Melbourne

2022

Ho Chi Minh City

My family operates a manufacturing and trading business in Vietnam, which gave me early exposure to product development, supply chains, and day-to-day operations. Building on this foundation, I founded Hella Beauty in 2020 as a new venture within our family business ecosystem, focusing on affordable body care for Gen Z. As Founder and CEO, I lead brand strategy, product development, digital marketing, e-commerce, and overall business growth. While my family’s experience and resources provided valuable support, I am responsible for shaping Hella Beauty’s identity and driving its expansion.

Growing up in a family that operated a manufacturing and trading business, I was familiar with beauty products, supply chains, and daily operations from an early age. However, it was during my time at RMIT in Melbourne that I began to see how I could build on that foundation in my own way. A Business Start-up course in RMIT Melbourne gave me my “lightbulb” moment. Through developing a business idea from identifying a customer problem to testing its market potential, I realised that my family’s manufacturing experience could be combined with the branding, digital marketing, and customer insights I was learning at RMIT. Instead of simply following the existing business model, I wanted to create a new consumer brand that could speak directly to a younger generation - Gen Z. That idea became Hella Beauty, which I founded in 2020. With support from my family business ecosystem, I developed an affordable body care brand designed for Gen Z consumers in Vietnam. While my family’s experience provided a valuable operational foundation, I took responsibility for shaping the brand identity, developing products, building its online presence, and growing the business through e-commerce, livestreaming, and creator partnerships. One lesson from RMIT that I continue to apply every day is to begin with the customer, not the product. University projects taught me to research, test assumptions, listen to feedback, and continuously improve. This mindset has helped Hella Beauty respond quickly to changing beauty trends while ensuring that our products remain relevant, accessible, and connected to the real needs of our customers. It also taught me that innovation does not always mean leaving tradition behind; sometimes, it means building on what the previous generation created and adapting it for a new market. Looking ahead, RMIT could support our organisation by connecting us with talented students, alumni mentors, and industry partners. Internship collaborations could give students practical experience while bringing fresh perspectives into our business. I would also value opportunities to exchange knowledge with other alumni working in family businesses, especially around brand building, digital transformation, and succession across generations. Through this community, Hella Beauty can continue to grow as both an independent brand and a new chapter in my family’s entrepreneurial journey.

Saigon South

2011

Vietnam

Lien Doan Plastic Trading Company, also known as Leedo, is a prominent Vietnamese manufacturer established in 1990, specializing in footwear components such as plastic, PU, and EVA shoe soles, as well as finished footwear. With two major manufacturing sites in Long An and Ho Chi Minh City, the company holds a 40% share of the PU shoe sole market in HCMC and supplies reputable brands both domestically and internationally. I serve as the Chief Operating Officer and a key contact person for the company. In this leadership role, I oversee international trade relationships, notably driving exports to markets such as Australia, Japan, and Myanmar.

Every successor to a family business faces a defining crossroads: do you join out of obligation, or out of inspiration? For me, that moment arrived during my first year of university in 2008. I vividly remember reading about Ms. Vưu Lệ Quyên, now the CEO of Biti’s, and her journey of launching the premium brand Gosto. Her fierce ambition to elevate Vietnamese footwear and bring it to the global stage struck a powerful chord within me. Looking at Lien Doan, our company with over 30 years of history in crafting shoe soles, I realized our potential was limitless. We weren't just manufacturing components; we were shaping the foundation of how the world walks. In that exact moment, my mindset shifted from "inheriting a job" to "carrying a mission." I wanted to build on our legacy and help take Vietnamese footwear to the world. However, implementing new strategies requires the hardest currency to earn in a family business: trust. As a young successor, you cannot simply demand respect from veteran staff who have dedicated decades to the company’s legacy. To bridge this generational divide, I adopted an "outside-in" approach. Rather than trying to immediately overhaul our core operations, I proved my capabilities independently and focused on building my own track record by spearheading external projects and launching new ventures in other industries. When these outside ventures succeeded, they demonstrated my strategic vision, financial discipline, and resilience. Seeing tangible results achieved outside the comfort zone of the parent company changed everything. The older staff and my family no longer just saw the "founder's child"—they saw a proven leader. Winning their trust wasn't about winning an argument or a negotiation; it was about demonstrating value through action. In retrospect, of all the lessons from my university days, the most impactful one for my journey came from a negotiation class centered on the book Getting to Yes. It taught me that negotiation isn’t about winning or forcing concessions; it is about uncovering principled, interest-based solutions where both parties thrive. Whether I am dealing with international clients or aligning with our internal teams, I don’t approach discussions as battlegrounds. Instead, I focus on mutual gains, ensuring that every partnership we forge is a "perfect fit"—a true Solemate connection built on shared value. Today, blending thirty years of foundational wisdom with fresh entrepreneurial energy, we are not just maintaining a family business—we are evolving its soul.

