G&G School

I'm sharing my thoughts after listening to Representative Hong Sang-min's lecture yesterday. It was a time to once again deeply feel that Retention is the core index of startup success. The CAC to attract customers inevitably increases, but it was impressive that as Retention increases, the customer lifetime value is maximized and Monetization is naturally strengthened. In the end, I realized once again that the important thing is to create a structure that can continuously maintain customers. Also, the point that what is important in attracting investment is not simple numbers but story and persuasiveness deeply touched me. Since valuation is essentially a subjective concept, I came to think once again that a clear roadmap and logic to persuade investors are essential. I also realized that I was missing the importance of establishing specific strategies such as Sensitivity Analysis and inflection point prediction. Above all, the saying that the size of the vision determines the movement of the team remains in my memory. In the sense that if the founder sets a small goal, the team members also move passively, but if a larger goal is set, the entire team has no choice but to immerse and grow, I thought that we should take our direction much larger in the future. I am grateful to G&G School for preparing such a good lecture, and I thank Representative Hong Sang-min of Nextrans once again for sharing precious insights.

"I was constantly taking notes today. The point about not having a small dream, especially the comparison between Yuan Shao and Cao Cao, and the idea that working for 'top-tier' value beyond customers (like Samsung Hospital, daycares, foundations) is what makes a top-tier company, resonated with me in a new way. On the flip side, I reflected a lot on whether I am currently doing business or just 'trading,' and whether I still have the mindset of 'settling' everything I have here as I did in the beginning. I realized once again that the essence of business is being absolutely altruistic—giving first and making people fans of me and my company. Thank you for such an informative lecture, Chairman!"

Our Corca has just passed 3 years, so it is a period of reflecting on the past 3 years and making a plan for the next 3 years, which made the words 'Make a 3-year plan' resonate with me. The episode where you won a $6 million export order 'by any means necessary' even though there was no 12-degree printing technology in Korea, or the episode where you selected a business item after touching a memory foam pillow at Costco was very impressive. Like the theme of overcoming hardships and trials, you told us about various hardships and trials and cases of overcoming them; it was a day where my hardships and trials so far seemed small, and I gained the strength to overcome whatever comes in the future. + The part where both of you did a tent business was also interesting personally. I remembered hearing an episode of exporting tents around 1976 when my father, born in '49, was a trading man at Daewoo. It is said that when an American buyer came at the time, they set up 50 tent samples beautifully on Nami Island and won a big order. Like those who were active as export warriors during Korea's rapid growth period, I also made a pledge to create a global company!

"I shared the parts of yesterday's lecture that impressed me with the team this morning. I’ll share them here too :) The wisdom of 'winning by default' without fighting The best strategy in the Art of War is ""to subdue the enemy without fighting (不戰而屈人之兵)."" This doesn't mean avoiding a fight at all costs, but rather creating an overwhelming situation (形勢) so that there is no need to fight. Fight only when you have a winning chance (勝算): Create a situation where you can't help but win, and don't start a fight where the calculations don't result in a win. A leader goes in to 'confirm' victory, not to 'challenge' for it. Avoiding defeat is the priority: You must boldly give up or avoid a fight you will lose. This is a wise judgment, not a target for criticism. The best victory: Winning by default: A victory obtained without consuming resources or anyone getting hurt is the best kind. In achieving our team's goals, it is important to avoid unnecessary friction or exhaustive competition and make the opponent acknowledge us through overwhelming preparation and capability. Securing the initiative: Timing, space, speed You must always fight while holding the initiative. This is summarized by the 'Three-No conditions.' Fight at the place, time, and method I want: We, not the opponent, must hold the initiative of the fight and take the advantageous high ground. Chu-gi-bul-ui (出其不意): Sortie at an unexpected time! You must move as a surprise at a timing others cannot predict. Gong-gi-mu-bi (攻其無備): Attack the empty, unprepared spot! You must accurately identify and target the opponent's weaknesses or gaps. Pung-rim-hwa-san (風林火山): Create unpredictable speed! Move as fast as the wind, stay as quiet as the forest, attack as fiercely as fire, and defend as heavily as a mountain—flexible and unpredictable speed control is necessary. Constantly pursue new markets, new speeds, and new knowledge, and do not fear ""parting with the familiar."" True strategy comes when you approach with desperation, in the spirit of 'breaking the pots and sinking the ships (破釜沈舟).' Vision sharing and strategic thinking for a winning situation Sharing a vision is essential to creating a winning situation. 'Sang-ha-dong-yok-ja-seung (上下同欲者勝),' meaning if everyone dreams the same dream, you can win. The luck of heaven is important, but the geographical conditions of the castle and the harmony of the people (In-hwa) are far more important. Remember the saying, ""One person's dream is just a dream, but our collective dream is reality."" Cultivate a sense of community by making everyone get on the same boat, like 'O-wol-dong-ju' (enemies in the same boat). Strategic thinking for a winning situation must be based on rational judgment. Analyze Do (Vision/Sense of mission), Cheon (External environment/Timing), Ji (Internal capability), Jang (Leader/Talent), and Beop (System) to identify problems and increase the winning rate based on data. If it doesn't work, start anew as if 'creating something from nothing.' The sense of mission—not advancing for fame or retreating for fear of punishment—is important. Jeon-seung-bul-bok: Attitude for sustainable victory Victory in war does not repeat itself. Since war is a never-ending show, the aftermath of victory is important. You must discard previous winning methods and start over. Like 'Byeong-hyeong-sang-su (兵形像水),' the shape of the organization should be like water. Flexibility: Just as water has no fixed shape, the organization must constantly change. Breaking the frame: Do not put a frame on the organization, such as saying 'this is the kind of organization we are.' Sustainable organization: An 'organization that doesn't know what it will do' is a sustainable organization. It can exist only by constantly changing without defining itself."

I've listened to all the lectures at G&G School. It was a precious time that will be a lifelong strength. Especially the life stories of Chairman Lee Yoon-jae and Principal Lee Geum-ryong, who are striving further in the 'business of life' beyond just business, moved me the most. Looking back later, I think I'll remember the precious connections and passions met through this time rather than my achievements. I reflect on my lack of giving and vow to become a person whose life becomes a testimony and who can give to others. Thank you to the team leader, manager, and the board for all the hard work.

It was such a precious lecture today. It was a time to rethink the core value of the company's product from the starting point. Taking this as an opportunity, it seems to have become clear what to aim for in the short, medium, and long term. My confused mind seems to have become much lighter. Thank you for giving me the opportunity to listen to a good lecture!^^

The words that you shouldn't leave founders lonely. A lecture that matched those words so well. It's late evening where tomorrow is awaited with a sense of responsibility and pride.

It wasn't easy for me to follow because my capability was lacking. Still, I felt that it is a part necessary in the future. It felt difficult for me, but I think it would have been useful and practically of great help to the fellow members^^ It was a meaningful lecture that became a new stimulus for me too. Thank you.

There are times when it's hard to leave even a single line of review for a lecture that I can't absorb 100%, but I liked today's lecture so much. It was a lecture that became a very big learning whether applied to the company or the home. When acute stress comes, I will try to develop the ability to solve it quickly and drop the stress, so that it doesn't become chronic stress. I will spread that ability not only to myself but also to the members. Cheers to all our CEOs who live against the basic human desire to avoid loss. Because through effort and consistency, we will be able to overcome limits♡

The last lecture. It was a truly wonderful finale. The firmness hidden within your gentle words made me feel many things. I don't think I'll be able to sleep tonight because I'll be chewing over what you said.

The lecture content was a learning, but the passion of lecturing itself was also a learning. Thank you for sharing. 🙏 Thanks to you, I will challenge without getting tired💪

It was a good opportunity to think about which HR system would suit our organization! I will build an HR system that fits our organization rather than introducing it just because it's famous!

Thank you always for the precious lecture that can reduce trial and error!!

The Chairman's 6-hour lecture today was a truly big learning. Above all, the parts "The strength of an organization is the total sum of thoughts" and "We need talent to whom work can be entrusted rather than talent who is good at work" remain deep in my memory. I resonated more greatly because you clearly organized the points I had personally experienced. Thank you sincerely for sharing your precious words.

