In The Asia Code, you assert the notion that deals in Asia are won less by perfect pitches than by patience, trust, emotional intelligence, and the art of being known. Why was this an important book for you to write?

I wrote The Asia Code because I noticed a persistent gap in how Western professionals approach business in Asia. Many arrive armed with brilliant strategies and flawless pitches, only to find deals stalling. I wanted to shift the focus from merely conquering markets to genuinely understanding the cultural and emotional intelligence required to build lasting partnerships.

Was there a specific business experience or cultural misunderstanding that first revealed this lesson to you personally?

Early in my career, I witnessed a major deal in Japan nearly collapse because the Western team pushed for immediate contractual commitments, misreading the room entirely. It became clear to me then that in many Asian business cultures, the contract is the beginning of the relationship, not the end of the negotiation. Trust must precede the transaction.

How do you personally distinguish authentic relationship-building from strategic networking?

Strategic networking often feels transactional; it is about what someone can do for you right now. Authentic relationship-building is an investment of time and empathy without the expectation of immediate return. It involves listening, showing respect for cultural nuances, and demonstrating that you value the person as much as the potential business opportunity.

If readers take away one lesson from the book, what do you hope it is about: trust, patience, and human connection?

I hope readers realize that patience is not a delay tactic; it is a vital component of trust-building. In a world obsessed with speed and automation, genuine human connection remains the most powerful and enduring currency in global business.

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