Hanoi

2022

Vietnam

Founded in 2024, DTAs is a technology and communications solutions provider driven by the vision to pioneer digital transformation and multimedia communications. We design, develop, and operate optimized tech platforms, centralized data management systems, and digital media solutions—transforming raw data and nascent ideas into breakthrough connectivity for businesses. As CEO, I spearhead product development, engineering, sales, and long-term service agreements, holding a steadfast belief that no data or idea is ever truly without purpose; there are only messages and value waiting to be amplified

"Over my seven years in growth management, I’ve constantly witnessed the clash between traditional business mindsets and digital transformation. Many business owners—from traditional Vietnamese tea brands to local aesthetic clinics—are accustomed to the ""old way"" of aggressively hunting for new leads. When I stepped in as CMO of DTA Solutions, my ""new way"" focused on a re-growth strategy. I had to convince them to stop pouring excessive resources into acquiring new customers and instead focus on their existing customer database. It took time to shift their mindset from just tracking gross sales to valuing the lifetime potential of a ""cross-sale,"" but finding that middle ground of respecting their legacy while modernizing their operations was a pivotal breakthrough. The first major innovation I championed was shifting our clients' focus toward the Zalo digital ecosystem. Many traditional founders felt overwhelmed by complex tech stacks and didn't know how to use them. When I introduced Zalo Mini Apps and automated Zalo Notification Service (ZNS) as a centralized, low-barrier solution, the initial reaction was skepticism. “Why change what isn't broken?” they asked. I navigated this friction not by speaking in complex tech jargon, but by showing them tangible workflows—how we could automate customer care and drive revenue sustainably without overwhelming their staff. The most rewarding part of this journey is seeing the relief on the faces of business operators. Through initiatives like our digital transformation workshops for the next generation of family businesses, I’ve seen young heirs become equipped with the right tools to carry their parents' legacy forward. By implementing solutions like DTA's Traffic Maintain, we remove the overwhelming learning curve, allowing them to focus on what they do best: creating value for their communities. Looking ahead, my vision for DTA Solutions is clear: to be the trusted operational partner for Vietnamese businesses. I want to show the world that Vietnamese enterprises can achieve incredible, sustainable scale when they combine traditional business values with modern automation. I truly believe that business sustainability begins with the heart, is guided by knowledge, and is ultimately realized through the application of technology."

Saigon South

2026

Vietnam

"Ten years ago, we founded YourSupplement with the goal of helping people improve their nutrition. As the business matured, we took the next step in building an active lifestyle ecosystem by launching YourFit Private Gym, which allowed us to support people through personalized coaching, exercise, and long-term healthy habits. After graduating, I returned to support the business with a fresh perspective. As I became involved in business development, branding, marketing, partnerships, operations, finance, events, and customer experience, I began to see that fitness is not only about training. It is about guidance, consistency, care, and the right environment to help people build healthier habits over time."

"My journey began when I was interviewed by an RMIT lecturer for a research project exploring how Vietnamese people with experience in Australia perceive safety in the country, and the conversation stayed with me long after it ended. It brought me back to my own exchange experience at RMIT Melbourne, where I saw how strongly well-being and community care were built into everyday life. When I compared that experience with the current health and safety concerns in Vietnam, I began writing down all the ideas that came to mind—small things that could perhaps make a meaningful difference back home. As Deputy Minister of Health Đỗ Xuân Tuyên shared, “One đồng spent on prevention can save one thousand đồng in treatment” (Thu Hien, 2025). This perspective reinforced my belief that health is not only about treating problems after they occur, but also about building the right habits, knowledge, support systems, and environment to prevent them in the first place. Growing up, my mom always taught my brother and me that well-being is built from daily habits. Going to bed before 10 PM, eating vegetables before rice, drinking warm water, and limiting sugar were routines we grew up with. At the time, they felt like small rules at home. As we grew older, they became the foundation of our curiosity about nutrition, fitness, and preventive care. Around ten years ago, inspired by these early lessons from our mom, my brother and I had already started to realize that nutrition and exercise should not exist separately if we truly wanted to help people build a healthier lifestyle. After founding YourSupplement with the purpose of bringing quality nutrition closer to more people, we saw YourFit as the next meaningful step—a place where proper training, trusted nutrition, and daily healthy habits could come together. YourFit could be more than a private gym. YourSupplement could be more than a supplement store. Together, they could support a more complete lifestyle, where people move better, learn more, connect with others, and take better care of themselves. This is why we are building a broader health and well-being community through doctor-led workshops, badminton, pickleball, tennis, hybrid training, trekking, running, swimming, cycling, charity projects, and environmental initiatives. Our vision is to create a space where people can step away from daily pressures, relieve stress through sport, build meaningful connections, and feel inspired to live healthier, happier lives. In 2026, as YourFit became a client partner of RMIT MBA and Professional Communication students, we continued this spirit by preparing thoughtful gifts for everyone involved. These small gestures reflect the family culture behind our brands—a culture built on care, appreciation, and shared memories—while the collaboration itself gave us the opportunity to share our belief in healthier living and community well-being with the RMIT community. In line with SDG 3, SDG 8, and SDG 11, we hope to promote better health and well-being, build a supportive workplace, and contribute to more connected and sustainable communities. At the heart of this journey are the values we grew up with as a family, but the path ahead will always be shaped by the people and communities we hope to support."

Saigon South

2023

Vietnam

Vietnam Zerowaste is our family's industrial energy solutions business, founded in 2008 and one of the first biomass boiler manufacturers in Vietnam. We design, manufacture, and operate high-efficiency biomass boilers, centralized steam systems, and waste-to-energy solutions that turn agricultural and industrial by-products into clean thermal energy for factories. As CEO, I lead production, engineering, sales, and long-term operating contracts, carrying forward my family's belief that nothing is truly waste, only energy waiting to be released.