The 6-hour passionate lecture was a precious time to deeply reflect on the essence of entrepreneurship and management. I felt it is a direction I must engrave and practice in my future management. Thank you sincerely for sharing your wisdom and experience for such a long time! 🙏

Thank you so much; it was a moment where countless things I've been agonizing over for a while were clearly cleared and realized.

Recalling the representative's three hands: the right hand, the left hand, and 'humility' (Gyeom-son), I will work hard to learn in the future in freshman mode humbly~~

Today, I listened while thinking that if I cloned the principal's voice, put the contents into an AI agent, and listened to the principal's passionate voice again whenever necessary, I would snap out of it haha If permitted, I definitely want to try it later:)

It was such a good time today. Listening to the story of a senior founder who experienced beforehand in Silicon Valley, it was a time where my conviction about the path we are going and how to move forward became clearer! And while talking more in the 2nd session, I felt like my heart was wide open because you empathized that I was right when I talked haha Good night everyone, and if you have any additional questions about AI agents, I will also explain to the fellow members as much as possible🙂

I gained a lot of learning again yesterday. And I also gain learning from the CEOs' reviews. 1. Success is the result of abnormal effort Successful companies are exceptional and require abnormal effort and patience different from others. General approaches only yield general results. 2. Importance of long-term patience Success requires a long time. Jiranji교 worried about monthly salaries for 7 years, the first sales occurred after 3 years when entering Japan, and meaningful performance was made only after 5 years. When entering a new market or expanding business, capital and determination to endure at least 5 years are necessary. 3. Crises come periodically and are opportunities for growth It is normal for a big crisis to come every 10 years and a small crisis every 2-3 years. The perspective of converting a crisis into an opportunity for growth and change is important. 4. Leadership's direct participation It is important for the owner/representative to directly participate with a "doing it" attitude. Especially when entering overseas, you must personally lead on-site for at least one week a month. 5. Management centered on dreams and vision The core of sustainable growth is 'dreams' (Dream - Challenge - Keep Going). Selection and focus on dreams, not products, are necessary. 6. Partnership building strategy Clearly communicate to the partner "Why should you handle this product?" and motivation is important. Providing appropriate incentives and decision-making power is the key to a successful partnership. 7. Localization strategy when entering overseas Initially, it was Korean development → localization, but now a shift to local needs → Korean development method is necessary. Flexibility to understand and adapt to market characteristics is needed. 8. Importance of immersion The criterion for selecting a leader is immersion rather than ability. True growth stems from deep immersion in work and vision. * Sometimes I tell people that it will be a service used even when mankind moves to space someday. It was a lecture that was of great help from the perspective of long-term growth, overcoming crises, and pioneering new markets. Let's apply it well to the situation and goals of Soft Landers.

I'm sharing my thoughts after listening to Representative Hong Sang-min's lecture yesterday. It was a time to once again deeply feel that Retention is the core index of startup success. The CAC to attract customers inevitably increases, but it was impressive that as Retention increases, the customer lifetime value is maximized and Monetization is naturally strengthened. In the end, I realized once again that the important thing is to create a structure that can continuously maintain customers. Also, the point that what is important in attracting investment is not simple numbers but story and persuasiveness deeply touched me. Since valuation is essentially a subjective concept, I came to think once again that a clear roadmap and logic to persuade investors are essential. I also realized that I was missing the importance of establishing specific strategies such as Sensitivity Analysis and inflection point prediction. Above all, the saying that the size of the vision determines the movement of the team remains in my memory. In the sense that if the founder sets a small goal, the team members also move passively, but if a larger goal is set, the entire team has no choice but to immerse and grow, I thought that we should take our direction much larger in the future. I am grateful to G&G School for preparing such a good lecture, and I thank Representative Hong Sang-min of Nextrans once again for sharing precious insights.

"I was constantly taking notes today. The point about not having a small dream, especially the comparison between Yuan Shao and Cao Cao, and the idea that working for 'top-tier' value beyond customers (like Samsung Hospital, daycares, foundations) is what makes a top-tier company, resonated with me in a new way. On the flip side, I reflected a lot on whether I am currently doing business or just 'trading,' and whether I still have the mindset of 'settling' everything I have here as I did in the beginning. I realized once again that the essence of business is being absolutely altruistic—giving first and making people fans of me and my company. Thank you for such an informative lecture, Chairman!"

Our Corca has just passed 3 years, so it is a period of reflecting on the past 3 years and making a plan for the next 3 years, which made the words 'Make a 3-year plan' resonate with me. The episode where you won a $6 million export order 'by any means necessary' even though there was no 12-degree printing technology in Korea, or the episode where you selected a business item after touching a memory foam pillow at Costco was very impressive. Like the theme of overcoming hardships and trials, you told us about various hardships and trials and cases of overcoming them; it was a day where my hardships and trials so far seemed small, and I gained the strength to overcome whatever comes in the future. + The part where both of you did a tent business was also interesting personally. I remembered hearing an episode of exporting tents around 1976 when my father, born in '49, was a trading man at Daewoo. It is said that when an American buyer came at the time, they set up 50 tent samples beautifully on Nami Island and won a big order. Like those who were active as export warriors during Korea's rapid growth period, I also made a pledge to create a global company!

"I shared the parts of yesterday's lecture that impressed me with the team this morning. I’ll share them here too :) The wisdom of 'winning by default' without fighting The best strategy in the Art of War is ""to subdue the enemy without fighting (不戰而屈人之兵)."" This doesn't mean avoiding a fight at all costs, but rather creating an overwhelming situation (形勢) so that there is no need to fight. Fight only when you have a winning chance (勝算): Create a situation where you can't help but win, and don't start a fight where the calculations don't result in a win. A leader goes in to 'confirm' victory, not to 'challenge' for it. Avoiding defeat is the priority: You must boldly give up or avoid a fight you will lose. This is a wise judgment, not a target for criticism. The best victory: Winning by default: A victory obtained without consuming resources or anyone getting hurt is the best kind. In achieving our team's goals, it is important to avoid unnecessary friction or exhaustive competition and make the opponent acknowledge us through overwhelming preparation and capability. Securing the initiative: Timing, space, speed You must always fight while holding the initiative. This is summarized by the 'Three-No conditions.' Fight at the place, time, and method I want: We, not the opponent, must hold the initiative of the fight and take the advantageous high ground. Chu-gi-bul-ui (出其不意): Sortie at an unexpected time! You must move as a surprise at a timing others cannot predict. Gong-gi-mu-bi (攻其無備): Attack the empty, unprepared spot! You must accurately identify and target the opponent's weaknesses or gaps. Pung-rim-hwa-san (風林火山): Create unpredictable speed! Move as fast as the wind, stay as quiet as the forest, attack as fiercely as fire, and defend as heavily as a mountain—flexible and unpredictable speed control is necessary. Constantly pursue new markets, new speeds, and new knowledge, and do not fear ""parting with the familiar."" True strategy comes when you approach with desperation, in the spirit of 'breaking the pots and sinking the ships (破釜沈舟).' Vision sharing and strategic thinking for a winning situation Sharing a vision is essential to creating a winning situation. 'Sang-ha-dong-yok-ja-seung (上下同欲者勝),' meaning if everyone dreams the same dream, you can win. The luck of heaven is important, but the geographical conditions of the castle and the harmony of the people (In-hwa) are far more important. Remember the saying, ""One person's dream is just a dream, but our collective dream is reality."" Cultivate a sense of community by making everyone get on the same boat, like 'O-wol-dong-ju' (enemies in the same boat). Strategic thinking for a winning situation must be based on rational judgment. Analyze Do (Vision/Sense of mission), Cheon (External environment/Timing), Ji (Internal capability), Jang (Leader/Talent), and Beop (System) to identify problems and increase the winning rate based on data. If it doesn't work, start anew as if 'creating something from nothing.' The sense of mission—not advancing for fame or retreating for fear of punishment—is important. Jeon-seung-bul-bok: Attitude for sustainable victory Victory in war does not repeat itself. Since war is a never-ending show, the aftermath of victory is important. You must discard previous winning methods and start over. Like 'Byeong-hyeong-sang-su (兵形像水),' the shape of the organization should be like water. Flexibility: Just as water has no fixed shape, the organization must constantly change. Breaking the frame: Do not put a frame on the organization, such as saying 'this is the kind of organization we are.' Sustainable organization: An 'organization that doesn't know what it will do' is a sustainable organization. It can exist only by constantly changing without defining itself."

