When a company nears its centennial milestone, what truly needs to be confronted often goes beyond past achievements, focusing instead on whether it possesses the capability and sense of duty to carry forward into the next century.
For Leo International Group, 2026 is not just a milestone reflecting past glory; it is the inaugural year of a cross-century commitment that launches a blueprint spanning centuries. This pivotal moment compels us to return to first principles: over the long years ahead, how can an enterprise forge its moat and continue to uphold a profound mission of safeguarding life through successive generations?
In an exclusive interview with《The Icons》International Elite Magazine, Leo Wang, Chairman and Founder of Leo International Group, described the significance of this juncture:
“The responsibility of a century lies in an enterprise’s enduring strength, after the trials of time, to still uphold family aspirations and protect the well-being of society.”
As the fourth-generation leader, Wang defines his mission as the comprehensive evolution and empowerment of the enterprise. The core of his vision for “designing the next century” focuses on a sense of mission, governance mechanisms, and sustainable legacy:
“Whether a company can gracefully advance toward a century-spanning framework depends on how deeply it is anchored in social responsibility, and whether that commitment has the resilience to withstand the upheavals of changing eras.”
Industry Choice Determines Viability for the Next Generation
Viewed through a lens of mere decades, most business decisions can be justified. However, when the timeline extends to a century, industries that can navigate turbulence while preserving core resilience become exceedingly rare. While Wang acknowledges the commercial potential of diverse sectors, his strategic mapping reserves the role of core, enduring assets only for endeavors with long-term resilience that can deeply integrate governance, capital, and succession mechanisms.
“We are not pursuing fleeting scale, but structural assets that appreciate with time.” In charting the Group’s industrial blueprint, Wang maintains calm strategic resolve, deliberately filtering out short-term performance fluctuations to first discern the lasting value a decision will leave for society after being tempered by time. For him, this is not merely management; it is a trans-century marathon concerning “time, responsibility, and human warmth.”
“Financial performance can be achieved through efficiency, but only by cultivating high-quality structures can enduring value be realised.” What truly commands Wang’s deep reflection is not the pace of expansion, but whether an industry, when handed to the next generation, retains the vitality for agile transformation. Only undertakings that transcend their era can infuse the Group’s core with sustainable momentum, rather than serving as mere markers of phased growth.
Within Leo International’s strategic landscape, economic cycles, policy shifts, and technological dividends are seen as time-bound “phase-specific leverage.” While these can propel explosive growth, over-reliance often leaves organisations heavily constrained when the environment changes.
“True benchmark enterprises must retain unshakable competitiveness even after the tailwinds subside.” Wang observes that while much capital chases fleeting technological advancements and sentiment-driven gains, real value lies hidden in “structural necessities” that transcend cycles and require no persuasion. Healthcare safeguards the ultimate bottomline of life’s risks, finance builds the stable cornerstone of asset order, and education transmits the knowledge and judgement needed to lead the future. These three domains possess robust resilience, remaining intact regardless of market fluctuations and becoming increasingly scarce and valuable over time.
Based on this precise trend analysis, Leo International Group shows clear strategic resolve by decisively allocating its core resources to the trinity of “Healthcare, Finance, and Education.” This is a deeply responsible strategic commitment, aimed at transforming the cost of time into long-term brand equity. As articulated in the Group’s core philosophy:
“We focus on cultivating the most certain domains. Only industries that can operate independently of policy volatility, transcend technological competition, and carry profound social significance are worthy of Leo International Group’s full commitment and expertise in building value that endures for a hundred years.”
The Corporate Foundation Begins with Safeguarding Life
This persistence stems from a clear recognition: the social value borne by an enterprise extends far beyond operational performance, encompassing the profound and long-term impact of every decision on countless lives, families, and the healthcare system as a whole.
Mr Wang’s positioning of healthcare is both elevated and deeply human. He firmly believes that when an enterprise enters the healthcare sector, it is effectively making a cross-century promise to society. This mission demands that all subsequent strategies uphold the purity of excellence and, under the test of time, consistently demonstrate trustworthiness and authentic value worthy of both the era and of life itself.
