Indigo Folio: a life insurance strategist whose cover story is the premium he chose not to sell

Below a centred masthead, the cover divides into two columns. On the left, Jun's portrait stands in a lilac panel, captioned with his name, Chief Strategy Officer and China. On the right, an eyebrow reads A selected perspective, followed by his first essay's topic, Pricing rates and savings products, its September 2026 date and a reading time. That essay's title is the page headline: A stop-sale rush sells the next decade's losses.

The standfirst argues that the weeks before China cuts its maximum pricing rate look like good business yet commit an insurer to promises lasting forty years. A link opens the essay, followed by his availability and a contact link. A nomination committee chair meets a position on interest-rate risk before learning where Jun has worked.

A band headed The portfolio, with the line From idea to consequence, sets out his first three cases. Each spread pairs a large Roman numeral in violet with the case title and only its first sentence, then a link to the Impact page. Spread I begins with the 3.5 per cent whole-life policy that was Jiangheng's best-selling savings product in early 2023. Spread II opens on thirty-six bank partners at the end of that year, and spread III on the residence letters first issued for Songhe Court in 2020, two years before the community opened.

The disagreements, the forgone premium and the 2,100 agents who left wait one click away. His fourth case, a crop stop-loss bought at a Harbin property insurer before the 2010 floods, appears only on the Impact page, showing that his habit of declining premium predates life insurance.

After the spreads, his philosophy is set as a centred passage in large type: most of a life insurer's strategy lies in the premium it declines. The journal's other two essays follow under Further reading, numbered 02 and 03: one would cap residence rights by apartments, the other rejects premium rank as a mid-size insurer's scoreboard. Three figures close the sequence: RMB 38.6 billion of premium in 2025, a third of new business value from protection and care, and a solvency ratio of 192 per cent.

Below, his thesis is centred above three paragraphs of introduction, four proof points in a ruled grid and his current focus, a board decision on a second retirement community in Changsha.

Career and Board Readiness are native to this composition. Each of his six appointments sits in its own bordered folio with a caption line, FOLIO and a number at the left and the dates at the right, and alternate folios step inwards so the record reads like turned pages: statistician in Harbin from 1997, crop pricing, head of planning, a Shanghai consultancy, then two roles at Jiangheng. Every folio states premium, assets, ownership, reporting line, team and the reason for moving.

The readiness page frames his contribution and three judgement examples in one panel, his first year, conflicts and independence statement in a second, then closes with a two-column register of exposure, learning, committees and his twenty-two days a year. It makes clear that he presents to board committees rather than sitting on them. Essay pages centre their opening and end with a pull quote from the body.

The Indigo palette sets dark plum text on a lavender-white page, puts lilac behind the portrait and keeps a deep violet for numerals, captions and links. Jun's readers, independent directors, actuaries and chairs of listed agribusiness companies, are wary of the reds and golds of insurance advertising; a quiet violet signals an argument to be weighed. The Folio loads EB Garamond for headlines, essay titles and Roman numerals, which gives a pricing-rate argument the authority of print, and Figtree for running text, captions and figures, which keeps renminbi amounts and percentages legible on a phone.

The design suits any leader whose best material is a contrarian decision with a measurable cost: actuaries and chief risk officers who now set strategy, pension and asset-management executives, and leaders in regulated businesses who have written about what they refused to do, whatever their designation.