I've listened to all the lectures at G&G School. It was a precious time that will be a lifelong strength. Especially the life stories of Chairman Lee Yoon-jae and Principal Lee Geum-ryong, who are striving further in the 'business of life' beyond just business, moved me the most. Looking back later, I think I'll remember the precious connections and passions met through this time rather than my achievements. I reflect on my lack of giving and vow to become a person whose life becomes a testimony and who can give to others. Thank you to the team leader, manager, and the board for all the hard work.

It was such a precious lecture today. It was a time to rethink the core value of the company's product from the starting point. Taking this as an opportunity, it seems to have become clear what to aim for in the short, medium, and long term. My confused mind seems to have become much lighter. Thank you for giving me the opportunity to listen to a good lecture!^^

The words that you shouldn't leave founders lonely. A lecture that matched those words so well. It's late evening where tomorrow is awaited with a sense of responsibility and pride.

It wasn't easy for me to follow because my capability was lacking. Still, I felt that it is a part necessary in the future. It felt difficult for me, but I think it would have been useful and practically of great help to the fellow members^^ It was a meaningful lecture that became a new stimulus for me too. Thank you.

There are times when it's hard to leave even a single line of review for a lecture that I can't absorb 100%, but I liked today's lecture so much. It was a lecture that became a very big learning whether applied to the company or the home. When acute stress comes, I will try to develop the ability to solve it quickly and drop the stress, so that it doesn't become chronic stress. I will spread that ability not only to myself but also to the members. Cheers to all our CEOs who live against the basic human desire to avoid loss. Because through effort and consistency, we will be able to overcome limits♡

The last lecture. It was a truly wonderful finale. The firmness hidden within your gentle words made me feel many things. I don't think I'll be able to sleep tonight because I'll be chewing over what you said.

The lecture content was a learning, but the passion of lecturing itself was also a learning. Thank you for sharing. 🙏 Thanks to you, I will challenge without getting tired💪

It was a good opportunity to think about which HR system would suit our organization! I will build an HR system that fits our organization rather than introducing it just because it's famous!

Thank you always for the precious lecture that can reduce trial and error!!

The Chairman's 6-hour lecture today was a truly big learning. Above all, the parts "The strength of an organization is the total sum of thoughts" and "We need talent to whom work can be entrusted rather than talent who is good at work" remain deep in my memory. I resonated more greatly because you clearly organized the points I had personally experienced. Thank you sincerely for sharing your precious words.

The 6-hour passionate lecture was a precious time to deeply reflect on the essence of entrepreneurship and management. I felt it is a direction I must engrave and practice in my future management. Thank you sincerely for sharing your wisdom and experience for such a long time! 🙏

Thank you so much; it was a moment where countless things I've been agonizing over for a while were clearly cleared and realized.

Recalling the representative's three hands: the right hand, the left hand, and 'humility' (Gyeom-son), I will work hard to learn in the future in freshman mode humbly~~

Today, I listened while thinking that if I cloned the principal's voice, put the contents into an AI agent, and listened to the principal's passionate voice again whenever necessary, I would snap out of it haha If permitted, I definitely want to try it later:)

It was such a good time today. Listening to the story of a senior founder who experienced beforehand in Silicon Valley, it was a time where my conviction about the path we are going and how to move forward became clearer! And while talking more in the 2nd session, I felt like my heart was wide open because you empathized that I was right when I talked haha Good night everyone, and if you have any additional questions about AI agents, I will also explain to the fellow members as much as possible🙂

I gained a lot of learning again yesterday. And I also gain learning from the CEOs' reviews. 1. Success is the result of abnormal effort Successful companies are exceptional and require abnormal effort and patience different from others. General approaches only yield general results. 2. Importance of long-term patience Success requires a long time. Jiranji교 worried about monthly salaries for 7 years, the first sales occurred after 3 years when entering Japan, and meaningful performance was made only after 5 years. When entering a new market or expanding business, capital and determination to endure at least 5 years are necessary. 3. Crises come periodically and are opportunities for growth It is normal for a big crisis to come every 10 years and a small crisis every 2-3 years. The perspective of converting a crisis into an opportunity for growth and change is important. 4. Leadership's direct participation It is important for the owner/representative to directly participate with a "doing it" attitude. Especially when entering overseas, you must personally lead on-site for at least one week a month. 5. Management centered on dreams and vision The core of sustainable growth is 'dreams' (Dream - Challenge - Keep Going). Selection and focus on dreams, not products, are necessary. 6. Partnership building strategy Clearly communicate to the partner "Why should you handle this product?" and motivation is important. Providing appropriate incentives and decision-making power is the key to a successful partnership. 7. Localization strategy when entering overseas Initially, it was Korean development → localization, but now a shift to local needs → Korean development method is necessary. Flexibility to understand and adapt to market characteristics is needed. 8. Importance of immersion The criterion for selecting a leader is immersion rather than ability. True growth stems from deep immersion in work and vision. * Sometimes I tell people that it will be a service used even when mankind moves to space someday. It was a lecture that was of great help from the perspective of long-term growth, overcoming crises, and pioneering new markets. Let's apply it well to the situation and goals of Soft Landers.

I'm sharing my thoughts after listening to Representative Hong Sang-min's lecture yesterday. It was a time to once again deeply feel that Retention is the core index of startup success. The CAC to attract customers inevitably increases, but it was impressive that as Retention increases, the customer lifetime value is maximized and Monetization is naturally strengthened. In the end, I realized once again that the important thing is to create a structure that can continuously maintain customers. Also, the point that what is important in attracting investment is not simple numbers but story and persuasiveness deeply touched me. Since valuation is essentially a subjective concept, I came to think once again that a clear roadmap and logic to persuade investors are essential. I also realized that I was missing the importance of establishing specific strategies such as Sensitivity Analysis and inflection point prediction. Above all, the saying that the size of the vision determines the movement of the team remains in my memory. In the sense that if the founder sets a small goal, the team members also move passively, but if a larger goal is set, the entire team has no choice but to immerse and grow, I thought that we should take our direction much larger in the future. I am grateful to G&G School for preparing such a good lecture, and I thank Representative Hong Sang-min of Nextrans once again for sharing precious insights.

"I was constantly taking notes today. The point about not having a small dream, especially the comparison between Yuan Shao and Cao Cao, and the idea that working for 'top-tier' value beyond customers (like Samsung Hospital, daycares, foundations) is what makes a top-tier company, resonated with me in a new way. On the flip side, I reflected a lot on whether I am currently doing business or just 'trading,' and whether I still have the mindset of 'settling' everything I have here as I did in the beginning. I realized once again that the essence of business is being absolutely altruistic—giving first and making people fans of me and my company. Thank you for such an informative lecture, Chairman!"

Our Corca has just passed 3 years, so it is a period of reflecting on the past 3 years and making a plan for the next 3 years, which made the words 'Make a 3-year plan' resonate with me. The episode where you won a $6 million export order 'by any means necessary' even though there was no 12-degree printing technology in Korea, or the episode where you selected a business item after touching a memory foam pillow at Costco was very impressive. Like the theme of overcoming hardships and trials, you told us about various hardships and trials and cases of overcoming them; it was a day where my hardships and trials so far seemed small, and I gained the strength to overcome whatever comes in the future. + The part where both of you did a tent business was also interesting personally. I remembered hearing an episode of exporting tents around 1976 when my father, born in '49, was a trading man at Daewoo. It is said that when an American buyer came at the time, they set up 50 tent samples beautifully on Nami Island and won a big order. Like those who were active as export warriors during Korea's rapid growth period, I also made a pledge to create a global company!