"I grew up around steel, steam, and the smell of welding. Vietnam Zerowaste was never just my parents' company; it was the dinner-table conversation, the weekend factory visits. My real start, though, was as an intern while I was still a student at RMIT. I joined the sales and marketing team, and I still remember the pride of closing my first projects and realizing I could actually bring in business. But the defining moment came right after I graduated, when the company was shaken by a major change in its leadership team. Watching everything my parents had built suddenly at risk, I knew I couldn't stay on the sidelines. That was the moment I chose to step in for real, and I have been helping run the company ever since. When I first stepped in, almost everything ran on paper: task management, reports, and approval documents, with no online records. My first real push was digital: I rolled out Microsoft's business management tools so that production and reporting data could sync online, and everyday workflows like approvals and shift reports could run smoothly from end to end. Senior staff were used to the old paper-based way, so the change took patience, but once the first reports came through in real time, the value was undeniable. I also reshaped how we work with FDI clients, adapting to international standards and expectations, which opened the door for us to win a series of projects with foreign partners. Vietnam is raising its environmental standards toward those of developed nations, with stricter limits on emissions and wastewater, and real accountability for sustainability. For manufacturers, that creates a genuine tension: how do you grow greener while protecting your cost competitiveness and hard-won technical expertise? At the same time, the country's industrial growth is accelerating, and energy demand is rising right alongside it. Sustainable energy is no longer optional. It's the foundation on which the next decade of Vietnamese industry will be built. I want Vietnam Zerowaste to be part of that answer: helping factories run cleaner and more affordably on their own agricultural and industrial residues, turning ""waste"" into a competitive advantage rather than a compliance burden. And I believe family businesses like ours have a special role to play. We think in generations, not quarters, and we are patient enough to invest in sustainability, rooted enough to keep skills and trust alive across decades. My hope is that a Vietnamese family business can show the world that doing things responsibly and staying competitive are not opposites, but the same path forward."

Saigon South

2016

Vietnam

Founded in 2005, Vietsteel Machinery is a leader in manufacturing automated roll-forming lines for the global market. We engineer high-performance systems for roofing sheets, purlins, floor decking, cable trays, seamlock profiles, and custom metal sections. With over two decades of engineering expertise, we have exported to nearly 50 countries across five continents, cementing the presence of Vietnamese manufacturing worldwide. As a board member overseeing commercial, logistical, and financial strategy, I lead branding, business development, and market expansion. I focus on navigating complex supply chains and driving sustainable growth through raw grit, ensuring our heavy machinery competes globally while maintaining lasting international customer partnerships.

"Growing up, my family business wasn't an abstract corporate concept; it was just my parents' grueling daily routine. After graduating, I intentionally chose a different path, taking a standard corporate consulting job to build my own professional identity. The true turning point came later. Looking closely at what my parents had built, I realized this wasn't just a small SME; it was generating real cash flow and delivering critical industrial products that fueled our local economy and contributed directly to the global supply chain. That sudden realization of stewardship changed everything. I quit my corporate job and returned to the family business, starting entirely from scratch at the ground level as a regular employee. Starting in a factory environment was challenging. With a background in architecture and business, I had to earn the trust of engineers and technicians who had spent decades designing and building machinery. Rather than relying on my position, I chose to spend time on the production floor, learning how every machine was designed, assembled, tested, and delivered. Those experiences changed the way I viewed leadership. Respect came from listening, learning, and working alongside people, not from a title. RMIT has had a lasting influence on my leadership style. It taught me to think critically, solve problems systematically, and embrace different perspectives. Those lessons continue to guide me as I bridge engineering with business strategy, ensuring that innovation always serves practical customer needs. Balancing leadership with motherhood has become another defining part of my journey. There were days when I expressed milk in my car before returning to the factory to resolve production issues. Those moments taught me resilience, empathy, and perspective. Carrying forward a family legacy is not about preserving the past—it is about creating new opportunities, empowering people, and building a stronger future for the next generation."

Saigon South

2016

Vietnam

Kim Vũ Fabric & Fashion is a second-generation Vietnamese family business with more than 30 years of experience supplying premium fabrics for fashion brands, corporate uniforms producers, and manufacturers nationwide. Founded in the traditional textile district of Chợ Lớn, we have grown from a small market stall into a trusted textile partner for businesses across Vietnam. As the second-generation leader, I am leading Kim Vũ’s transformation from a traditional fabric distributor into a modern, sustainable textile company. Through branding, digital transformation, circular economy initiatives, and innovative materials such as pineapple fiber, I aim to bring Vietnamese textiles to the global stage while preserving my family’s entrepreneurial legacy

"Some of my earliest memories were not from a playground, but from walking through fabric aisles with my parents in Chợ Lớn. As a child, I simply thought we sold fabric. Only years later did I understand that every roll of fabric represented someone’s dream—a school uniform, a chef’s jacket, a hotel brand, or a young designer’s first collection. Kim Vũ was never only about textiles. It was about helping others build something meaningful. That realization completely changed how I viewed our family business. My dream is not simply to build a larger textile company. I want Kim Vũ to become a symbol of Vietnamese innovation. I hope that one day, when people around the world think about sustainable textiles from Vietnam, they will recognize not only our products but also our philosophy—that business can create economic value while also creating social and environmental impact. Success, to me, is leaving behind a business that future generations are proud to inherit. Returning to RMIT now feels different from the first time I walked onto campus as a student. Back then, I came to learn. Today, I come back carrying the responsibility of carrying forward my family’s business. What would help us most is to stay connected to the RMIT community. Whether through research collaborations, student-led consulting projects, or conversations with academics and fellow alumni, I believe fresh ideas and different perspectives will help businesses like Kim Vũ continue to evolve while remaining true to our family values. At the same time, I hope Kim Vũ can give back to the university that shaped me. We would love to offer internship opportunities, share our experience as a second-generation family business, and open our company to students as a place where they can see how business theory becomes everyday practice. If one RMIT student visits Kim Vũ and leaves believing that a traditional Vietnamese family business can innovate, grow sustainably, and create a positive impact, then I will feel that our partnership has come full circle."

