed income, Tina Vandersteel of the $4.4 billion in assets GMO Emerging Country Debt Fund (GMCDX) has been able to outperform emerging market bond indices despite underweighting China and many Gulf-states due to her skepticism of the veracity of their economic data.
The bull market of 2020 is also creating new opportunities for female fund managers to shine. Two years ago, Julie Biel of Los Angeles-based Kayne Anderson Rudnick, was a rising star at the $30 billion (assets) firm and excited about the looming public offering of software company DocuSign. Known for investing in established businesses, Kayne had never participated in an IPO. Biel was late in her pregnancy as the IPO progressed and trying to win an allocation. She needed a doctor’s note to fly to the Bay Area to meet with DocuSign’s management. Kayne eventually won a large block of shares, quickly becoming one of its largest outside investors.
Biel also began to manage the firm’s KAR Small Mid- Sustainable Growth strategy around that time and made DocuSign the fund’s top holding. Its shares have risen 225% in 2020. This year, Biel’s fund has returned 42% through November. In December, Kayne decided to launch a mutual fund version, launching the strategy, called the Virtus KAR Small-Mid Cap Growth Fund (VIKSK), with Biel in charge.
Like Zevebergen and Wood, Biel is starting small and manages just $60 million. But the investment industry rewards performance above all, hinting at much larger things to come. Entering 2021, Biel’s portfolio is loaded with hidden gems like Ollie’s Bargain Outlet and MarketAxess that could grow for years to come. Follow me on Twitter or LinkedIn. Send me a secure tip.
I’m a staff writer and associate editor at Forbes, where I cover finance and investing. My beat includes hedge funds, private equity, fintech, mutual funds, mergers, and banks. I’m a graduate of Middlebury College and the Columbia University Graduate School of Journalism, and I’ve worked at TheStreet and Businessweek. Before becoming a financial scribe, I was a member of the fateful 2008 analyst class at Lehman Brothers. Email thoughts and tips to firstname.lastname@example.org. Follow me on Twitter at @antoinegara
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One of the rising tech sectors today is data aggregation with many millennials coming to the forefront of the industry to bundle information and convey it in a summary form.
Aggregating is all around us
To fully understand what data aggregation is, let’s look at this example: Data-collecting companies, like Facebook, gather intelligence such as likes or page-visits users consume. This information is carefully organized to promote ads or document what users see in their feeds. In business using behavior metrics such as the number of transactions, or average age of the consumer, helps the company focus on bestsellers.
Vasiliy Fomin is an excellent example of someone currently cashing in by way of running a data aggregator, bundling information from various sources into a single API, and allowing all types of businesses to power their offerings to consumers. He’s been able to build a thriving business earning millions in revenue by selling aggregated vehicle data, arrest record data, and more to a network of qualified resellers.
For entrepreneurs, research and development are essential in understanding the market behavior so as to provide the best services to their customers. Data aggregators embrace innovations, new ideas and critical questioning by syncing with the industry’s changing trends in various aspects like leading, hiring, retaining and technology.
On the surface, Eric Lefkofsky’s Tempus sounds much like every other AI-powered personalized medicine company. “We try to infuse as much data and technology as we can into the diagnosis itself,” Lefkofsky says, which could be said by the founder of any number of new healthcare companies.. But what makes Tempus different is that it is quickly branching out, moving from a focus on cancer to additional programs including mental health, infectious diseases, cardiology and soon diabetes. “We’re focused on those disease areas that are the most deadly,” Lefkofsky says.
Now, the billionaire founder has an additional $200 million to reach that goal. The Chicago-based company announced the series G-2 round on Thursday, which includes a massive valuation of $8.1 billion. Lefkofsky, the founder of multiple companies including Groupon, also saw his net worth rise from the financing, from an estimated $3.2 billion to an estimated $4.2 billion.
Tempus is “trying to disrupt a very large industry that is very complex,” Lefkofsky says, “we’ve known it was going to cost a lot of money to see our business model to fruition.”