"I shared the parts of yesterday's lecture that impressed me with the team this morning. I’ll share them here too :) The wisdom of 'winning by default' without fighting The best strategy in the Art of War is ""to subdue the enemy without fighting (不戰而屈人之兵)."" This doesn't mean avoiding a fight at all costs, but rather creating an overwhelming situation (形勢) so that there is no need to fight. Fight only when you have a winning chance (勝算): Create a situation where you can't help but win, and don't start a fight where the calculations don't result in a win. A leader goes in to 'confirm' victory, not to 'challenge' for it. Avoiding defeat is the priority: You must boldly give up or avoid a fight you will lose. This is a wise judgment, not a target for criticism. The best victory: Winning by default: A victory obtained without consuming resources or anyone getting hurt is the best kind. In achieving our team's goals, it is important to avoid unnecessary friction or exhaustive competition and make the opponent acknowledge us through overwhelming preparation and capability. Securing the initiative: Timing, space, speed You must always fight while holding the initiative. This is summarized by the 'Three-No conditions.' Fight at the place, time, and method I want: We, not the opponent, must hold the initiative of the fight and take the advantageous high ground. Chu-gi-bul-ui (出其不意): Sortie at an unexpected time! You must move as a surprise at a timing others cannot predict. Gong-gi-mu-bi (攻其無備): Attack the empty, unprepared spot! You must accurately identify and target the opponent's weaknesses or gaps. Pung-rim-hwa-san (風林火山): Create unpredictable speed! Move as fast as the wind, stay as quiet as the forest, attack as fiercely as fire, and defend as heavily as a mountain—flexible and unpredictable speed control is necessary. Constantly pursue new markets, new speeds, and new knowledge, and do not fear ""parting with the familiar."" True strategy comes when you approach with desperation, in the spirit of 'breaking the pots and sinking the ships (破釜沈舟).' Vision sharing and strategic thinking for a winning situation Sharing a vision is essential to creating a winning situation. 'Sang-ha-dong-yok-ja-seung (上下同欲者勝),' meaning if everyone dreams the same dream, you can win. The luck of heaven is important, but the geographical conditions of the castle and the harmony of the people (In-hwa) are far more important. Remember the saying, ""One person's dream is just a dream, but our collective dream is reality."" Cultivate a sense of community by making everyone get on the same boat, like 'O-wol-dong-ju' (enemies in the same boat). Strategic thinking for a winning situation must be based on rational judgment. Analyze Do (Vision/Sense of mission), Cheon (External environment/Timing), Ji (Internal capability), Jang (Leader/Talent), and Beop (System) to identify problems and increase the winning rate based on data. If it doesn't work, start anew as if 'creating something from nothing.' The sense of mission—not advancing for fame or retreating for fear of punishment—is important. Jeon-seung-bul-bok: Attitude for sustainable victory Victory in war does not repeat itself. Since war is a never-ending show, the aftermath of victory is important. You must discard previous winning methods and start over. Like 'Byeong-hyeong-sang-su (兵形像水),' the shape of the organization should be like water. Flexibility: Just as water has no fixed shape, the organization must constantly change. Breaking the frame: Do not put a frame on the organization, such as saying 'this is the kind of organization we are.' Sustainable organization: An 'organization that doesn't know what it will do' is a sustainable organization. It can exist only by constantly changing without defining itself."

I've listened to all the lectures at G&G School. It was a precious time that will be a lifelong strength. Especially the life stories of Chairman Lee Yoon-jae and Principal Lee Geum-ryong, who are striving further in the 'business of life' beyond just business, moved me the most. Looking back later, I think I'll remember the precious connections and passions met through this time rather than my achievements. I reflect on my lack of giving and vow to become a person whose life becomes a testimony and who can give to others. Thank you to the team leader, manager, and the board for all the hard work.

It was such a precious lecture today. It was a time to rethink the core value of the company's product from the starting point. Taking this as an opportunity, it seems to have become clear what to aim for in the short, medium, and long term. My confused mind seems to have become much lighter. Thank you for giving me the opportunity to listen to a good lecture!^^

The words that you shouldn't leave founders lonely. A lecture that matched those words so well. It's late evening where tomorrow is awaited with a sense of responsibility and pride.

It wasn't easy for me to follow because my capability was lacking. Still, I felt that it is a part necessary in the future. It felt difficult for me, but I think it would have been useful and practically of great help to the fellow members^^ It was a meaningful lecture that became a new stimulus for me too. Thank you.

There are times when it's hard to leave even a single line of review for a lecture that I can't absorb 100%, but I liked today's lecture so much. It was a lecture that became a very big learning whether applied to the company or the home. When acute stress comes, I will try to develop the ability to solve it quickly and drop the stress, so that it doesn't become chronic stress. I will spread that ability not only to myself but also to the members. Cheers to all our CEOs who live against the basic human desire to avoid loss. Because through effort and consistency, we will be able to overcome limits♡

The last lecture. It was a truly wonderful finale. The firmness hidden within your gentle words made me feel many things. I don't think I'll be able to sleep tonight because I'll be chewing over what you said.

The lecture content was a learning, but the passion of lecturing itself was also a learning. Thank you for sharing. 🙏 Thanks to you, I will challenge without getting tired💪

It was a good opportunity to think about which HR system would suit our organization! I will build an HR system that fits our organization rather than introducing it just because it's famous!

Thank you always for the precious lecture that can reduce trial and error!!

The Chairman's 6-hour lecture today was a truly big learning. Above all, the parts "The strength of an organization is the total sum of thoughts" and "We need talent to whom work can be entrusted rather than talent who is good at work" remain deep in my memory. I resonated more greatly because you clearly organized the points I had personally experienced. Thank you sincerely for sharing your precious words.

The 6-hour passionate lecture was a precious time to deeply reflect on the essence of entrepreneurship and management. I felt it is a direction I must engrave and practice in my future management. Thank you sincerely for sharing your wisdom and experience for such a long time! 🙏

Thank you so much; it was a moment where countless things I've been agonizing over for a while were clearly cleared and realized.

Recalling the representative's three hands: the right hand, the left hand, and 'humility' (Gyeom-son), I will work hard to learn in the future in freshman mode humbly~~

Today, I listened while thinking that if I cloned the principal's voice, put the contents into an AI agent, and listened to the principal's passionate voice again whenever necessary, I would snap out of it haha If permitted, I definitely want to try it later:)

It was such a good time today. Listening to the story of a senior founder who experienced beforehand in Silicon Valley, it was a time where my conviction about the path we are going and how to move forward became clearer! And while talking more in the 2nd session, I felt like my heart was wide open because you empathized that I was right when I talked haha Good night everyone, and if you have any additional questions about AI agents, I will also explain to the fellow members as much as possible🙂

I gained a lot of learning again yesterday. And I also gain learning from the CEOs' reviews. 1. Success is the result of abnormal effort Successful companies are exceptional and require abnormal effort and patience different from others. General approaches only yield general results. 2. Importance of long-term patience Success requires a long time. Jiranji교 worried about monthly salaries for 7 years, the first sales occurred after 3 years when entering Japan, and meaningful performance was made only after 5 years. When entering a new market or expanding business, capital and determination to endure at least 5 years are necessary. 3. Crises come periodically and are opportunities for growth It is normal for a big crisis to come every 10 years and a small crisis every 2-3 years. The perspective of converting a crisis into an opportunity for growth and change is important. 4. Leadership's direct participation It is important for the owner/representative to directly participate with a "doing it" attitude. Especially when entering overseas, you must personally lead on-site for at least one week a month. 5. Management centered on dreams and vision The core of sustainable growth is 'dreams' (Dream - Challenge - Keep Going). Selection and focus on dreams, not products, are necessary. 6. Partnership building strategy Clearly communicate to the partner "Why should you handle this product?" and motivation is important. Providing appropriate incentives and decision-making power is the key to a successful partnership. 7. Localization strategy when entering overseas Initially, it was Korean development → localization, but now a shift to local needs → Korean development method is necessary. Flexibility to understand and adapt to market characteristics is needed. 8. Importance of immersion The criterion for selecting a leader is immersion rather than ability. True growth stems from deep immersion in work and vision. * Sometimes I tell people that it will be a service used even when mankind moves to space someday. It was a lecture that was of great help from the perspective of long-term growth, overcoming crises, and pioneering new markets. Let's apply it well to the situation and goals of Soft Landers.