“To cultivate healthcare is, at its core, a tribute to life. We are willing to transform professional expertise into a warm, trustworthy commitment of lifelong care, guided by an unwavering dedication to precise stewardship.”
Based on this premise, he always places system design before action in healthcare initiatives. The Group’s healthcare ventures do not start from thematic packaging or market hype, but from establishing governance models. Within his personal business and investment undertakings, the Group uses Leo International Precision Health as an integration platform, with a Frankfurt Stock Exchange Main Board listed company as the governance hub, ensuring all M&A, investment, and operational decisions operate within a transparent, regulatable, and clearly accountable framework.
Within this governance logic, new drug R&D, medical equipment, clinic networks, and AI-driven smart healthcare are incorporated into one system, not separate business lines. Wang mentions the platform has completed acquisitions of six core medical and tech enterprises. The emphasis of this integration is not scale, but clarity of responsibility: “In healthcare, everything ultimately comes back to responsibility. When issues arise, who takes charge, how they are handled, and whether the structure can withstand pressure are what truly matter.”
This far-sighted plan is being steadily implemented in the Group’s medical infrastructure in Taiwan. As a key strategic pillar of the precision healthcare ecosystem, an institution providing cancer prevention and treatment-related services is planned to be established in Linkou, with operations expected to commence in the fourth quarter of 2026. The Group will complete two flagship “Leo International flagship aesthetic clinics” in Taoyuan and Taichung in Q1 2026, adding stable and reliable momentum into its precision health landscape.
From R&D to equipment deployment and seamless integration with clinical services, Leo International Group remains committed to transforming years of resource investment into tangible, compassionate environments of care. This ensures that every healthcare vision aligns precisely with public needs, rather than remaining at the level of grand ambition alone.
In Wang’s philosophy, healthcare remains at the Group’s core, reflecting the sector’s highest demands on corporate responsibility. Building a healthcare system requires time and patience before its value can be realised. This not only tests an operator’s long-term resolve, but also reveals, at the deepest level, an enterprise’s genuine willingness to shoulder responsibility and remain steadfast in its duty when making decisions that concern life itself.
In highly regulated, tech-driven medical spaces, what is repeatedly designed and safeguarded is an entire structure concerning responsibility, systems, and trust in life. For Leo Wang, healthcare is a promise that must undergo long-term validation through time, governance, and conscience. (Photo: Leo International Group. The image is a rendering for reference only.)
Containing Risk Within Systems
Within Leo International Group’s strategic framework, finance is endowed with a governance ethos of utmost discipline and self-restraint. Compared with healthcare, which directly safeguards the value of life, finance represents a long-term trial of an enterprise’s judgement, resilience, and operational restraint. Its deeper significance does not lie in the performance of any single capital outcome, but in whether the organisation can consistently uphold coherent decision-making logic and ethical accountability amid the peaks of changing market cycles.
In his interview, Wang offers a precise insight: the moments when financial governance most needs to demonstrate resilience are not during market downturns, but during periods of steady growth and heightened market confidence. When results-driven thinking becomes dominant, enterprises must be even more vigilant in protecting their original intent, ensuring that established risk definitions and decision frameworks remain unwavering even in times of prosperity.
“Many financial risks are not invisible; rather, when profits are being made, the focus of judgement is drawn toward results, and the risks that should be scrutinised are pushed aside.” Based on this, he sees finance as a system that must be designed in advance. The core of the discussion lies in whether boundaries are clearly defined and whether responsibility can be properly assumed, rather than in responding to short-term performance pressures. When discussions revolve solely around headline figures, those pushed to the front line of risk are often individuals who were not involved in the original decisions, yet are required to bear the consequences.
This view directly influences asset governance. The Group has positioned the family office as the central layer of its financial architecture, and has chosen to establish a family office in Singapore. The focus of this arrangement is to anchor decision-making processes and accountability boundaries within a jurisdiction where systems are mature and rules are clear, ensuring that every decision has a traceable foundation.
In explaining this design, he focuses on long-term consequences, not immediate efficiency. “Some decisions trade risk for performance during favourable times. In the short term they may appear beneficial, but over the long run they strip the entire structure of its capacity to adjust.”
