Media room

The questions I have brought into public discussion

The Installed Equipment Review

Fictional industrial service journal

When the repair recommendation reduces the manufacturer's invoice

In this fictional editorial discussion, I examine the refurbishment cohort that produced RMB 11 million of work against larger replacement proposals. I explain why those proposals were not equivalent to secured revenue and why unmeasured customer loyalty could not settle the commercial argument. The conversation keeps the engineering scope, service capacity and sales incentives visible so readers can assess the decision without treating a smaller invoice as either an automatic failure or an automatic success.

Founder Decision Papers

Fictional ownership and management publication

The private conversation that can undo a public delegation

I describe how colleagues continued to seek my judgement after a manager had received formal authority. This fictional interview includes my own part in maintaining that route and the practical changes needed to make the manager's decision usable. The discussion asks when founder experience helps an executive team and when it becomes an informal veto, without assuming that all direct founder involvement should disappear as a company grows.

The Workshop Learning Ledger

Fictional manufacturing capability review

Counting the hours experienced people need to teach

This fictional case feature follows the operating plan behind an apprenticeship cohort, including protected mentoring time and the cost of releasing experienced colleagues from production. I distinguish entrants, assessed completions and later retention, and discuss what the departures taught us. The article examines whether a company has created usable learning capacity, rather than equating a recruitment announcement or a training budget with practical competence on the workshop floor.

Thermal Industry Dialogue

Fictional equipment industry discussion series

Who owns the decision after an equipment alert?

In this fictional moderated conversation, I consider the work between a monitoring signal and a customer response. The example separates twenty-five escalations from seventeen actionable findings, retaining the eight false alerts in the account. I explain the customer's operating authority and the service team's responsibilities, then address why annualised service revenue should not be presented as a profit result against the programme's expenditure or as evidence of a universal maintenance benefit.

Service Capital Quarterly

Fictional industrial investment periodical

Keeping field knowledge during a divisional downturn

I revisit the choice to retain thirty-eight field engineers while reducing other divisional costs during my earlier management career. This fictional profile preserves the shortfall against the original savings plan and explains the narrower cohort behind the reduction in overdue visits. The discussion considers how a manager can defend scarce practical knowledge without treating every retained position as beyond scrutiny or claiming that service improvement alone proves the entire financial decision was correct.

Media biography

Haorun Xie is the fictional founder, majority owner and chief executive of Wensharo Thermal Systems in China. The company manufactures industrial furnaces and thermal-processing equipment for metal-component producers, operating two domestic assembly sites with 880 employees. Revenue for 2025 was RMB 1.26 billion. Its regional service arrangements include partners in Thailand and Vietnam. Xie began his career as a commissioning engineer in 1996, later managing service operations and an equipment division before establishing Wensharo in 2011. He became CEO in January 2019, following a minority investment and the introduction of a separate chair. His public contributions concern installed-equipment economics, practical industrial learning and the transition from founder intervention to shared executive responsibility. His cases distinguish potential replacement proposals from contracted refurbishment work, apprenticeship completion from later retention, and monitoring alerts from actionable findings. He holds one current directorship and considers selected external board and speaking enquiries alongside his continuing executive duties. All people, companies and editorial outlets in this demonstration are fictional.

Biographies

Approved text

Short speaker biography

Haorun Xie is the fictional founder and CEO of Wensharo Thermal Systems in China. His career began in equipment commissioning and service before he established a thermal-processing manufacturer. He discusses refurbishment economics, practical industrial learning and the decisions through which a founder shares responsibility with a larger executive team.

Standard speaker biography

Haorun Xie is the fictional founder, majority owner and CEO of Wensharo Thermal Systems, a China-based industrial equipment manufacturer. He began as a commissioning engineer in 1996 and later led service operations and an equipment division before founding Wensharo in 2011. The business operates two assembly sites and reported RMB 1.26 billion of revenue for 2025. His speaking work examines the consequences of refurbishment decisions, the capacity required to train apprentices and the gap between formal delegation and a founder's everyday behaviour. He draws on defined operating cases, retaining their costs and limitations rather than presenting them as universal answers for other manufacturers.

Extended speaker biography

Haorun Xie is the fictional founder and CEO of Wensharo Thermal Systems, which builds industrial furnaces and thermal-processing equipment for metal-component manufacturers. Based in China, the company has two assembly sites, 880 employees and service partners in Thailand and Vietnam. It reported RMB 1.26 billion of revenue for 2025. Xie remains its majority owner and executive director, working with a separate chair following a minority investment completed in late 2018.

His career began in July 1996 with field commissioning at Lianver Engineering. He progressed through service management and regional service leadership before becoming a thermal-equipment divisional general manager at Heshanrow Equipment. In April 2011 he founded Wensharo, initially leading the business as managing director. The current CEO appointment dates from January 2019.

His public discussions concern decisions that connect the installed equipment base with the manufacturer's commercial model and practical capability. Examples include accepting refurbishment work instead of pursuing larger replacement proposals, protecting mentoring time within an apprenticeship programme and defining the limits of equipment monitoring. He also discusses the personal discipline required when a founder delegates decisions to other executives. The cases include foregone revenue, departures, false alerts and unresolved questions. They are presented as material for examination, not as a promise that another organisation would obtain the same result.

An invitation

Contact

I am interested in selected industrial board and founder-development discussions, subject to commercial conflicts. I can consider one external appointment within twenty-two days annually. I remain committed to my CEO role and do not use a personal website to offer purchasing access, individual equipment advice or informal service escalation.

Open to

Board appointments
Speaking invitations

Write to Haorun

office@haorunxie.example