I make the financial commitments behind a heating season visible before the season begins.
I am CFO of Hengluan Heat Services, a municipally controlled district-heating business in northern China. We serve 18.4 million square metres of connected residential and commercial floor area through local networks and heat-exchange stations. Most of the heat is purchased from external producers; our responsibility includes distribution, customer service and maintaining the assets we operate. Revenue for calendar 2025 was RMB562 million. I lead 29 finance colleagues through three managers and report to the general manager, with regular financial presentations to the board.
I joined the company as an accounts assistant in August 1996. My career has followed the practical tensions of a seasonal service: repairs take place before much of the annual cash is received, a payment to a heat supplier may become due while customer records remain unresolved, and a new connection can add work well before its first full season of receipts. I have worked in network cost control, treasury and group reporting. Those roles taught me to ask when an obligation begins, who can confirm it and which assumption the cash plan is making about its timing.
My recent decisions include funding a winter supply commitment without treating disputed customer balances as available cash, separating essential renewal works from an ambitious network extension, and changing how we evaluate heat-loss improvements when weather and occupancy also change. I am accountable for the financial recommendation. Engineers retain responsibility for network condition, operating settings and safety. I do not claim that finance can choose a temperature standard or establish the technical cause of an interruption from a spreadsheet.
18.4 million square metres connected
This is the floor area served at the end of the 2025–26 heating season. It describes network reach rather than measured heat consumption or the personal financial authority of the CFO.
RMB562 million in 2025 revenue
The annual result sits alongside a strongly seasonal cash pattern. My board papers distinguish recognised revenue, billed amounts and cash actually received before committing funds to the coming season.
29 finance colleagues
Treasury, financial control and operating finance work through three managers. Customer-service staff own case resolution, while finance checks how unresolved balances affect forecasts and financial reporting.
Current focus
I am improving the pre-season funding review so that each major payment has a confirmed purpose, timing and accountable operating counterpart before the treasury forecast treats it as settled.
Conversations I welcome
I would consider one external oversight role in a local infrastructure service, subject to employer consent, applicable eligibility checks and a realistic twenty-day annual commitment.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of accountingQingzhen Institute of Applied Commerce · 1996
Jinglan kept the trial's favourable result in the paper while making room for our uncertainty about its cause. That let us propose a useful next stage without defending a claim the evidence did not support.
Shulan WenqiTechnical director, Hengluan Heat ServicesThe full record ↗
Contact
I would consider one external oversight role in a local infrastructure service, subject to employer consent, applicable eligibility checks and a realistic twenty-day annual commitment.