In addition to investors Baillie Gifford, Franklin Templeton, Novo Holdings, and funds managed by T. Rowe Price, Lefkofsky, who has invested about $100 million of his own money into the company since inception, also contributed an undisclosed amount to the round. Google also participated as an investor, and Tempus says it will now store its deidentified patient data on Google Cloud.
“We are particularly attracted to companies that aim to solve fundamental and complex challenges within life sciences,” says Robert Ghenchev, a senior partner at Novo Holdings. “Tempus is, in many respects, the poster child for the kind of companies we like to support.”
Tempus, founded by Lefkofsky in 2015, is one of a new breed of personalized cancer diagnostic companies like Foundation Medicine and Guardant Health. The company’s main source of revenue comes from sequencing the genome of cancer patients’ tumors in order to help doctors decide which treatments would be most effective. “We generate a lot of molecular data about you as a patient,” Lefkofsky says. He estimates that Tempus has the data of about 1 in 3 cancer patients in the United States.
But billing insurance companies for sequencing isn’t the only way the company makes money. Tempus also offers a service that matches eligible patients to clinical trials, and it licenses de-identified patient data to other players in the oncology industry. That patient data, which includes images and clinical information, is “super important and valuable,” says Lefkofsky, who adds that such data sharing only occurs if patients consent.
At first glance, precision oncology seems like a crowded market, but analysts say there is still plenty of room for companies to grow. “We’re just getting started in this market,” says Puneet Souda, a senior research analyst at SVB Leerink, “[and] what comes next is even larger.” Souda estimates that as the personalized oncology market expands from diagnostics to screening, another $30 billion or more will be available for companies to snatch up. And Tempus is already thinking ahead by moving into new therapeutic areas.
While it’s not leaving cancer behind, Tempus has branched into other areas of precision medicine over the last year, including cardiology and mental health. The company now offers a service for psychiatrists to use a patient’s genetic information to determine the best treatments for major depressive disorder.
In May, Lefkofsky also pushed the company to use its expertise to fight the coronavirus pandemic. The company now offers PCR tests for Covid-19, and has run over 1 million so far. The company also sequences other respiratory pathogens, such as the flu and soon pneumonia. As with cancer, Tempus will continue to make patient data accessible for others in the field— for a price. “Because we have one of the largest repositories of data in the world,” says Lefkofsky, “[it is imperative] that we make it available to anyone.”
Lefkofsky plans to use capital from the latest funding round to continue Tempus’ expansion and grow its team. The company has hired about 700 since the start of the pandemic, he says, and currently has about 1,800 employees. He wouldn’t comment on exact figures, but while the company is not yet profitable he says Tempus has reached “significant scale in terms of revenue.”
And why is he so sure that his company’s massive valuation isn’t over-inflated? “We benefit from two really exciting financial sector trends,” he says: complex genomic profiling and AI-driven health data. Right now, Lefkofsky estimates, about one-third of cancer patients have their tumors sequenced in three years. Soon, he says, that number will increase to two-thirds of patients getting their tumors sequenced multiple times a year. “The space itself is very exciting,” he says, “we think it will grow dramatically.” Follow me on Twitter. Send me a secure tip.
I am the assistant editor of healthcare and science at Forbes. I graduated from UC Berkeley with a Master’s of Journalism and a Master’s of Public Health, with a specialty in infectious disease. Before that, I was at Johns Hopkins University where I double-majored in writing and public health. I’ve written articles for STAT, Vice, Science News, HealthNewsReview and other publications. At Forbes, I cover all aspects of health, from disease outbreaks to biotech startups.
To impact the nearly 1.7 million Americans who will be newly diagnosed with cancer this year, Eric Lefkofsky, co-founder and CEO of Tempus, discusses with Matter CEO Steven Collens how he is applying his disruptive-technology expertise to create an operating system to battle cancer. (November 29, 2016)
When Adrian Cheng looks across Hong Kong’s harbor from Tsim Sha Tsui, he sees his family’s legacy writ large across the city’s skyline. There, from a balcony atop the new luxury apartment building of his Victoria Dockside development, he can view the Hong Kong Convention and Exhibition Centre on the opposite side of the harbor.