I'm sharing my thoughts after listening to Representative Hong Sang-min's lecture yesterday. It was a time to once again deeply feel that Retention is the core index of startup success. The CAC to attract customers inevitably increases, but it was impressive that as Retention increases, the customer lifetime value is maximized and Monetization is naturally strengthened. In the end, I realized once again that the important thing is to create a structure that can continuously maintain customers. Also, the point that what is important in attracting investment is not simple numbers but story and persuasiveness deeply touched me. Since valuation is essentially a subjective concept, I came to think once again that a clear roadmap and logic to persuade investors are essential. I also realized that I was missing the importance of establishing specific strategies such as Sensitivity Analysis and inflection point prediction. Above all, the saying that the size of the vision determines the movement of the team remains in my memory. In the sense that if the founder sets a small goal, the team members also move passively, but if a larger goal is set, the entire team has no choice but to immerse and grow, I thought that we should take our direction much larger in the future. I am grateful to G&G School for preparing such a good lecture, and I thank Representative Hong Sang-min of Nextrans once again for sharing precious insights.

"I was constantly taking notes today. The point about not having a small dream, especially the comparison between Yuan Shao and Cao Cao, and the idea that working for 'top-tier' value beyond customers (like Samsung Hospital, daycares, foundations) is what makes a top-tier company, resonated with me in a new way. On the flip side, I reflected a lot on whether I am currently doing business or just 'trading,' and whether I still have the mindset of 'settling' everything I have here as I did in the beginning. I realized once again that the essence of business is being absolutely altruistic—giving first and making people fans of me and my company. Thank you for such an informative lecture, Chairman!"

Our Corca has just passed 3 years, so it is a period of reflecting on the past 3 years and making a plan for the next 3 years, which made the words 'Make a 3-year plan' resonate with me. The episode where you won a $6 million export order 'by any means necessary' even though there was no 12-degree printing technology in Korea, or the episode where you selected a business item after touching a memory foam pillow at Costco was very impressive. Like the theme of overcoming hardships and trials, you told us about various hardships and trials and cases of overcoming them; it was a day where my hardships and trials so far seemed small, and I gained the strength to overcome whatever comes in the future. + The part where both of you did a tent business was also interesting personally. I remembered hearing an episode of exporting tents around 1976 when my father, born in '49, was a trading man at Daewoo. It is said that when an American buyer came at the time, they set up 50 tent samples beautifully on Nami Island and won a big order. Like those who were active as export warriors during Korea's rapid growth period, I also made a pledge to create a global company!

"I shared the parts of yesterday's lecture that impressed me with the team this morning. I’ll share them here too :) The wisdom of 'winning by default' without fighting The best strategy in the Art of War is ""to subdue the enemy without fighting (不戰而屈人之兵)."" This doesn't mean avoiding a fight at all costs, but rather creating an overwhelming situation (形勢) so that there is no need to fight. Fight only when you have a winning chance (勝算): Create a situation where you can't help but win, and don't start a fight where the calculations don't result in a win. A leader goes in to 'confirm' victory, not to 'challenge' for it. Avoiding defeat is the priority: You must boldly give up or avoid a fight you will lose. This is a wise judgment, not a target for criticism. The best victory: Winning by default: A victory obtained without consuming resources or anyone getting hurt is the best kind. In achieving our team's goals, it is important to avoid unnecessary friction or exhaustive competition and make the opponent acknowledge us through overwhelming preparation and capability. Securing the initiative: Timing, space, speed You must always fight while holding the initiative. This is summarized by the 'Three-No conditions.' Fight at the place, time, and method I want: We, not the opponent, must hold the initiative of the fight and take the advantageous high ground. Chu-gi-bul-ui (出其不意): Sortie at an unexpected time! You must move as a surprise at a timing others cannot predict. Gong-gi-mu-bi (攻其無備): Attack the empty, unprepared spot! You must accurately identify and target the opponent's weaknesses or gaps. Pung-rim-hwa-san (風林火山): Create unpredictable speed! Move as fast as the wind, stay as quiet as the forest, attack as fiercely as fire, and defend as heavily as a mountain—flexible and unpredictable speed control is necessary. Constantly pursue new markets, new speeds, and new knowledge, and do not fear ""parting with the familiar."" True strategy comes when you approach with desperation, in the spirit of 'breaking the pots and sinking the ships (破釜沈舟).' Vision sharing and strategic thinking for a winning situation Sharing a vision is essential to creating a winning situation. 'Sang-ha-dong-yok-ja-seung (上下同欲者勝),' meaning if everyone dreams the same dream, you can win. The luck of heaven is important, but the geographical conditions of the castle and the harmony of the people (In-hwa) are far more important. Remember the saying, ""One person's dream is just a dream, but our collective dream is reality."" Cultivate a sense of community by making everyone get on the same boat, like 'O-wol-dong-ju' (enemies in the same boat). Strategic thinking for a winning situation must be based on rational judgment. Analyze Do (Vision/Sense of mission), Cheon (External environment/Timing), Ji (Internal capability), Jang (Leader/Talent), and Beop (System) to identify problems and increase the winning rate based on data. If it doesn't work, start anew as if 'creating something from nothing.' The sense of mission—not advancing for fame or retreating for fear of punishment—is important. Jeon-seung-bul-bok: Attitude for sustainable victory Victory in war does not repeat itself. Since war is a never-ending show, the aftermath of victory is important. You must discard previous winning methods and start over. Like 'Byeong-hyeong-sang-su (兵形像水),' the shape of the organization should be like water. Flexibility: Just as water has no fixed shape, the organization must constantly change. Breaking the frame: Do not put a frame on the organization, such as saying 'this is the kind of organization we are.' Sustainable organization: An 'organization that doesn't know what it will do' is a sustainable organization. It can exist only by constantly changing without defining itself."

I've listened to all the lectures at G&G School. It was a precious time that will be a lifelong strength. Especially the life stories of Chairman Lee Yoon-jae and Principal Lee Geum-ryong, who are striving further in the 'business of life' beyond just business, moved me the most. Looking back later, I think I'll remember the precious connections and passions met through this time rather than my achievements. I reflect on my lack of giving and vow to become a person whose life becomes a testimony and who can give to others. Thank you to the team leader, manager, and the board for all the hard work.

It was such a precious lecture today. It was a time to rethink the core value of the company's product from the starting point. Taking this as an opportunity, it seems to have become clear what to aim for in the short, medium, and long term. My confused mind seems to have become much lighter. Thank you for giving me the opportunity to listen to a good lecture!^^

The words that you shouldn't leave founders lonely. A lecture that matched those words so well. It's late evening where tomorrow is awaited with a sense of responsibility and pride.

It wasn't easy for me to follow because my capability was lacking. Still, I felt that it is a part necessary in the future. It felt difficult for me, but I think it would have been useful and practically of great help to the fellow members^^ It was a meaningful lecture that became a new stimulus for me too. Thank you.

There are times when it's hard to leave even a single line of review for a lecture that I can't absorb 100%, but I liked today's lecture so much. It was a lecture that became a very big learning whether applied to the company or the home. When acute stress comes, I will try to develop the ability to solve it quickly and drop the stress, so that it doesn't become chronic stress. I will spread that ability not only to myself but also to the members. Cheers to all our CEOs who live against the basic human desire to avoid loss. Because through effort and consistency, we will be able to overcome limits♡

The last lecture. It was a truly wonderful finale. The firmness hidden within your gentle words made me feel many things. I don't think I'll be able to sleep tonight because I'll be chewing over what you said.

The lecture content was a learning, but the passion of lecturing itself was also a learning. Thank you for sharing. 🙏 Thanks to you, I will challenge without getting tired💪

It was a good opportunity to think about which HR system would suit our organization! I will build an HR system that fits our organization rather than introducing it just because it's famous!

Thank you always for the precious lecture that can reduce trial and error!!

The Chairman's 6-hour lecture today was a truly big learning. Above all, the parts "The strength of an organization is the total sum of thoughts" and "We need talent to whom work can be entrusted rather than talent who is good at work" remain deep in my memory. I resonated more greatly because you clearly organized the points I had personally experienced. Thank you sincerely for sharing your precious words.