Saigon South

2016

Vietnam

Le Group of Companies is a family-built house of two brands: Le Bros, a 23-year-old Strategy & Integrated Marketing Communications agency, and Le Media, publisher of Dep Magazine — Vietnam's largest locally-owned high-fashion magazine for over 25 years. My parents laid the foundation; I joined to expand what they started into something sharper. As Vice President and Creative Lead at Le Bros, I oversee the conceptual direction of everything we create — from brand strategy to campaign ideas to the words that bring them to life. I also organize VSMCamp, one of Vietnam's largest marketing events, which gathers nearly 1,000 professionals each year

"I “wanted in” before I even had the words for wanting. As a baby, I was a hopelessly picky eater, and my parents discovered the only cure was to play a VHS tape of old Vietnamese commercials while they fed me. So I grew up half-raised on jingles: Biti's ""Bước chân Tây Sơn thần tốc,"" Dutch Lady's flickering fireflies, Vinamilk's “trăm phần trăm” cows dancing across the fields like they owned it. Every kindergarten class has that one teacher who asks what you want to be when you grow up. I remember announcing, with total sincerity, that I wanted to be a CEO. I had watched my father direct a commercial for Zon Zon snacks, stood at the edge of the set beside my favorite comedian Quang Thắng, and quietly decided nothing on earth could be cooler. But “rose-colored glass” ideals didn’t last. The deeper I went into the family business, the louder the doubting voice in my mind grew. Vietnam holds roughly three hundred agencies doing the exact same services, and I couldn't tell you why I deserved a place at the front. I interned in my family business during my RMIT years and mostly felt like a guest in my own house, so I left for a junior copywriting job at a global agency instead. I remember my first meeting when my direct supervisor was presenting a script idea. One sentence she said, that one gloriously, genuinely dumb sentence that changed my career trajectory: “…a swirl of milk emerges from the ground, wraps around the main character like a white liquid tornado!” I had stumbled into the one profession where a sentence that was gloriously absurd could be pitched with a straight face and taken as seriously as a business plan. I stayed for years, not chasing a title, but hungrily studying how a real creative team thinks, fights, and breathes. I only came home once I had something worth carrying back. Alongside a creative director we later hired, I helped build the creative team our family agency never had, reshaping us from a modest PR and events outfit into a proper full-stack agency, producing work good enough for a portfolio and honest enough for a case study. My staff still teach me more than I can count. But in concepts and copywriting, they look to me now, and that, quietly, is the trust I had been chasing. What makes it worthwhile is that I helped my agency concoct creative concepts that land somewhere real: the phone brand Xiaomi honouring a fading art form of “Tuồng”, the beer brand Bia Saigon carrying two thousand tired workers home for Tết, a campaign with UNICEF daring to speak the name of a struggle many teenagers carry in silence: teenage depression. Advertising, at its best, is not only the cleverest way to sell something. Sometimes it is simply the gentlest way to make someone feel heard."

Saigon South

2023

Vietnam

My family business, TARA, is the exclusive developer and distributor of BlueStone household electrical appliances, with a strong focus on B2B and commercial projects. Within this organization, I serve as the Contract and Supply Chain Manager, a role that places me at the center of our global procurement and delivery operations. I oversee sourcing from international manufacturing partners, negotiate strategic production agreements, and manage the complexities of global trade logistics. Along the way, my work has become a bridge between product development, cost optimization, technical compliance, and client fulfillment. From ensuring that each product meets strict specifications to managing seamless door-to-door delivery to our clients’ warehouses, my role is to turn international supply chain coordination into reliable, efficient business execution.

"Realizing how difficult it is not only to earn trust, but also to gain support for decisions of significant consequence, is a long process of building a track record of results. It means understanding that, from the other side's point of view, they may view us as still under development and inexperienced. Yes, there will be times when our arguments are valid and supported by evidence from outside the organization. But it matters much more when you, as a second-generation leader, decide to build that track record in front of the board of directors and senior management so that trust can be earned. Trust can also be easily lost, especially if you are facing biases. The first major change came from tackling overseas markets during COVID-19, when I took charge of developing international markets. The biggest challenge came from a difference in confidence levels; in this case, I was less confident than the organization. There was friction in adapting to different standards, and asking others to put in the same effort as you was a challenge. Navigating this friction required taking on more responsibility and pioneering the process of researching, presenting, and implementing changes. It also required substantial results and a win-win solution for all parties, even when favorable and unfavorable conditions were outside your control. The connection was less about an idea and more about gaining a better understanding of the specific position we occupy within a family business. There are not many people who are in the same position as us, and a lot of the time we feel unable to share openly. In my case, specifically, it was about the shared struggle of bridging the gap between my own development and what is required of me by the family business. Having people who are a few years ahead of you helps you gain significant insight while maintaining a sense of familiarity and making it easier to share."

Saigon South

2024

Vietnam

A Chau Steel is a family-owned steel manufacturer based in Vietnam, producing steel billets and supplying steel products to customers across the construction and manufacturing sectors. Officially established in 2008, the company has grown steadily through long-term relationships, consistent quality, and a strong commitment to serving its customers. As part of the next generation of the family business, I am gradually taking on a leadership role, learning every aspect of the business while preparing to guide its next phase of growth and modernization.