With its curved glass and massive sloping roof, the convention center is said to resemble a bird taking flight. His grandfather Cheng Yu-tung, founder of the family’s flagship property firm New World Development, came up with the ambitious plan for the building, which included a manmade island, back in the early 1980s when the market was in a slump and other developers had no interest. Undeterred, Yu-tung turned the convention center into a Hong Kong icon, showcasing New World’s capabilities. Yu-tung reportedly once said the convention center was one of the two projects of which he was most proud.
And the other project? It was the New World Centre, a mixed-use complex that was demolished about a decade ago to allow the development of Victoria Dockside. Cheng has overseen this project from the start, building on the site of his grandfather’s former landmark, as part of a wider strategy to develop his K11 brand.
“I’m not inheriting a 50-year-old family business and trying to preserve it and hold it tight. That’s not me,” Cheng says. “I’m disrupting it and rejuvenating it to create a new business model.” While Cheng’s father, Henry Cheng Kar-shun, continues to serve as New World’s chairman, his eldest son is executive vice-chairman and general manager, a position he has held since 2017.
As with the convention center, the $2.6 billion project was risky. The launching of Victoria Dockside, which has opened in stages from 2018, comes as Hong Kong suffers its worst downturn in a decade. Hit by months of protests and the U.S.-China trade war, Hong Kong’s third quarter GDP contracted 3.2% from the previous quarter, after retreating 0.4% in the second quarter—its first recession since the global financial crisis in 2009.
Victoria Dockside was a gamble in another way. Cheng could have taken the safe route, choosing a conservative design. Instead, Cheng endorsed an innovative design expressing the ideals of his K11 brand, which he created and has refined since 2009. This complex is the biggest and most elaborate expression of the brand. The 65-story office tower is called K11 Atelier, the luxury apartments K11 Artus and the shopping mall with art galleries K11 Musea. The only major non-K11 brand in the complex is Rosewood Hong Kong, part of a luxury hotel chain that the family also owns.
K11 is a novel concept—blending “art, people and nature.” It is meant to fuse together elements of artistic, cultural and environmental design in public and private spaces. “I don’t see [K11 Musea] as a shopping mall, but as a place for millennials to learn, acquire knowledge and be immersed in different cultures.”
To fulfill his vision, he hired 100 designers, architects and artists from around the world, each overseeing a different part of the complex, even utilitarian areas such as the carpark. Coordinating it all was New York’s Kohn Pedersen Fox Associates, one of the world’s leading architectural firms.
One striking example of K11’s brand DNA is the atrium of K11 Musea, which soars eight stories and features twin circular skylights and a geodesic sphere measuring 10.4 meters in diameter suspended over the space whose interior is reserved for performances or exhibitions.
Cheng’s gamble is showing early signs of paying off: even as Hong Kong’s economy contracted, K11 Musea opened last August with 97% occupancy and K11 Atelier has around 80% occupancy at rental rates above HK$100 per square foot ($13)—33% above the average rent for grade-A office space. The complex has won multiple awards—even one for its carpark, which features graffiti by Cara To, a Belgian artist born to Hong Kong parents.
“Our slogan for New World Development is we create, we are artisans,” Cheng says. “I want everyone to believe that they are a creator, that they can innovate and create things.” Victoria Dockside’s tenants include Cartier and Gucci, and several brands new to Hong Kong such as Fortnum & Mason’s first store outside the U.K., a Le Cordon Bleu cooking school and a Van Cleef & Arpels jewelry school (only the second such school in the world).
Cheng, 40 and an avid art collector, first tested K11 in Hong Kong in 2009 with a six-story “art mall” in Kowloon’s Masterpiece building, a joint venture between New World and Hong Kong’s Urban Redevelopment Authority. He then developed K11 projects in mainland China—Guangzhou, Shanghai, Shenyang, Tianjin and Wuhan—all of which combine commerce with art. He plans to keep expanding the K11 brand, with plans for a total 36 projects opened across China by 2024. He also runs the nonprofit K11 art foundation and the for-profit K11 Investment fund.
