Leaving a Stable Career for a Noodle Venture: A Risk That Paid Off

On the surface, it seemed illogical to abandon a lucrative career path at renowned corporations like Disney and Warner Bros. to dive into the noodle business. However, trading the entertainment world for the food industry turned out to be my best decision.

At the age of 34, I held a senior directorial position at Warner Bros, with comfortable perks like a fantastic salary, retirement savings, and complete schedule flexibility.

Having worked with various entertainment giants in Southern California—including Disney and Sony—I translated complex technical language for business departments and even helped set up executive webcams. Meanwhile, my ex-brother-in-law in Taiwan persistently urged me to help introduce A-Sha, a noodle brand he supported, to the American market.

His insistence made me consider the leap. He asked, "What are the odds you'd become CEO at Warner Bros.? Here, you can lead from the start." My mentor echoed this: "You need to make this move." Despite my parents, longtime IBM employees, advising against it, I took the plunge.

Owning a business can consume your existence. I playfully call myself the king of noodles, a jest supported by my team, yet it rings true—rarely am I not contemplating the enterprise. If that level of devotion is not for you, it's wise to reconsider, but for me, the possibilities as a company founder seem boundless, provided you're poised to seize them.

A Journey from the Kitchen to Corporate Consultancy

My initial job was as a line cook at an ice cream parlor during my teens. The intense Friday evenings were overwhelming; I'd often complain to my mom about returning. However, in a month or two, I mastered organizing orders, preparing fries, and shutting out distractions, skills that have kept me poised under stress to date.

At 18, I was assisted by my parents in securing an internship at IBM, examining test scripts for software validation. Discovering a fascination with networking, I incessantly contacted Cisco until securing a summer position there. This resolve was integral to my subsequent achievements.

The early 2000s tech bubble burst changed trajectories. With Cisco halting hiring, I recognized my shortcomings in coding—I even left a Microsoft interview on the spot when coding was required. Consequently, I joined PwC as a consultant that year.

Close client relationships were part and parcel of consultancy. I was often recruited by clients for in-house roles, leading me to a nomadic career across major companies and over a decade at Burbank studios.

Understanding technical intricacies to communicate them for business purposes—be it legal hurdles, scheduling production, governance, or negotiation—was crucial. Dressing in suits set me apart and gained favor with influential executives at Warner Bros.

This was when I realized opportunity is omnipresent if you're prepared to grasp it.

While still employed at Warner Bros., I supported A-Sha part-time for half a year. The noodles' uniqueness captivated me. Encouragement from my mentor and brother-in-law pushed me to commit, despite familial apprehensions.

The Reward of My Entrepreneurial Leap

Our strategy in the U.S. mirrored the resilience of immigrant experiences: balance maintaining your roots while engaging with the new market.

Although A-Sha was not yet a well-known name in America, brands like Hello Kitty were. Thus, when an Olympic licensing chance came in 2020, I seized it, oblivious to royalty logistics. The pandemic prolonged the contract, elevating us to a top licensee status.

This proved that opportunities don't come unaccompanied by readiness.

The COVID era was pivotal for our growth. Years of trying failed to get us into retailers like Costco, but the pandemic's demand for stockpiled goods was our break.

After approval, Costco's request for 20 containers within a month was daunting since our usual yearly output was only three. My business partner always affirmed we'd find a business pathway; he ensured the supply side was primed.

Our output expanded to 20 then 40, peaking at 60 containers monthly for a year and a half, with no shutdowns.

Being equipped has transformed everything. It's less about being smarter than peers but about preparedness. Anticipating questions before they're asked is key.

Over time, I've learned the significant challenge isn't the non-stop work but the weight of responsibility. With over 30 U.S.-based employees and 100 in Taiwan, they look to my decisions.

Thankfully, pressure doesn't faze me—my early days at Swensen's equipped me well.