"There wasn’t one defining moment; it was something I came to appreciate over time. My father grew up in a poor farming family in rural Vietnam. Like many first-generation Vietnamese entrepreneurs, his journey was far from easy. He experienced failed ventures, financial setbacks, and the need to start over more than once. In his 50s, when many people would have been thinking about retirement, he built our steel business from the ground up. What amazes me most is how he did it. Steel manufacturing is an industry that usually demands huge amounts of land, capital, and complex machinery. Yet our mill sits on less than one hectare. Instead of seeing that as a limitation, my father treated it as a challenge, constantly improving our processes and making better use of every square meter. Today, our small mill produces an output that surprises even competitors who visit. It taught me that resilience and continuous improvement can outweigh size and resources. As with many second-generation family business members around the world, joining the family business was never really a choice, it was a responsibility. But how we preserve it, grow it, and shape its future is very much our choice. That is the responsibility of carrying the fire forward. Growing up, taking over the family business was always seen as a given by the people around me. As I got older, I stopped seeing it that way. Instead, I came to see it as both a privilege and a responsibility. Inheriting a business is not something anyone is automatically entitled to. It has to be earned through hard work, learning, and proving that you are capable of leading it for the benefit of the business and the people whose livelihoods depend on it. So there was never a single moment when I decided to join the family business. The defining moment was realizing how much responsibility comes with one day leading it, and how hard I would have to work every day to be worthy of that opportunity. Family businesses in Vietnam are often seen as bureaucratic, unprofessional, or short-term in their thinking. While that may be true for some, I hope it doesn't define all of us. After all, many of the world's most respected companies also began as family businesses before evolving over generations into professionally managed organizations. That is the future I hope to help build. I want A Chau Steel to become a company known not just for its products, but for its discipline, safety, professionalism, and the way it values its people. More broadly, I hope our journey can show that Vietnamese family businesses are capable of building world-class companies. For a country that only began opening its economy in 1986, I believe the next generation has an opportunity to prove that businesses built in Vietnam can earn the trust and respect of customers around the world. "

Saigon South

2016

Vietnam

Established in 2016 as part of our industrial ecosystem, Vietson Mechanical specializes in heavy and oversized fabrication, custom machinery, and high-precision OEM component manufacturing. Combining advanced engineering with flexible production, we deliver tailored solutions that meet strict international standards. As the Managing Director, I oversee daily operations, business development, and market expansion. My focus is on transitioning our traditional SME workflows into smart manufacturing while scaling our global footprint. We build lasting partnerships through raw engineering grit and quality-driven innovation, positioning Vietson as a trusted partner for complex fabrication in both domestic and international markets.

"Growing up around manufacturing taught me that success is built through raw persistence rather than shortcuts. After building my foundation and gaining experience within our core family group, my perspective shifted completely when we expanded into a new venture—Vietson Mechanical. I realized this was more than an opportunity to carry forward a legacy. It was a chance to build an entirely new industrial milestone, blending traditional manufacturing values with modern innovation. To truly understand it, I returned to the business from the ground up, learning our operations from scratch before taking on independent leadership responsibilities. Entering heavy fabrication and precision mechanical manufacturing as a young woman was not easy. Every day presented new technical challenges, from understanding oversized fabrication projects to learning OEM production requirements and complex manufacturing processes. Trust was never automatic. It came through showing up consistently, asking questions, solving problems, and working closely with experienced engineers and production teams. Those daily lessons shaped both my confidence and my leadership philosophy. As the Deputy Director, my role focuses on business development, operational coordination, and expanding opportunities across domestic and international markets. I work closely with our teams to strengthen customer relationships, improve internal collaboration, and ensure every project meets the highest standards of quality, precision, and reliability. I also believe that sustainable growth depends not only on technical capability but also on building a culture where people continue learning and improving together. The education I received at RMIT continues to influence how I approach every challenge. Critical thinking, structured decision-making, and collaboration across different disciplines have become essential tools for managing a growing manufacturing business. They allow me to navigate uncertainty while keeping long-term goals in focus. Beyond work, I am also a mother of two children. Balancing family life with factory operations has taught me resilience in ways no classroom ever could. Those experiences remind me that leadership is about responsibility, empathy, and perseverance. My goal is not only to grow Vietson Mechanical into a trusted engineering partner but also to contribute to the continued development of Vietnam's manufacturing industry while creating opportunities for future generations."

Saigon South

2016

Vietnam

I am a next-generation leader of SAF Vietnam, the family-owned company behind ELLAC, a Vietnamese milk formula brand with over 24 years of heritage. Today, ELLAC provides nutrition to more than 500 kindergartens and schools across Vietnam. As General Director, I lead business strategy, brand transformation, and market expansion, combining over 11 years of corporate experience in FMCG and banking with the entrepreneurial mindset of a family business. My focus is on strengthening ELLAC through innovation, operational excellence, and trusted nutritional solutions while preparing the company for sustainable growth and international expansion.