“The hardest thing I think is the tenacity and the perseverance of testing that product for the first few years, and believing that it would work, not blindly or egotistically, but knowing it would take time,” Cheng says of his vision for K11.
To further his interest in art, Cheng has taken high-level roles at some of the world’s leading art institutions, including being a board member of New York’s Museum of Modern Art PS1 and a trustee of London’s Royal Academy of Arts. He likes to pepper his social media with posts about art.
On the business side, Cheng also runs two private investment ventures from Hong Kong. The first is C Ventures, which he runs with Clive Ng, a veteran entrepreneur and investor in media and internet companies in Asia.
C Ventures has investments in about 20 fashion, media and lifestyle startups. Among them is Golong, a Hangzhou-based site selling cosmetics from trendy brands such as British brand Man Cave and Korean brand SNP. The company claims to be valued after its latest financing round at over $300 million. The K11 Investment fund invests in tech firms in areas such as AI, virtual reality and big data.
Beyond making money on the investments, Cheng sees these funds as a way to stay on top of quickly evolving tastes and technology, especially among China’s younger generation. “The paradigm shifts very fast,” says Cheng. “We’re looking at the consumer habits of millennials and Generation Z.”
Looking beyond K11 and Victoria Dockside, Cheng is continuing to expand New World through other real estate projects. Two of New World’s biggest projects under way are the HK$20 billion Skycity and the HK$30 billion Kai Tak Sports Park. The first will cover 25 hectares, and when fully completed in 2027, will be one of the largest mixed-use complexes in Hong Kong. The Kai Tak Sports Park, meanwhile, will be on the site of the former Kai Tak airport. The complex will be home to a 50,000-seat main stadium, a 10,000-seat indoor sports center, a 5,000-seat public sports ground and other facilities, and is slated for completion in 2023.
Over the next five years, New World would like to more than triple its portfolio of investment properties in Hong Kong, from 2.3 million square feet to 9.8 million. In mainland China, the company’s rental portfolio is expected to grow from 0.2 million square meters to 1.3 million. The company, he says, wants to reposition itself to focus on China’s “greater bay area”—an area within about a 100km radius around Hong Kong that China would like to develop into an integrated megalopolis, including Guangzhou, Shenzhen and Zhuhai.
Demonstrating China’s importance to New World, the family privatized its formerly listed New World China Land in 2016 so it could have more direct control over its mainland strategy. More than 50% of its China landbank is now located in Guangzhou and Shenzhen.
All this expansion comes at a cost. Among Hong Kong’s big developers, New World has one of the higher ratios of debt to equity, at 32% in 2019 compared with the previous year’s 29%. Yet Cheng is confident that New World can handle the debt load. For the fiscal year ended in June, the company’s revenues—generated through a mix of property sales and its rental business—rose 26% to HK$77 billion, while underlying profit was up 10% to HK$8.8 billion.
In December 2018, New World diversified its business further when it bought FTLife Insurance for HK$22 billion through its infrastructure subsidiary NWS Holdings. The acquisition was aimed at expanding the firm’s life and medical insurance business after it launched in the same year Humansa, a Hong Kong-based healthcare service for the elderly in the greater bay area.
To help with the need for more affordable housing in Hong Kong, New World announced last September that it would donate around 20% of its agricultural landbank, some 280,000 square meters, to the government, where it will construct over 100 apartments for low-income families by 2022. Explaining this act of generosity, Cheng says: “What I learned from my father and my grandfather is that you need to have a very big heart.”
I’m a senior editor based in Hong Kong. I’ve been reporting on Asia’s wealthiest people for Forbes and Bloomberg for about a decade. Previously, I worked with British diplomats at the consulate general in Hong Kong. Any tips, please contact me at email@example.com
May.08 — Adrian Cheng, executive vice chairman at New World Development, discusses how the U.S.-China trade negotiations are impacting investor confidence in real estate, the property market in Hong Kong, his current projects, priorities in China, China’s property market and Chinese consumption trends. He speaks exclusively on “Bloomberg Markets: Asia” from the sidelines of the JPMorgan Global China Summit in Beijing.