Growing up, I never had a single moment when I decided to join the family business. It happened gradually. As a child, I often visited our warehouse and office after school. At the time, I only saw trucks, products, and paperwork. Years later, I began to understand that behind those ordinary things were relationships built over decades. I realized the business was not just about selling chemicals; it was about trust, reliability, and the responsibility of supporting our customers’ operations every day.
One of the most meaningful milestones was earning the trust of the senior employees who had worked with my family long before I joined. In the beginning, I was simply “the owner’s son.” Trust did not come automatically. It was earned through actions: finding more qualified and competitive suppliers, reducing our input costs while maintaining quality, and, most importantly, taking responsibility when tough challenges arose. Over time, I felt a shift. Senior management started listening to my opinions in important decisions, and team members began respecting my ideas and following my instructions. That was when I felt I had truly become part of the business.
Like many family businesses, we sometimes faced differences between traditional methods and new ideas. I wanted to expand our international supplier network and explore new sourcing opportunities, while the older generation naturally preferred familiar partners. Instead of pushing for change, I learned to combine caution with innovation. By carefully evaluating new suppliers and managing risks, we gradually expanded our network while maintaining the reliability that our customers expected.
Looking ahead, I hope our family business continues to demonstrate that Vietnamese companies can compete globally through professionalism, integrity, and long-term thinking. My vision is not simply to grow bigger, but to build stronger international partnerships, create sustainable value for customers, and contribute to the development of Vietnam’s industrial sector. I believe that trust remains the most important asset any family business can pass from one generation to the next.
One of the most meaningful milestones was earning the trust of the senior employees who had worked with my family long before I joined. In the beginning, I was simply “the owner’s son.” Trust did not come automatically. It was earned through actions: finding more qualified and competitive suppliers, reducing our input costs while maintaining quality, and, most importantly, taking responsibility when tough challenges arose. Over time, I felt a shift. Senior management started listening to my opinions in important decisions, and team members began respecting my ideas and following my instructions. That was when I felt I had truly become part of the business.
Like many family businesses, we sometimes faced differences between traditional methods and new ideas. I wanted to expand our international supplier network and explore new sourcing opportunities, while the older generation naturally preferred familiar partners. Instead of pushing for change, I learned to combine caution with innovation. By carefully evaluating new suppliers and managing risks, we gradually expanded our network while maintaining the reliability that our customers expected.
Looking ahead, I hope our family business continues to demonstrate that Vietnamese companies can compete globally through professionalism, integrity, and long-term thinking. My vision is not simply to grow bigger, but to build stronger international partnerships, create sustainable value for customers, and contribute to the development of Vietnam’s industrial sector. I believe that trust remains the most important asset any family business can pass from one generation to the next.