From the outside, our manufacturing business looks simple: we receive orders, produce milk formulas, and deliver it to customers. But stepping into the business showed me that I was entering a maze my parents had spent more than twenty years learning to navigate. Because we produce nutrition for children, every decision carries weight. I found myself studying food safety regulations, preparing for inspections, responding to audits, and ensuring every process met increasingly rigorous standards. Every time I sat in meetings with school principals and government officers, I learned that trust had to be earned through transparency, consistency, and a willingness to answer every question—whether the purpose was an inspection, an evaluation, or the beginning of a new partnership. It was in those moments, not while walking through the factory, that I truly understood what my parents had built. Behind every box of milk was decades of resilience, discipline, and integrity. I also experienced the disappointments they had quietly carried for years: customers who chose not to sign, projects that didn't move forward, and the constant responsibility of protecting a reputation that could take years to build but only moments to lose. The greatest realization wasn't that the business was difficult. It was that my parents had never been in the business of simply manufacturing milk. They had spent more than two decades earning the trust of schools and families, one relationship and one promise at a time. Only then did I realize that what I was inheriting wasn't just a factory or a brand, it was a reputation built over 24 years, and the responsibility to protect and strengthen it for the next generation. When I joined SAF Vietnam, I noticed something that had remained unchanged for over twenty years: our factory layout. Rather than simply purchasing new equipment, we made the bold decision to redesign our production flow by investing in a clean room and a one-way manufacturing system. It was unfamiliar territory for all of us. Instead of relying solely on consultants, I invited our production team into the process. Together, we visited suppliers' factories, studied different layouts, learned construction terminology, debated material choices, and questioned every assumption about what would—and would not—work for milk powder production. The construction was only at the beginning. The new environment introduced stricter hygiene standards, different maintenance routines, and more careful product handling. The transition was more demanding than we had anticipated. Production slowed as the team adapted to new workflows, additional maintenance schedules, and higher operating standards. Rather than expecting everyone to adjust overnight, we treated the implementation as a learning journey. We held regular retrospectives, listened closely to operators' feedback, refined the workflow, and invested in new handling tools that improved both efficiency and product care. As confidence grew, so did ownership. The factory gradually found its new rhythm—not because change was imposed, but because the people operating it helped shape it. Today, we proudly welcome schools, parents, suppliers, and government agencies to visit our factory. Looking back, I realized the clean room was never the real innovation. The real innovation was discovering that sustainable transformation is about creating an environment where people learn, adapt, and improve together.

Saigon South

2010

Vietnam

Ho Quang Tri Private Enterprise is the family business behind Gạo Ông Cua and ST25, a three-time World’s Best Rice award winner developed over 30 years by agricultural scientist Mr. Ho Quang Cua. We cultivate premium, climate-resilient rice through a sustainable rice-shrimp ecosystem in the Mekong Delta. As Head of Strategy and International Markets, together with my wife, Uyen, I lead the company’s evolution. Drawing on our backgrounds in strategy consulting and branding, we focus on scaling operations, protecting our global intellectual property from counterfeiters, expanding international distribution, and bringing our family’s agricultural legacy to supermarket shelves worldwide.

The RMIT MBA was a valuable gateway that enabled my transition from an IT background into the world of strategy consulting. That degree paved the way for formative roles at Dream Incubator, Deloitte Consulting, and KPMG, helping me build the commercial and analytical toolkit I needed when the time came to step into the family business. It allowed me to bring top-tier corporate strategy directly into the heart of a traditional agricultural enterprise. For nearly 40 years, from 1990 to 2026, Mr. Ho Quang Cua poured his heart into the soil, using complex crossbreeding methods to create the ST25 rice variety. He is a scientist at heart. But when ST25 won “World’s Best Rice,” his biological masterpiece faced a modern corporate challenge: global intellectual property theft. The friction between the “old” and the “new” lay in bridging his humble, traditional agricultural mindset with the assertive commercial defense required today. We had to apply our combined business backgrounds to transform the enterprise into a fortified global brand—battling counterfeiters, defending trademarks across continents, and navigating international retail standards. The triumph is seeing his agricultural genius protected by our strategic vision. Our dream is simple but deeply personal. We are not just trying to increase sales volume or meet export quotas. We want to defend, build, and sustain Gạo Ông Cua, ensuring that Mr. Cua’s image proudly remains the face of the brand. We want his legacy to live forever—not only in the history books of Vietnamese agriculture, but also on supermarket shelves from Vietnam to the U.S., Canada, and Australia. Ultimately, we are doing this so that one day, our children can walk into a store anywhere in the world, look at that bag of rice, see their grandfather’s face, and feel an immense sense of pride in what their family built together.

Hanoi

2023

Vietnam

Our family business develops and manages residential properties and serviced apartments through a lean, family-led operating model. Rather than maintaining a large administrative layer, we oversee financial planning, legal compliance, and strategic decision-making internally, while outsourcing execution to external partners. As Operations & Legal Manager, I coordinate legal documentation, financing processes, regulatory compliance, and operational risk management across our projects. Working within such a lean structure means every decision carries real financial consequences, requiring careful judgment, shared accountability, and close collaboration within our family to ensure long-term stability.