The 6-hour passionate lecture was a precious time to deeply reflect on the essence of entrepreneurship and management. I felt it is a direction I must engrave and practice in my future management. Thank you sincerely for sharing your wisdom and experience for such a long time! 🙏

Thank you so much; it was a moment where countless things I've been agonizing over for a while were clearly cleared and realized.

Recalling the representative's three hands: the right hand, the left hand, and 'humility' (Gyeom-son), I will work hard to learn in the future in freshman mode humbly~~

Today, I listened while thinking that if I cloned the principal's voice, put the contents into an AI agent, and listened to the principal's passionate voice again whenever necessary, I would snap out of it haha If permitted, I definitely want to try it later:)

It was such a good time today. Listening to the story of a senior founder who experienced beforehand in Silicon Valley, it was a time where my conviction about the path we are going and how to move forward became clearer! And while talking more in the 2nd session, I felt like my heart was wide open because you empathized that I was right when I talked haha Good night everyone, and if you have any additional questions about AI agents, I will also explain to the fellow members as much as possible🙂

I gained a lot of learning again yesterday. And I also gain learning from the CEOs' reviews. 1. Success is the result of abnormal effort Successful companies are exceptional and require abnormal effort and patience different from others. General approaches only yield general results. 2. Importance of long-term patience Success requires a long time. Jiranji교 worried about monthly salaries for 7 years, the first sales occurred after 3 years when entering Japan, and meaningful performance was made only after 5 years. When entering a new market or expanding business, capital and determination to endure at least 5 years are necessary. 3. Crises come periodically and are opportunities for growth It is normal for a big crisis to come every 10 years and a small crisis every 2-3 years. The perspective of converting a crisis into an opportunity for growth and change is important. 4. Leadership's direct participation It is important for the owner/representative to directly participate with a "doing it" attitude. Especially when entering overseas, you must personally lead on-site for at least one week a month. 5. Management centered on dreams and vision The core of sustainable growth is 'dreams' (Dream - Challenge - Keep Going). Selection and focus on dreams, not products, are necessary. 6. Partnership building strategy Clearly communicate to the partner "Why should you handle this product?" and motivation is important. Providing appropriate incentives and decision-making power is the key to a successful partnership. 7. Localization strategy when entering overseas Initially, it was Korean development → localization, but now a shift to local needs → Korean development method is necessary. Flexibility to understand and adapt to market characteristics is needed. 8. Importance of immersion The criterion for selecting a leader is immersion rather than ability. True growth stems from deep immersion in work and vision. * Sometimes I tell people that it will be a service used even when mankind moves to space someday. It was a lecture that was of great help from the perspective of long-term growth, overcoming crises, and pioneering new markets. Let's apply it well to the situation and goals of Soft Landers.

I'm sharing my thoughts after listening to Representative Hong Sang-min's lecture yesterday. It was a time to once again deeply feel that Retention is the core index of startup success. The CAC to attract customers inevitably increases, but it was impressive that as Retention increases, the customer lifetime value is maximized and Monetization is naturally strengthened. In the end, I realized once again that the important thing is to create a structure that can continuously maintain customers. Also, the point that what is important in attracting investment is not simple numbers but story and persuasiveness deeply touched me. Since valuation is essentially a subjective concept, I came to think once again that a clear roadmap and logic to persuade investors are essential. I also realized that I was missing the importance of establishing specific strategies such as Sensitivity Analysis and inflection point prediction. Above all, the saying that the size of the vision determines the movement of the team remains in my memory. In the sense that if the founder sets a small goal, the team members also move passively, but if a larger goal is set, the entire team has no choice but to immerse and grow, I thought that we should take our direction much larger in the future. I am grateful to G&G School for preparing such a good lecture, and I thank Representative Hong Sang-min of Nextrans once again for sharing precious insights.

"I was constantly taking notes today. The point about not having a small dream, especially the comparison between Yuan Shao and Cao Cao, and the idea that working for 'top-tier' value beyond customers (like Samsung Hospital, daycares, foundations) is what makes a top-tier company, resonated with me in a new way. On the flip side, I reflected a lot on whether I am currently doing business or just 'trading,' and whether I still have the mindset of 'settling' everything I have here as I did in the beginning. I realized once again that the essence of business is being absolutely altruistic—giving first and making people fans of me and my company. Thank you for such an informative lecture, Chairman!"

Our Corca has just passed 3 years, so it is a period of reflecting on the past 3 years and making a plan for the next 3 years, which made the words 'Make a 3-year plan' resonate with me. The episode where you won a $6 million export order 'by any means necessary' even though there was no 12-degree printing technology in Korea, or the episode where you selected a business item after touching a memory foam pillow at Costco was very impressive. Like the theme of overcoming hardships and trials, you told us about various hardships and trials and cases of overcoming them; it was a day where my hardships and trials so far seemed small, and I gained the strength to overcome whatever comes in the future. + The part where both of you did a tent business was also interesting personally. I remembered hearing an episode of exporting tents around 1976 when my father, born in '49, was a trading man at Daewoo. It is said that when an American buyer came at the time, they set up 50 tent samples beautifully on Nami Island and won a big order. Like those who were active as export warriors during Korea's rapid growth period, I also made a pledge to create a global company!

"I shared the parts of yesterday's lecture that impressed me with the team this morning. I’ll share them here too :) The wisdom of 'winning by default' without fighting The best strategy in the Art of War is ""to subdue the enemy without fighting (不戰而屈人之兵)."" This doesn't mean avoiding a fight at all costs, but rather creating an overwhelming situation (形勢) so that there is no need to fight. Fight only when you have a winning chance (勝算): Create a situation where you can't help but win, and don't start a fight where the calculations don't result in a win. A leader goes in to 'confirm' victory, not to 'challenge' for it. Avoiding defeat is the priority: You must boldly give up or avoid a fight you will lose. This is a wise judgment, not a target for criticism. The best victory: Winning by default: A victory obtained without consuming resources or anyone getting hurt is the best kind. In achieving our team's goals, it is important to avoid unnecessary friction or exhaustive competition and make the opponent acknowledge us through overwhelming preparation and capability. Securing the initiative: Timing, space, speed You must always fight while holding the initiative. This is summarized by the 'Three-No conditions.' Fight at the place, time, and method I want: We, not the opponent, must hold the initiative of the fight and take the advantageous high ground. Chu-gi-bul-ui (出其不意): Sortie at an unexpected time! You must move as a surprise at a timing others cannot predict. Gong-gi-mu-bi (攻其無備): Attack the empty, unprepared spot! You must accurately identify and target the opponent's weaknesses or gaps. Pung-rim-hwa-san (風林火山): Create unpredictable speed! Move as fast as the wind, stay as quiet as the forest, attack as fiercely as fire, and defend as heavily as a mountain—flexible and unpredictable speed control is necessary. Constantly pursue new markets, new speeds, and new knowledge, and do not fear ""parting with the familiar."" True strategy comes when you approach with desperation, in the spirit of 'breaking the pots and sinking the ships (破釜沈舟).' Vision sharing and strategic thinking for a winning situation Sharing a vision is essential to creating a winning situation. 'Sang-ha-dong-yok-ja-seung (上下同欲者勝),' meaning if everyone dreams the same dream, you can win. The luck of heaven is important, but the geographical conditions of the castle and the harmony of the people (In-hwa) are far more important. Remember the saying, ""One person's dream is just a dream, but our collective dream is reality."" Cultivate a sense of community by making everyone get on the same boat, like 'O-wol-dong-ju' (enemies in the same boat). Strategic thinking for a winning situation must be based on rational judgment. Analyze Do (Vision/Sense of mission), Cheon (External environment/Timing), Ji (Internal capability), Jang (Leader/Talent), and Beop (System) to identify problems and increase the winning rate based on data. If it doesn't work, start anew as if 'creating something from nothing.' The sense of mission—not advancing for fame or retreating for fear of punishment—is important. Jeon-seung-bul-bok: Attitude for sustainable victory Victory in war does not repeat itself. Since war is a never-ending show, the aftermath of victory is important. You must discard previous winning methods and start over. Like 'Byeong-hyeong-sang-su (兵形像水),' the shape of the organization should be like water. Flexibility: Just as water has no fixed shape, the organization must constantly change. Breaking the frame: Do not put a frame on the organization, such as saying 'this is the kind of organization we are.' Sustainable organization: An 'organization that doesn't know what it will do' is a sustainable organization. It can exist only by constantly changing without defining itself."

