A friend asked me recently:

“You’re starting a new company at a time when uncertainty seems to be everywhere — are you serious?”

I asked why he felt that way.

He said that today, many conversations start not with technology or performance, but with uncertainty itself — supply chain risks, geopolitical exposure, regulatory complexity. These topics often come up long before any real technical discussion even begins.

I understood exactly what he meant.
And I also knew why I’m still doing this.

Uncertainty does not eliminate the need for competitiveness.
It changes how risk is managed.

As companies, we rarely control the external environment. What we can control is how we respond to it — how we design resilience, how we keep options open, and how we make decisions that allow progress rather than paralysis.

Mature organizations don’t wait for perfect conditions.
They learn to operate, adapt, and even grow under imperfect ones.

That belief is one of the reasons I chose to build again.
Not because the environment is easy — but because long-term progress has never happened in easy times.


— Michael-Keqi Liu