Core Viewpoint - The establishment of the "China Post Financial Asset Investment Co., Ltd." marks the entry of the last major state-owned bank into the financial asset investment company (AIC) sector, indicating a significant expansion of AICs in China, which now totals nine with a combined registered capital of nearly 150 billion yuan [2][3]. Group 1: AIC Expansion and Challenges - The recent expansion of AICs signifies a shift from traditional debt-to-equity conversion tools to comprehensive investment platforms, with the five major state-owned banks' AICs projected to achieve a combined net profit of 18.354 billion yuan in 2024, reflecting a compound annual growth rate of 57.93% from 2018 to 2024 [4]. - AICs face three main challenges: low tolerance for non-performing loans under traditional risk control systems, mismatches between debt and equity funding in terms of duration and returns, and a shortage of experienced equity investment talent due to inadequate compensation structures [2][7]. Group 2: Regulatory and Market Context - The AIC initiative began in 2016, with the first licenses issued to the five major state-owned banks, but no new licenses were granted until the recent policy relaxation in March 2023, which allowed for the establishment of additional AICs [3]. - The AICs are expected to enhance the direct financing capabilities for technology enterprises, promoting a more efficient integration of debt and equity financing services [5][9]. Group 3: Talent and Operational Challenges - The traditional banking risk assessment framework is not well-suited for equity investments, leading to difficulties in attracting qualified personnel who understand both industry and capital markets [8]. - Recommendations include granting AICs greater autonomy, establishing market-oriented operational mechanisms, and revising compensation structures to attract skilled investment professionals [8][9].

Group 1: Core Insights - The article introduces the "Family Office 100" interview series by a family office, aiming to explore governance, operations, and asset allocation in the family office sector to promote industry maturity [1] - Jeremy Chan, CIO of AL Capital, shares insights on establishing a family office from scratch, emphasizing the importance of aligning family values and investment goals [1][2] Group 2: Establishing the Family Office - AL Capital has nearly 10 years of history with a team of about 30 people, headquartered in Australia, and offices in Singapore and Hong Kong [2] - The family office was initiated to cover investments in Hong Kong and mainland China, requiring significant effort to educate Australian colleagues on local market conditions [2] Group 3: Investment Strategy - The family office focuses on diverse investments, including VC/PE, mergers and acquisitions, and secondary market stocks, with plans to expand into wealth management [3] - A key difference between domestic and international family offices is the investment product diversity, with domestic offices often relying on GP investments, which can be risky in adverse market conditions [4] Group 4: Direct Investment Focus - The family office prioritizes investments in high-tech, new consumer retail, and financial services, seeking projects that align with the family's existing business [5] - Recent investments include a smart city project in Chongqing, leveraging technology from domestic projects to enhance operations in Australia [7] Group 5: Investment Philosophy - AL Capital has shifted from a single investment category to a diversified portfolio, including global stocks, bonds, private equity, and real estate, to mitigate risks [10] - The investment strategy emphasizes algorithmic trading and data analysis to adapt to market changes, with a focus on not losing money rather than achieving specific return targets [12][13] Group 6: Family Dynamics and Governance - Building trust with family members is crucial for a CIO, requiring time and demonstrated performance to gain confidence [16][17] - Investment decisions involve a family investment committee, which includes both family members and experienced investors, ensuring alignment with family values and business goals [18][20] Group 7: Recommendations for Family Offices - Family offices should consider their scale and the owner's willingness when deciding to establish an in-house investment team, as operational costs can be high [22] - It is advised to hire investment professionals as the first team member to ensure a strong foundation in investment strategies rather than relying solely on relationship-driven roles [23]