I've listened to all the lectures at G&G School. It was a precious time that will be a lifelong strength. Especially the life stories of Chairman Lee Yoon-jae and Principal Lee Geum-ryong, who are striving further in the 'business of life' beyond just business, moved me the most. Looking back later, I think I'll remember the precious connections and passions met through this time rather than my achievements. I reflect on my lack of giving and vow to become a person whose life becomes a testimony and who can give to others. Thank you to the team leader, manager, and the board for all the hard work.

It was such a precious lecture today. It was a time to rethink the core value of the company's product from the starting point. Taking this as an opportunity, it seems to have become clear what to aim for in the short, medium, and long term. My confused mind seems to have become much lighter. Thank you for giving me the opportunity to listen to a good lecture!^^

The words that you shouldn't leave founders lonely. A lecture that matched those words so well. It's late evening where tomorrow is awaited with a sense of responsibility and pride.

It wasn't easy for me to follow because my capability was lacking. Still, I felt that it is a part necessary in the future. It felt difficult for me, but I think it would have been useful and practically of great help to the fellow members^^ It was a meaningful lecture that became a new stimulus for me too. Thank you.

There are times when it's hard to leave even a single line of review for a lecture that I can't absorb 100%, but I liked today's lecture so much. It was a lecture that became a very big learning whether applied to the company or the home. When acute stress comes, I will try to develop the ability to solve it quickly and drop the stress, so that it doesn't become chronic stress. I will spread that ability not only to myself but also to the members. Cheers to all our CEOs who live against the basic human desire to avoid loss. Because through effort and consistency, we will be able to overcome limits♡

The last lecture. It was a truly wonderful finale. The firmness hidden within your gentle words made me feel many things. I don't think I'll be able to sleep tonight because I'll be chewing over what you said.

The lecture content was a learning, but the passion of lecturing itself was also a learning. Thank you for sharing. 🙏 Thanks to you, I will challenge without getting tired💪

It was a good opportunity to think about which HR system would suit our organization! I will build an HR system that fits our organization rather than introducing it just because it's famous!

Thank you always for the precious lecture that can reduce trial and error!!

The Chairman's 6-hour lecture today was a truly big learning. Above all, the parts "The strength of an organization is the total sum of thoughts" and "We need talent to whom work can be entrusted rather than talent who is good at work" remain deep in my memory. I resonated more greatly because you clearly organized the points I had personally experienced. Thank you sincerely for sharing your precious words.

The 6-hour passionate lecture was a precious time to deeply reflect on the essence of entrepreneurship and management. I felt it is a direction I must engrave and practice in my future management. Thank you sincerely for sharing your wisdom and experience for such a long time! 🙏

Thank you so much; it was a moment where countless things I've been agonizing over for a while were clearly cleared and realized.

Recalling the representative's three hands: the right hand, the left hand, and 'humility' (Gyeom-son), I will work hard to learn in the future in freshman mode humbly~~

Today, I listened while thinking that if I cloned the principal's voice, put the contents into an AI agent, and listened to the principal's passionate voice again whenever necessary, I would snap out of it haha If permitted, I definitely want to try it later:)

It was such a good time today. Listening to the story of a senior founder who experienced beforehand in Silicon Valley, it was a time where my conviction about the path we are going and how to move forward became clearer! And while talking more in the 2nd session, I felt like my heart was wide open because you empathized that I was right when I talked haha Good night everyone, and if you have any additional questions about AI agents, I will also explain to the fellow members as much as possible🙂

I gained a lot of learning again yesterday. And I also gain learning from the CEOs' reviews. 1. Success is the result of abnormal effort Successful companies are exceptional and require abnormal effort and patience different from others. General approaches only yield general results. 2. Importance of long-term patience Success requires a long time. Jiranji교 worried about monthly salaries for 7 years, the first sales occurred after 3 years when entering Japan, and meaningful performance was made only after 5 years. When entering a new market or expanding business, capital and determination to endure at least 5 years are necessary. 3. Crises come periodically and are opportunities for growth It is normal for a big crisis to come every 10 years and a small crisis every 2-3 years. The perspective of converting a crisis into an opportunity for growth and change is important. 4. Leadership's direct participation It is important for the owner/representative to directly participate with a "doing it" attitude. Especially when entering overseas, you must personally lead on-site for at least one week a month. 5. Management centered on dreams and vision The core of sustainable growth is 'dreams' (Dream - Challenge - Keep Going). Selection and focus on dreams, not products, are necessary. 6. Partnership building strategy Clearly communicate to the partner "Why should you handle this product?" and motivation is important. Providing appropriate incentives and decision-making power is the key to a successful partnership. 7. Localization strategy when entering overseas Initially, it was Korean development → localization, but now a shift to local needs → Korean development method is necessary. Flexibility to understand and adapt to market characteristics is needed. 8. Importance of immersion The criterion for selecting a leader is immersion rather than ability. True growth stems from deep immersion in work and vision. * Sometimes I tell people that it will be a service used even when mankind moves to space someday. It was a lecture that was of great help from the perspective of long-term growth, overcoming crises, and pioneering new markets. Let's apply it well to the situation and goals of Soft Landers.

I'm sharing my thoughts after listening to Representative Hong Sang-min's lecture yesterday. It was a time to once again deeply feel that Retention is the core index of startup success. The CAC to attract customers inevitably increases, but it was impressive that as Retention increases, the customer lifetime value is maximized and Monetization is naturally strengthened. In the end, I realized once again that the important thing is to create a structure that can continuously maintain customers. Also, the point that what is important in attracting investment is not simple numbers but story and persuasiveness deeply touched me. Since valuation is essentially a subjective concept, I came to think once again that a clear roadmap and logic to persuade investors are essential. I also realized that I was missing the importance of establishing specific strategies such as Sensitivity Analysis and inflection point prediction. Above all, the saying that the size of the vision determines the movement of the team remains in my memory. In the sense that if the founder sets a small goal, the team members also move passively, but if a larger goal is set, the entire team has no choice but to immerse and grow, I thought that we should take our direction much larger in the future. I am grateful to G&G School for preparing such a good lecture, and I thank Representative Hong Sang-min of Nextrans once again for sharing precious insights.

"I was constantly taking notes today. The point about not having a small dream, especially the comparison between Yuan Shao and Cao Cao, and the idea that working for 'top-tier' value beyond customers (like Samsung Hospital, daycares, foundations) is what makes a top-tier company, resonated with me in a new way. On the flip side, I reflected a lot on whether I am currently doing business or just 'trading,' and whether I still have the mindset of 'settling' everything I have here as I did in the beginning. I realized once again that the essence of business is being absolutely altruistic—giving first and making people fans of me and my company. Thank you for such an informative lecture, Chairman!"

Our Corca has just passed 3 years, so it is a period of reflecting on the past 3 years and making a plan for the next 3 years, which made the words 'Make a 3-year plan' resonate with me. The episode where you won a $6 million export order 'by any means necessary' even though there was no 12-degree printing technology in Korea, or the episode where you selected a business item after touching a memory foam pillow at Costco was very impressive. Like the theme of overcoming hardships and trials, you told us about various hardships and trials and cases of overcoming them; it was a day where my hardships and trials so far seemed small, and I gained the strength to overcome whatever comes in the future. + The part where both of you did a tent business was also interesting personally. I remembered hearing an episode of exporting tents around 1976 when my father, born in '49, was a trading man at Daewoo. It is said that when an American buyer came at the time, they set up 50 tent samples beautifully on Nami Island and won a big order. Like those who were active as export warriors during Korea's rapid growth period, I also made a pledge to create a global company!

