2025; corporate production and localisation services
Colleagues
380
Company workforce at June 2026
Enterprise clients
58
Distinct clients served during 2025
A considered point of view.
A film can be beautifully made and still leave a client unable to use it as intended. I want the creative promise, the permission to use the work and the economic promise to our own people to be discussed together. A good business gives the producer room to make the work well and gives the customer an honest account of what has been commissioned.
Selected leadership work / 01
Keeping a commercial boundary with our largest client
In 2022 our largest client accounted for RMB33.6 million of Shenruvian’s RMB120 million revenue.
I lead a media business by bringing the creative brief and the commercial decision into the same conversation.
Shenruvian Media produces corporate films and localises media for enterprise clients. We are based in Shanghai, with 380 colleagues and fifty-eight enterprise clients served during 2025. Reported revenue for that year was RMB168 million. We are a production and media-services company, not a telecom network or a subscription news publisher. Our work includes filmed learning material, customer explanations and multilingual versions of commissioned productions. I became CEO in January 2020 after leading the company’s studios and accounts.
A client may describe a film by its duration, language and delivery date. The producer hears questions about the script, performers, source material, revisions and permitted use. Finance sees a fee and a cost estimate. My responsibility is to make those perspectives meet before the business has committed itself. That does not mean putting every creative choice through a board discussion. It means deciding where the company needs a clear commercial boundary, where a producer can exercise judgement and which promises require resources that the first estimate has missed.
Three decisions have made that approach more demanding. We accepted a smaller relationship with our largest client when we could not agree open-ended reuse terms. We paid for a caption correction after our own acceptance process missed substantive errors. We also invested in a recording studio whose first full year fell short of the utilisation assumed in its business case. These are different kinds of responsibility: choosing a boundary, owning a delivery failure and reconsidering a capital commitment. I want all three to be visible when someone assesses the leadership behind the company.
A smaller largest client, measured in currency as well as share
Our largest client contributed RMB33.6m of RMB120m revenue in 2022, or 28%. By 2025 its contribution was RMB28.56m within RMB168m total revenue, or 17%. We retained the relationship but accepted less work after a disagreement over reuse terms; the lower concentration was not entirely the result of growth elsewhere.
A correction that changed the project result
Twenty-four of ninety-six films required caption correction. We spent RMB480,000 on remediation and delivered the corrected set forty-five days late. A RMB1.6m project with RMB1.38m original direct cost therefore ended with a RMB260,000 direct loss, before central overhead.
An owned studio below the original investment case
The RMB9.2m recording facility opened in June 2024. Its 2025 paid utilisation was 54%, against 84% assumed in the proposal, and its operating result was a RMB1.1m loss including depreciation. We retained the facility while narrowing the next spending decision.
Current focus
I am reviewing how producers bring unresolved questions about use, captions and delivery changes into the client discussion. I also want our studio planning to distinguish paid occupancy from internal rehearsals and speculative bookings. The purpose is to make the next commercial decision better informed, without turning creative work into an exercise in filling a schedule.
Conversations I welcome
I would consider a board role in a creative or knowledge-services company where the quality of a commissioned product and the economics of delivering it need to be examined together. My current executive obligations come first, and any approach would require a review of client overlap, ownership interests and the practical demands of the proposed appointment.
The leadership record
Trusted with consequential decisions.
In the boardroom
Shenruvian MediaExecutive director · 2020–present
Formation
Bachelor of Arts in Media ProductionYunvessa College · 1998
Yan kept the lost client revenue in the account of diversification. We could discuss the boundary honestly because she did not present its commercial cost as a hidden success.
I would consider a board role in a creative or knowledge-services company where the quality of a commissioned product and the economics of delivering it need to be examined together. My current executive obligations come first, and any approach would require a review of client overlap, ownership interests and the practical demands of the proposed appointment.