At 18, my world turned upside down when the pandemic forced me back to Vietnam, shattering my plans to study abroad. Trapped in an unprepared reality, I spiraled into a deep sense of aimlessness and mental exhaustion. In this darkness, my parents threw me a lifeline: managing a specific segment of our family business. I began from ground zero. Guided step by step through complex legal paperwork and bank financing, it took months of intense learning and trial and error before I could handle critical operational risks completely on my own. But that growth came with a heavy emotional toll. While my friends enjoyed carefree university lives, I felt profoundly isolated. None of my peers could understand the crushing pressure I carried. In real estate, every decision, whether directly related to work or not, carried a heavy weight and could lead to huge financial consequences. This high-stakes responsibility left me under immense stress. Yet, walking through our construction sites alone at night, my loneliness turned into clarity. I finally saw the true depth of my parents' sacrifices, and I knew I was ready to protect what they had built. Managing a multi-generational business naturally brought friction, and I often clashed with my parents' traditional methods. For instance, when I proposed modern updates to our apartment layouts, my father was highly hesitant. At first, I thought he was just being rigid. But after several heated arguments, I had a major realization: every change comes with a price tag. My parents weren't resisting innovation; they were protecting our financial stability from unforeseen risks that might not be cost-effective. This shifted my approach from aggressive pushing to "gentle persistence." Instead of just talking, I brought my father out to the field, showed him market trends, and presented data-driven arguments that factored in actual costs. We found a middle ground, creating a balance between two generations by combining the energy of modern innovation with the wisdom of solid experience. It taught me that modernizing doesn't mean replacing everything; it means enhancing our strong foundation while keeping a strict eye on financial reality. While the friction in our daily decisions never truly disappears, I have come to see it differently. What once felt like a restriction is often the result of decades of experience, sacrifice, and responsibility that I am only beginning to understand. Looking at my parents today, I realize they are approaching a stage of life where they deserve to slow down. Yet, letting go of a business they spent decades weathering harsh storms to build is never easy. Rather than pushing for sudden change, I hope to earn greater responsibility one step at a time by taking full ownership of a smaller project from beginning to end. By bearing the consequences of every decision myself, I can continue learning while building the trust needed for a successful transition. My goal is not to replace the generation before me, but to become someone worthy of continuing what they built. If one day my parents can step back with peace of mind, knowing their life's work is in capable hands, that will be the achievement I am most proud of.

Hanoi

2015

Vietnam

Our family business specializes in the distribution of industrial chemicals and feed additives. With over 21 years in business, we have built a nationwide customer network, including steel factories, hot-dip galvanizing companies, battery manufacturers, and feed mills. We are expanding into the basic chemicals industry to better meet our customers’ needs across broader sectors. My primary responsibility is overseeing sourcing and procurement. I work closely with suppliers across global markets, including China, Taiwan, Korea, Turkey, Spain, Mexico, and other key sourcing regions. I am in charge of identifing new sourcing opportunities, expand our supply network, and ensure a stable and competitive supply chain.

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.

Hanoi

2025

Vietnam

Established in 2003, Craftbeauty Fairtrade is a Vietnam-based manufacturer specializing in fashion accessories and textile products. For us, every product tells two stories: one of craftsmanship and one of opportunity. On one hand, we transform ideas into high-quality handicrafts through end-to-end services, from product design and sample development to sourcing, production, quality control, and global export. On the other hand, Craftbeauty creates sustainable employment opportunities for women and people with disabilities, demonstrating how business success and social impact can grow together. As part of the family business, I have been involved in both decision-making and execution across social media content, product design direction, sales strategy, and operational system optimization.

As a teenager, I once dreamed of becoming a fashion designer, but my parents grounded me in reality, showing me that creativity needs business understanding, which ultimately led me to pursue Finance at RMIT University. Throughout university, I considered whether to pursue my own path or return to the family business. I explored different paths in search of clarity—from working as a blog editor and experimenting with the bean-to-bar chocolate process, to studying for the CFA and gaining experience at a financial advisory firm—wondering whether the unknown was where I would discover myself. It all started when my mother's friends wanted to buy our products online. I joined the business part-time to create social media content and launch our retail page. What seemed like a simple project became a turning point. I realized my parents’ business was a foundation for exploring business management, amplifying social impact, and building something greater than I could build alone. Having grown up around the factory, many employees have watched me grow up, just as I have witnessed different chapters of their lives. Most of them come from disadvantaged backgrounds, facing financial, physical, or mental hardship. As I heard their stories, I began to understand the true legacy my parents had built. Beyond providing stable employment, they have created an environment where people gain confidence, independence, and a sense of purpose. One case that profoundly shaped my worldview was Ha, a woman with an intellectual disability from a single-mother household. Initially, she struggled to complete even the simplest task: stringing garment tags. Yet over time, through patience and kindness, Ha improved, eventually becoming the fastest worker, supporting others, and warmly greeting me on every visit. Her transformation showed me the incredible power of meaningful support in unlocking human potential. Since secondary school, I have immersed myself in every stage of the manufacturing process—from material sourcing to quality control and packaging. Experiencing each step firsthand taught me that the value of craftsmanship lies in patience, precision, and care in every detail, shaping how I approach innovation. I knew I had to respect a system refined over more than 20 years while exploring new ideas. Fortunately, our team welcomed change with an open mind. From digital tools, new materials, and product designs to shared Google Sheets for real-time updates, every improvement became a collaborative effort shaped by everyone's feedback. Working in the family business also allowed me to have a flexible schedule and stay connected with social networks. One memorable example came from a friend in RMIT Neo Culture Tech, who inspired me to design a plush keychain based on the school mascot. It reminded me that a "lightbulb" moment often emerges from unexpected conversations. While my contributions have so far been incremental, I hope to continue building a business that empowers our people through skill development and long-term growth.

Hanoi

2022

Vietnam

Thu Hien Healthcare is a family-owned medical group that comprises two key brands: Thu Hien Dermatology Clinic and Phuong Nam Pharmacy. We specialize in clinical dermatology treatments, aesthetic services, pharmaceutical and cosmeceutical distribution, and professional medical advisory services for top skincare brands. As the General Manager, I integrate strategic business management with my pharmaceutical expertise to optimize healthcare operations and elevate the patient experience. Working closely with dermatologists and pharmacy partners, I help implement advanced treatment protocols while balancing commercial operations with strict medical standards to ensure sustainable, patient-centric quality.

