The brokerage's own financial story

I lead finance at Yanluwei Risk Brokers, a founder-controlled Chinese intermediary serving corporate property, fleet and employee-benefits clients through six offices. In calendar 2025 we arranged insurance placements representing RMB3.8 billion in premium and reported RMB412 million of commission and fee revenue. The placed premium belongs to a different economic account from our revenue. We do not underwrite those policies or make the insurer's claims decisions. Our 380 colleagues include a 28-person finance team led through three managers, and I report to the chief executive.

My career began in insurance-agency accounts in 1997. I moved to Yanluwei in 2003 to work on commission reconciliation, then took responsibility for branch finance and group control. The work repeatedly returned me to the evidence behind a seemingly straightforward number. A placement could be recorded while its commission terms remained disputed. A renewal could appear likely while the client was still considering a different adviser. A bank balance could include money that the business had no right to use for its own expenses.

As CFO since August 2020, I have focused on making those distinctions clear before they influence spending or acquisition decisions. Recent cases include revising the forecast for a benefits portfolio with cancellation-sensitive commissions, separating client money from a short-term operating-cash discussion, and changing an acquisition proposal whose headline income depended heavily on relationships not yet renewed. These were financial and governance choices within an intermediary. I leave coverage advice, placement recommendations and client servicing to the qualified colleagues who own those responsibilities.

Current focus

I am making the acquisition review more explicit about which client relationships must be renewed after completion, which staff are essential to the service and how those conditions affect the price we can support.

Conversations I welcome

I would discuss one external board role in a professional intermediary or service enterprise, initially allowing twenty-two days a year after employer approval and a thorough relationship review.