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“My priority is to come up with a strategic plan to cope with the changing environment, and adjust it in accordance with new situations.”
MR LIU YUNHUI Founder and CEO of GTD Lighting
Tell our readers a bit about your history and how you first got into the lighting industry? In the early stage of my career, I worked at TCL for a long time. It’s the thirdlargest television and home appliance manufacturer in the world. I worked my way up from a technician to the Vice President of TCL Communication Technology Holdings Limited, Senior Manager of Reform and Innovation Center of TCL Group, Member of TCL Brand Management Committee, and General Manager of TCL Cultural company. Later, I studied for an MBA course at Liverpool University and graduated with a Masters degree. I learnt and benefited a lot from the years of strategy-making and operation experience I gained at TCL.
When and how did GTD begin? Guangzhou has long been the cradle and centre of lighting manufacturers in China. Over 70% of lighting fixtures in the world are manufactured in Guangzhou. The year 2012 was a turning point in my career and my life. I saw an opportunity - gathered a group of friends and former colleagues and founded GTD. What makes GTD different from other lighting manufacturers? We are the first company in the professional stage lighting industry in China, to introduce a stock incentive plan. It allows GTD to share ownership with our employees, and aligns the interests of the employees with those of the company. I value talent, and I understand how important a positive working environment is to keep employees www.mondodr.com
• Above Mr Liu YunHui
happy, and ensure they are productive. I spend a lot of time selecting senior management personnel, and building a corporate culture that values the spirit of entrepreneurship, innovation, dedication, credibility, team spirit and merit-based selection. For example, the Marketing Director, He Dayuan, used to work for the Alibaba Group, which provided him with a good platform and a promising career development prospect. In order to get him onboard, I held the position open for him for more than six months, and offered him stock shares to show my sincerity. He now plays a vital role within GTD. The number of shareholders has increased from 14 to 59, I now own less than 20% of GTD shares, and some of the employees even have higher salaries than mine. It doesn’t matter, what matters to me the most is to keep them contributing