Witnessing the fragility of the Vietnamese aesthetic industry, with unqualified practitioners capitalizing on patients’ health, was heartbreaking. Deceptive marketing led to severe medical complications. Coming from a family with three generations of doctors, I felt a deep sense of responsibility. With our family’s ten years of clinical excellence and a trusted network of top practitioners, I knew we had to act for the health of the community. During my final year at RMIT, I decided to study for a second degree in Pharmacy. After working in the Big Four consulting world and engaging in UNICEF initiatives, I returned to my family business in the healthcare industry. My goal is to provide true medical value for patients, delivering effective, evidence-based care through which Vietnamese skin is treated with genuine scientific integrity. At 22 years old, I realized I was no longer just an employee working to earn a salary for myself. Suddenly, I was responsible for the livelihoods of our employees, who rely on us to support their own families. Every decision I made carried real weight since it was not only affecting me, but also our employees and their families. Furthermore, I was now responsible for the professional reputation my mother had built over 25 years of medical integrity. For a young girl, it was a moment of profound vulnerability, filled with doubt and fear. Yet, that heavy responsibility became my motivation to continuously improve myself and earn the trust of the people I lead. In healthcare, true care must come from the heart. I always teach my team that when you genuinely care about people, patients can feel it. We are not just treating skin conditions; we are restoring broken trust. I have seen countless clients return simply to give flowers to our doctors and say thank you for helping them. One memorable patient came to us with severe complications caused by an untrustworthy spa. By successfully repairing her skin, we also helped restore her emotional well-being. In fact, I was honored to be invited to one of my clients’ weddings because she felt so lucky and grateful to us. We do not just offer medical treatments; we provide a compassionate, patient-centric environment that honors the true meaning of medicine. As the President of the Family Business Club, I understand the loneliness of young successors. Building a trusted community of peers who share the same educational background is incredibly important. Our club is a safe place where we can share our struggles, exchange business lessons, and offer emotional support to one another. Surrounding myself with like-minded entrepreneurs has completely transformed my journey. RMIT pushed me to my limits and introduced me to wonderful peers who support each other in navigating the challenges of business growth and development. Together, we are building a true family that empowers us to carry the fire forward.

Hanoi

2026

Vietnam

YESCO Technical and Transportation Co., Ltd. was established on November 20, 2011, in Hanoi. Our mission is to provide factories with comprehensive, all-in-one utilities and optimal solutions designed to enhance production efficiency while minimizing both capital and operational costs. We empower businesses to increase their profitability by offering a wide array of improvement solutions, including energy conservation and specialized, synchronized technical services. In my capacity as an HR and Marketing Specialist, I manage human resources operations, including employer branding, recruitment, timekeeping and managing the content published on the company’s official website.

There were many ups and downs when I joined my family business. As a daughter of the owner, I also witnessed firsthand the hardships that came with running a company. I remember a time when our business was growing rapidly in both revenue and projects, and we needed to hire new technicians to keep up with our customers’ pace. I was in charge of recruitment, spending hours on Facebook, recruitment websites, and over 30 fan pages, as well as paid and free platforms. Despite all this effort, only a few candidates showed interest in our roles. I went through every stage of the hiring process: screening, interviewing, negotiating salaries, and making final offers. Because our work required blue-collar workers, who could easily switch jobs if the waiting time was long, I tried to act as quickly as possible—even sending an offer at 10 pm. Yet, despite my efforts, a candidate canceled our offer right before their start date with a simple message: “I have found another job.” I remember feeling like all my hard work had been wasted. At that moment, my dad said to me: “Your task is only recruitment, but I have witnessed more complicated problems since building this company.” It was then that I truly understood the effort he had invested in building the business. I began to appreciate the early morning phone calls with employees about the day’s plan, the emergency calls from customers complaining about technical problems, and the long days working in the heat with just a simple meal to meet deadlines. They faced countless obstacles along the way, yet they never gave up when things got hard. That simple sentence from my dad made me realize how much I admire what he has built and the resilience it took to get there. As a person in charge of employer branding for our company, I had the privilege of listening to employee testimonials. I remember an electrical technician saying that he could find another job that paid more than ours, yet he chose to stay because the CEO is not only a boss but also someone he can turn to for personal advice, someone older who provides wise guidance about life. The second story is about a mechanical technician. At first, he was expected to lead the team; however, he became frustrated with his colleagues and even left the site when an argument escalated. The general manager considered firing him at that time. However, my dad wanted to give him an opportunity and went to speak with him in person. He explained that our purpose is not just about money but also about collaboration, and proposed practical methods for leading, delegating tasks, and motivating colleagues. This man took the advice to heart, and later became the person who works until 3 am for the company. He later expressed his appreciation to my dad for the wise guidance, which enabled him to motivate and manage the team effectively on his own. As an SME, we have many areas for improvement, and RMIT’s knowledge has helped me develop systemic solutions. In the past, I learned about the Customer Journey Map framework, which enabled me to analyze our current workflow and identify obstacles in order to improve processes. As a student minoring in Digital Marketing, I took a Digital Business Development course in my first year. This allowed me to upload content to the company’s website aligned with Search Engine Optimization (SEO), driving more traffic and attracting potential customers. As a result, our company has been approached by well-established firms, including both FDI and domestic manufacturing companies.