Through the establishment of a family charter, an investment committee, and family education mechanisms, finance is returned to a clearly defined role – setting risk limits, maintaining decision-making order, and ensuring that judgement frameworks can be carried forward across generations, rather than being rewritten in response to emotion or environmental volatility.
In Wang’s view, the key is not short-term asset changes, but whether the entire family can still make decisions within the same shared framework when the environment shifts rapidly.
Thus, in Leo International’s design, finance is a constant reminder for the organization to exercise restraint. When boundaries are drawn early, individual decisions are less swayed by short-term incentives; when risks are foreseen, the company can maintain stable progress through different market cycles.
The Taichung Breast Care Clinic is one of the most representative embodiments of Leo International Group’s philosophy. This dedicated institution, purpose-built for breast health, integrates breast cancer diagnosis, treatment, reconstruction, and aesthetic restoration, and is located in the heart of Taichung City. (Photo: Leo International Group)
Profit is the Foundation for Survival, Talent is the Momentum to Change the World
In Leo International Group’s core landscape, education is the most steadily paced endeavour and the one that most requires the tempering of time. Its value isn’t seen in financial reports, but in the depth of perspective and judgement of a community ten or twenty years later. Wang places education at the heart of the Group not for the sake of scale, but whether this system can become an empowering system that operates sustainably across generations.
Mr Wang’s approach to education follows a pragmatic and clearly defined trajectory, with this sense of responsibility extended beyond borders through a focus on integrating higher education in Singapore and Malaysia. This is not merely an investment strategy, but the creation of a complete student development pathway: “With the completion of our Singapore platform, Leo Education will span from early childhood through to university, enabling students to receive coherent and robust developmental support within a consistent and stable structure.”
This commitment to education is also advancing steadily in Kuala Lumpur. The Group is gradually implementing plans for an international school, introducing the academic heritage of long-established British institutions as the knowledge core for the campus. From land assessment to campus planning, each step is being executed with care and precision. Speaking of education’s time scale, Wang’s tone is earnest and firm: “Education can’t be rushed. We believe in the principle that it takes ten years to grow trees, but a hundred years to nurture people. This needs patient, long-term nurturing.”
Wang’s dedication to education stems from a deeply personal resonance with education’s power to transform lives. He firmly believes that the essence of education lies in expanding an individual’s range of life choices. This conviction is grounded in his own experience: while capital may have its limits, the transformative power of education can break through environmental constraints. This is why he is willing to commit for the long term, for the greatest beauty of education lies in opening up more possibilities in life for the next generation:
“Our birth environment may be beyond our choice, but education is the real force that lets everyone transform their lives.”
When it comes to “what kind of people to cultivate,” Wang avoids abstract slogans, and returns instead to what he values most: interdisciplinarity and capability systems. He believes the Group’s DNA demands innovative integration; and therefore talent must possess more than impressive academic transcripts. What is required is rigorous training that enables individuals to move fluidly across contexts, integrate resources, and build sound underlying logic.
To this end, Leo International Group systematically connects its accumulated cross-industry resources with education. Schools are not just classrooms, but microcosms of real society. The life-centred perspective of the healthcare system is introduced so that children learn responsibility and compassion at an earlier stage; lifestyle domains such as equestrian sports and yachting are transformed into training grounds for perspective, discipline, and order. These are not simply experiential activities, but carefully designed developmental pathways, embedding “interdisciplinarity” not as a concept, but as a lived capability that serves individuals throughout their lives.
Puteri Harbour Yacht Marina. (Photo: Tiong Nam Logistics)
Leo Wang: The Family Charter is a Rational Constraint; Only Love and Shared Purpose Can Sustain a Family’s Legacy
Beyond the three strategic pillars healthcare, finance, and education, Leo International Group’s diversified lifestyle segments are often perceived by outsiders as extensions of taste and refinement. Yet within Leo Wang’s far-reaching governance blueprint, these domains are not designed with commercial operation as their sole purpose. Rather, they serve as the Group’s refined interfaces for carrying and safeguarding long-term partnerships.
