My "global perspective" wasn't acquired in a single international competition; it was a long-term jigsaw puzzle. It began before 2023, with my exploration of cultural differences across China's provinces and my travels to International cities, like New York in USA and Paris in France.

My Reflection:

These early immersive experiences were my "training camp" for cross-cultural communication. I learned to observe, ask questions, and understand the thinking of people from different backgrounds. This built the solid foundation for my later multinational exchanges, such as in Germany and Paris.

If early travel was "passive" observation, IVY CUP was my first "active" attempt to dismantle a complex global issue and form my own public opinion.

My Reflection:

The value of this competition far exceeded the speech itself. It forced me to research fields I had never touched. I realized that "knowing" about global issues was far from enough; instead, it sparked a strong "cognitive thirst" in me—a desire to explore the complex causes behind these grand issues and find paths to genuinely participate.

I spent the summer of 2024 conducting research in Beijing and Shanghai, diving deep into the latest technologies in distinct subjects, which served as a crucial foundation for my later academic performances.

I traveled to Germany to gain insights into global supply chain management and corporate sustainability from a world leader.

My Reflection:

• I originally thought that globalization was an abstract concept, but at the headquarters of Siemens, I witnessed its 'wireframe' with my own eyes.
• I realized that 'sustainable development' is not a single button, but rather a sophisticated network composed of thousands of enterprises. A minor adjustment at the headquarters will propagate along the supply chain, leading to the elimination of the inferior and the selection of the superior, ultimately resulting in a huge loss for a company or even its immediate bankruptcy.
• The 'ideal model' I had constructed academically was easily defeated by this vast and intricate real system. I realized that 'fixing the cracks' is not achieved through passion, but through a precise understanding of this global system.

My role as Student Leader culminated in traveling to Paris for the iGEM Grand Jamboree. This was the ultimate test of our "global perspective."

My Reflection:

• In Paris, my reflection was that we had fallen into the "curse of knowledge". We are a group of technically excellent engineers, but we are unable to communicate with the world. I painfully realized that innovation itself doesn't speak; it must be "translated". The real "global challenge" is not our biological experiments, but how to bridge the cultural and linguistic gaps so that our achievements can be understood and recognized by a diverse international jury. I have learned that empathy is not only a social skill, but also the first tool for global scientific cooperation.

Competing in both Shanghai and the USA was a profound cross-cultural experience.

My Reflection:

• I witnessed with my own eyes that teams from the United States and Shanghai achieved equally outstanding engineering results with completely opposite philosophies
• This completely shattered the assumption in my mind that there was only one best path
• I understand that global leadership is not about imposing one's own style, but rather diagnosing the cultural background and transforming one's own way of thinking, thereby activating the entire team.

Studying in New York City, a global hub, was as educational as the course itself. The true value was the global cohort.

My Reflection:

• I truly experienced the intense friction brought about by cognitive diversity. I learned that global thinking is not merely about understanding other countries (that's just traveling); it means accepting comments or criticisms from different cultures, regions, and backgrounds.

Through a national final, the Conrad Challenge judges projects based on their potential for global impact and sustainability.

My Reflection:

• I realized that the issue of data center energy consumption that we were trying to address was not a "Shanghai" problem, but rather a "node" problem within the global computing network. This taught me that to become an effective "city actor", I must first be a "global observer".
• Because if you don't understand the global technological and capital system that shapes this city, you simply cannot solve any of the real problems it faces in the 21st century.

We developed "SmartPets" in Shenzhen, a global innovation hub. Our business plan inherently had to consider international markets.

My Reflection:

• My reflection is that this has reshaped my identity as an innovator. We are no longer a "Shenzhen team"; from the very first day of our establishment, we have tacitly become a "global team".
• The pressure we face is not to win the local competition, but to prove that our business model can compete with those of Silicon Valley or London.
• This shift in mindset is fundamental: in today's world, "global perspective" is not a passive lens through which you observe; it is the "battlefield" where you participate in the competition.

In 2023, my roles in CTB and NYEC were not as captain or CEO. As CIO or a general member, I observed team decisions from the "trenches."

My Reflection (The Why):

I witnessed how a clear vision could ignite a team, and how a lack of direction led to friction. I painfully realized that a team's potential is not limited by its strongest member, but by the leader's vision and accountability. These two "follower" experiences were my awakening. I told myself: "Instead of waiting for instructions in chaos, I will become the one who sets the direction."

Future Outlook:

These experiences ignited my "initiative." I resolved to seek the "direction-defining" role in all future projects.

After reflecting on why to lead, I immediately sought how to practice. SA and SNC (two student organizations in my school) were my answer.

My Reflection:

This wasn't about titles; it was about "service." As a Student Ambassador, I was the "face" of the school, learning to clearly convey our community spirit to visitors. In SNC, I learned to organize internal events to build cohesion. This trained my empathy and communication—the fundamental "muscles" of leadership.

In 2024, I stepped up, bringing my SA/SNC experience and my CTB/NYEC "ambition." My role evolved from "community servant" to "complex project manager."

My Reflection:

In FRC, I had to be the "bridge" connecting the engineering and media teams. In iGEM, I not only managed an interdisciplinary team but also had to "translate" our complex bio and hardware systems into a clear story on the international stage in Paris. I learned to manage time, balance conflicts, and lead a team toward a known, clear goal.

If FRC and iGEM were about leading a team to a "known" goal, my 2025 projects required me to be the "CEO"—leading a team to an unknown future I had to create.

From 0 to 1:

"SmartPets" (MEC) and the "HPC System" (Conrad) were my insights into market gaps. I was "creating" a business—designing a product, writing the business plan, and assessing risk.

In STEM Racing China, as Team Manager, I balanced technical design with commercial feasibility. I led the aerodynamic design (CAD, 3D modeling) while also formulating sponsorship strategies and writing cost analysis reports to ensure maximum cost-effectiveness.

My Reflection:

This was the final answer to my 2023 "Prequel" reflections. Entrepreneurship isn't a title; it's the complete transformation from "awaiting instructions" to "creating the vision."

Beyond the "CEO" role, my primary contribution was as a researcher, blending computer science with energy economics.

What I Did (Scholarly Context):

• Researched the thermal dynamics and energy consumption of High-Performance Computing (HPC) data centers.
• Designed the "HPC Immersion Cooling System" concept, analyzing fluid dynamics and heat transfer principles.
• Wrote the technical specifications and feasibility report for our business plan.

For "SmartPets," my scholarly role was to research the intersection of AI, consumer behavior, and market economics.

What I Did (Scholarly Context):

• Conducted market research on the pet-tech industry, analyzing economic trends and gaps.
• Researched the core competitors around the world, and AI-driven pet consumption decision behavior.
• Developed the core AI model concept for personalized pet recommendations.

My "Scholar" role in FRC was technical and commercial. I was an engineer applying physics, computer science, and design principles. I was also an propagator who showcased our team and sought for the potential sponsor for our team.

What I Did (Scholarly Context):

• Utilized tools to fix and build the robot.
• Applied principles of physics (mechanics, torque, center of gravity) to optimize robot performance.
• Joined the stem makerfair in Shen Zhen, representing the school to exhibit our work and effort on several robotics competitions, FRC & VEX.