"I shared the parts of yesterday's lecture that impressed me with the team this morning. I’ll share them here too :) The wisdom of 'winning by default' without fighting The best strategy in the Art of War is ""to subdue the enemy without fighting (不戰而屈人之兵)."" This doesn't mean avoiding a fight at all costs, but rather creating an overwhelming situation (形勢) so that there is no need to fight. Fight only when you have a winning chance (勝算): Create a situation where you can't help but win, and don't start a fight where the calculations don't result in a win. A leader goes in to 'confirm' victory, not to 'challenge' for it. Avoiding defeat is the priority: You must boldly give up or avoid a fight you will lose. This is a wise judgment, not a target for criticism. The best victory: Winning by default: A victory obtained without consuming resources or anyone getting hurt is the best kind. In achieving our team's goals, it is important to avoid unnecessary friction or exhaustive competition and make the opponent acknowledge us through overwhelming preparation and capability. Securing the initiative: Timing, space, speed You must always fight while holding the initiative. This is summarized by the 'Three-No conditions.' Fight at the place, time, and method I want: We, not the opponent, must hold the initiative of the fight and take the advantageous high ground. Chu-gi-bul-ui (出其不意): Sortie at an unexpected time! You must move as a surprise at a timing others cannot predict. Gong-gi-mu-bi (攻其無備): Attack the empty, unprepared spot! You must accurately identify and target the opponent's weaknesses or gaps. Pung-rim-hwa-san (風林火山): Create unpredictable speed! Move as fast as the wind, stay as quiet as the forest, attack as fiercely as fire, and defend as heavily as a mountain—flexible and unpredictable speed control is necessary. Constantly pursue new markets, new speeds, and new knowledge, and do not fear ""parting with the familiar."" True strategy comes when you approach with desperation, in the spirit of 'breaking the pots and sinking the ships (破釜沈舟).' Vision sharing and strategic thinking for a winning situation Sharing a vision is essential to creating a winning situation. 'Sang-ha-dong-yok-ja-seung (上下同欲者勝),' meaning if everyone dreams the same dream, you can win. The luck of heaven is important, but the geographical conditions of the castle and the harmony of the people (In-hwa) are far more important. Remember the saying, ""One person's dream is just a dream, but our collective dream is reality."" Cultivate a sense of community by making everyone get on the same boat, like 'O-wol-dong-ju' (enemies in the same boat). Strategic thinking for a winning situation must be based on rational judgment. Analyze Do (Vision/Sense of mission), Cheon (External environment/Timing), Ji (Internal capability), Jang (Leader/Talent), and Beop (System) to identify problems and increase the winning rate based on data. If it doesn't work, start anew as if 'creating something from nothing.' The sense of mission—not advancing for fame or retreating for fear of punishment—is important. Jeon-seung-bul-bok: Attitude for sustainable victory Victory in war does not repeat itself. Since war is a never-ending show, the aftermath of victory is important. You must discard previous winning methods and start over. Like 'Byeong-hyeong-sang-su (兵形像水),' the shape of the organization should be like water. Flexibility: Just as water has no fixed shape, the organization must constantly change. Breaking the frame: Do not put a frame on the organization, such as saying 'this is the kind of organization we are.' Sustainable organization: An 'organization that doesn't know what it will do' is a sustainable organization. It can exist only by constantly changing without defining itself."

I've listened to all the lectures at G&G School. It was a precious time that will be a lifelong strength. Especially the life stories of Chairman Lee Yoon-jae and Principal Lee Geum-ryong, who are striving further in the 'business of life' beyond just business, moved me the most. Looking back later, I think I'll remember the precious connections and passions met through this time rather than my achievements. I reflect on my lack of giving and vow to become a person whose life becomes a testimony and who can give to others. Thank you to the team leader, manager, and the board for all the hard work.

It was such a precious lecture today. It was a time to rethink the core value of the company's product from the starting point. Taking this as an opportunity, it seems to have become clear what to aim for in the short, medium, and long term. My confused mind seems to have become much lighter. Thank you for giving me the opportunity to listen to a good lecture!^^

The words that you shouldn't leave founders lonely. A lecture that matched those words so well. It's late evening where tomorrow is awaited with a sense of responsibility and pride.

It wasn't easy for me to follow because my capability was lacking. Still, I felt that it is a part necessary in the future. It felt difficult for me, but I think it would have been useful and practically of great help to the fellow members^^ It was a meaningful lecture that became a new stimulus for me too. Thank you.

There are times when it's hard to leave even a single line of review for a lecture that I can't absorb 100%, but I liked today's lecture so much. It was a lecture that became a very big learning whether applied to the company or the home. When acute stress comes, I will try to develop the ability to solve it quickly and drop the stress, so that it doesn't become chronic stress. I will spread that ability not only to myself but also to the members. Cheers to all our CEOs who live against the basic human desire to avoid loss. Because through effort and consistency, we will be able to overcome limits♡

The last lecture. It was a truly wonderful finale. The firmness hidden within your gentle words made me feel many things. I don't think I'll be able to sleep tonight because I'll be chewing over what you said.

The lecture content was a learning, but the passion of lecturing itself was also a learning. Thank you for sharing. 🙏 Thanks to you, I will challenge without getting tired💪

It was a good opportunity to think about which HR system would suit our organization! I will build an HR system that fits our organization rather than introducing it just because it's famous!

Thank you always for the precious lecture that can reduce trial and error!!

The Chairman's 6-hour lecture today was a truly big learning. Above all, the parts "The strength of an organization is the total sum of thoughts" and "We need talent to whom work can be entrusted rather than talent who is good at work" remain deep in my memory. I resonated more greatly because you clearly organized the points I had personally experienced. Thank you sincerely for sharing your precious words.

The 6-hour passionate lecture was a precious time to deeply reflect on the essence of entrepreneurship and management. I felt it is a direction I must engrave and practice in my future management. Thank you sincerely for sharing your wisdom and experience for such a long time! 🙏

Thank you so much; it was a moment where countless things I've been agonizing over for a while were clearly cleared and realized.

Recalling the representative's three hands: the right hand, the left hand, and 'humility' (Gyeom-son), I will work hard to learn in the future in freshman mode humbly~~

Today, I listened while thinking that if I cloned the principal's voice, put the contents into an AI agent, and listened to the principal's passionate voice again whenever necessary, I would snap out of it haha If permitted, I definitely want to try it later:)

It was such a good time today. Listening to the story of a senior founder who experienced beforehand in Silicon Valley, it was a time where my conviction about the path we are going and how to move forward became clearer! And while talking more in the 2nd session, I felt like my heart was wide open because you empathized that I was right when I talked haha Good night everyone, and if you have any additional questions about AI agents, I will also explain to the fellow members as much as possible🙂

I gained a lot of learning again yesterday. And I also gain learning from the CEOs' reviews. 1. Success is the result of abnormal effort Successful companies are exceptional and require abnormal effort and patience different from others. General approaches only yield general results. 2. Importance of long-term patience Success requires a long time. Jiranji교 worried about monthly salaries for 7 years, the first sales occurred after 3 years when entering Japan, and meaningful performance was made only after 5 years. When entering a new market or expanding business, capital and determination to endure at least 5 years are necessary. 3. Crises come periodically and are opportunities for growth It is normal for a big crisis to come every 10 years and a small crisis every 2-3 years. The perspective of converting a crisis into an opportunity for growth and change is important. 4. Leadership's direct participation It is important for the owner/representative to directly participate with a "doing it" attitude. Especially when entering overseas, you must personally lead on-site for at least one week a month. 5. Management centered on dreams and vision The core of sustainable growth is 'dreams' (Dream - Challenge - Keep Going). Selection and focus on dreams, not products, are necessary. 6. Partnership building strategy Clearly communicate to the partner "Why should you handle this product?" and motivation is important. Providing appropriate incentives and decision-making power is the key to a successful partnership. 7. Localization strategy when entering overseas Initially, it was Korean development → localization, but now a shift to local needs → Korean development method is necessary. Flexibility to understand and adapt to market characteristics is needed. 8. Importance of immersion The criterion for selecting a leader is immersion rather than ability. True growth stems from deep immersion in work and vision. * Sometimes I tell people that it will be a service used even when mankind moves to space someday. It was a lecture that was of great help from the perspective of long-term growth, overcoming crises, and pioneering new markets. Let's apply it well to the situation and goals of Soft Landers.