For Leo Wang, the true moat of an enterprise does not lie in rigid institutional clauses, but in an irreplaceable essence of trust. Systems can be codified and transplanted, but the deep, cross-temporal understanding between people can only be forged through shared lived experiences, refined again and again over time until they crystallise into unbreakable bonds.
This is the humble truth Wang always adheres to in planning family legacy and top-tier client relationships: no family constitution, however precise, can replace genuine interaction over time.
Accordingly, yachting, equestrian pursuits, art, fine dining, and tranquil retreats are not outward embellishments or symbols of wealth. They are environments in which minds and relationships can naturally interweave. In these unhurried settings, dialogue need not be confined to a single decision nor rushed towards conclusions. Instead, each party’s values, rhythm of life, and worldview reveal themselves most authentically through a shared sense of ease.
In the interview, Wang keenly observes the core of family governance: “More often than not, the bottleneck does not stem from a lack of systems, but from the absence of deep emotional bonds among family members.” The dynamics between family members, intergenerational roles, and the true motivations underlying decisions are rarely fully clarified across a formal boardroom table. Rather, their most honest answers emerge gradually through long-term coexistence.
Thus, for ultra-high-net-worth families, the greatest challenge often isn’t just capital allocation or investment optimization, but whether, as family narratives unfold over time, there remains a trusted companion capable of seeing the whole picture and offering consistently sound judgement at every stage.
At this point, Wang deliberately anchors the focus on time rather than on a superficial catalogue of services. He firmly believes that what is truly worth building is a deep partnership – one that understands a family’s health, asset structure, value orientation, and rhythm of succession in depth.
In Leo International Group’s experience, these private and restorative lifestyle spaces are precisely the sacred vessels for such relational depth. They allow dialogue to return to the essence of life, and enable trust – freed from pressure and transactional intent – to quietly and steadily accumulate into the most enduring form of friendship and value.
In Leo International Group’s family governance context, what crosses generations isn’t the rules themselves, but the trust and shared purpose accumulated over time between people. These lifestyle domains support long-term companionship, the building of tacit understanding, and mutually supportive relational structures, letting the family enterprise walk steadily and endure. (Photo: Leo International Group)
In an Age of Turbulence, Anchored in Asia: A Family Enduring the Trials of a Century
For Leo Wang, the discipline of management lies in whether, as the system expands, the organization can still execute its vision and judgment with consistency at historical turning points. When a company crosses the generational threshold, the battlefield shifts from external market gains and losses to safeguarding its core values. Amid unpredictable times, the question becomes whether there remains a clear and coherent governance logic and set of value boundaries capable of guiding the future.
Looking toward the next century, Wang’s gaze is set far ahead. The future is a marathon of insight and willpower, where every decision, measured on the scale of time, is carefully layered into enduring assets. Thus, his focus is not on achieving isolated goals, but whether, amid changing circumstances, there exists an unshakable composure – an ability to discern which paths betray original intent, and which commitments and values must be preserved and transmitted with constancy over time.
Extending the timeline to the turn of the century, Wang is not eager to define Leo International Group’s success by short-term scale, visibility, or interim performance milestones, which in his value system are merely passing scenery. What he truly cares about is that when the passage of time has stripped away the superficialities, the world’s recollection of Leo International Group will be of a family honour that remains steadfast across generations.
Wang is keenly aware that Western history is rich with family systems that have carried the weight of civilisation, and that Asia, too, has its own exemplars. This is the vision he anchors for Leo International Group: that succession is not merely the accumulation of capital, but the preservation – after the winnowing of time – of a family’s enduring commitment to order and responsibility.
“Every decision we make today is not only to safeguard the prosperity of our own time, but to broaden the horizons of life for generations yet to come.”
Thus, Wang’s most sincere hope for the future is that when the storms of history return, this governance system will continue to operate with calm assurance – allowing the organisation to retain sharp judgement while bearing the gravity of historical responsibility. In his view, the true proof of an enterprise that spans centuries lies in a legacy that transcends the individual:
“The end point of enterprise is service and dedication. The most moving legacy a company can leave the world is a living system – one that can withstand the trials of a hundred years, allowing values to endure and responsibility to be passed on from generation to generation.”
