A MAN OF ACTION, ALWAYS IN THE RACE - Dr Mo Perwaiz & His Team

Airtech Asia Ltd. is a division of Airtech Advanced Materials Group, the largest manufacturer of vacuum bagging and composite tooling materials. Their business focus areas include aerospace, wind energy, marine, automotive, printed circuit board, solar energy and general FRP composites.
 We had the honour to interview Dr Mo Perwaiz, one of the most influential foreign business executives in China, with extensive experience in the high-end manufacturing sector. His long relationship with the country has lasted over 41 years, and he is one of the few foreigners that has personally known the last four top government leaders of China.
Dr Mo Perwaiz has made a personal contribution to society by dedicating his private time to transferring his knowledge to future generations. He has given lectures around the world, and taught management for some of the most renowned US and Chinese universities.

Airtech Group has six locations strategically placed worldwide: three in the USA; two in Europe and one in Asia, located in Tianjin. In 2018 Airtech Asia expanded its facilities in Tianjin to allow more office, warehouse, and manufacturing space to support its growing customer base and business development. The new building has a capacity of almost 50,000 m2, an area equal to 10 soccer fields.
Airtech Asia is part of the Airtech Advanced Materials Group, a leading manufacturer and supplier of vacuum bagging and composite tooling materials. All of their facilities offer technical assistance and are ready to meet their customers’ composite production challenges. 
With nearly 50 years of extrusion experience, Airtech Group has taken the next step into additive manufacturing.

Please tell us a little about your educational and professional history, and how you started your career?

I have an Electrical Engineering degree, an MBA and a PhD in International Management. I also taught Management at the University of Houston, and the students came to visit China regularly every year before the pandemic.

I came first time to China in 1980, after China start opening up in 1978. I was living and working in Germany and I travelled directly from there. My first job in China was VP of International Business Development, and I was responsible for IP transfer of technology. 
In summary, I have worked in 11 countries as head of the company, and I’ve been living in China permanently since 2007.

You have lived in China for a long time. What aspect of China appeals to you the most? 

The aspects that appeal to me the most are the feeling of safety you have here, the quick progress that I have witnessed, the infrastructures built during this period, the great people, and of course, the delicious Chinese dishes.

I also admire the permanent development of policies issued by the government to satisfy people and provide to them with a better quality of life.
However, the most important thing that attracts me is that here, things happen, and happen very fast. Its people and culture are what attract me as well, and the government process of taking decisions and implementing them. No country can compete with China in terms of making things happen.
For example, China is an expert in reverse engineering. They take loads of pictures of every component, and analyse them very carefully. There was easy money in copying, but in the last 4 or 5 years, China took a sharp turn with the new president, and now they focus on innovation. They encourage companies to be innovative in different ways. One way is financially. You don’t need to pay any tax on the money you invest in R&D. 

What made you decide to move to China for work? How did you adapt to the culture of the country?

It was not my decision to move to China. My company asked me to come to work here because I was working in Germany for Mark Controls (later acquired by Crane) and it was easier to get a visa for China.
When I came here, basically, I was married to China. After 38 years working for the same company, and even though I was Chairman of the Board, I decided to leave the company in 2007 and go back with my family to the USA. I thought this would will be my retirement, but during the first two weeks, I received many offers;  one of them was from Airtech, and I took it.

You have travelled and worked all around the world, and you are quoted as saying that it is important to understand and respect local culture, and to learn at least a little of the local language. Could you tell us a little more about that?

One of the successes of my life is my adaptation to countries. Respect for the local culture and language is critical. It is very important that we should understand the local culture and respect their festivals.
Learning the local language helps a lot. In the USA, we talk about a melting pot. China does not require you to be in a melting pot; you can maintain your culture and language, but at the same time, you need to follow the culture and system. China has 56 nationalities and encourages you to maintain your own culture and language, and at the same time follow the national culture.

When you first came to China, it was as Vice President of International Business Development for Technology Transfer of a US-based company. What did that involve?

My first assignment to China was to bring IP of fluid handling from Germany and the USA. My job was to transfer the technology of fluid handling equipment. I was very pleased with my Chinese engineers, because they were quick, innovative learners.
Our biggest issue was not having modern communication equipment like email and phone connections. It was very difficult to communicate with my co-workers overseas.  Transfer of information by mail was painful; there was no fax, no telex. But I had an excellent Chinese team and they performed miracles. The quality of the product that we produced in China, was much better than in the USA and the UK at that time. 

We would love to hear about your journey in becoming the General Manager of Airtech Asia. 

After my 38 years of service in fluid handling products, and be involved in establishing 11 companies in China and later on be in charge of them, I thought I had almost retired. 
Then, I was asked to establish a company related to a composite industry for wind and aerospace. Airtech offered me a job as head of Asia operations. Based on my previous experience, I accepted, and I moved to Tianjin from Beijing. Part of my job was to establish the Airtech Asia from Green field, hire staff, create a team, and do the marketing. I also had to provide training to my team, buy equipment, and receive training, both for myself and staff from the USA, the UK and Luxemburg.

What products and services does Airtech Asia focus on? What does Airtech offer its customers?

We provide technical service and processing materials to wind energy, aerospace, marine, high speed train, unmanned aerial vehicles (UAV) and general composite. Airtech is the biggest composite manufacturing company in the world. All modern passenger planes have over 50% composite materials. We not only provide products to customers but we also provide technical solutions which are different from others.

What do you think are the most important aspects of the Airtech Group?

Airtech Asia is unique company. We don’t just offer product, we provide solutions. The advantage is that we are also a manufacturer. Airtech is a customer-focused company. We go the extra mile to help customers. We have the best on-time delivery to the industry, almost 99%. Most of our sales people maintain connections and solutions for customers. The most important aspect is providing quality products on time and at a reasonable price. We believe in zero defects. Being part of a global team, we have the best of both East and West management systems. Having facilities in four countries, it is easier to provide services globally.

What are the operations that take place here, in Airtech Asia, Tianjin? How does this branch of the company contribute towards achieving the goals of Airtech?

Our operations at Airtech Asia include:

1. We maintain dedicated inventory sources from four units which make 100% on shipment to our special customers.
2. With the IP transfer from other units, we manufacture parts in China to meet global quality standards.
3. We meet the quality standards of Boeing Airbus and Chinese DOD requirements under one roof.
4. Our process and procedures are designed to meet Chinese Standards. 

What does it feel like to work in a subsidiary completely owned by the U.S., and how do you blend the country’s management methods with the Chinese culture?

We are a Chinese manufacturing company. We have implemented a very effective system of manufacturing and service in all global Airtech units. 

Blending East and West culture make everything better. I have had the advantage of working in Germany, the USA, the UK, Brazil, Japan, Norway and China. It helped me to understand the global business culture which makes processes more efficient. 

What are your major responsibilities, and what do you find to be most challenging in your job?

We have established what I called the 3Ps: First, People; second, establishment of Process; third, delivery of Products.
We should excel in service to customers and make a profit at the same time. But we cannot achieve anything without having a safe workplace and quality products. . Our biggest challenge in our business is not just to maintain our market but also to increase our market share through teamwork, innovation, safety, and focus on customers.
We must select the right capital expansion in every project, because a company does not improve if we do not invest in the right direction. Airtech spends a lot of money to develop new projects every year.

What strategies and techniques do you use when implementing plans and making important decisions for the betterment of the company?

Our strategies are simple and workable:1. Care about our employees.2. Care about our customers.3. Care about the environment.4. Stop waste.5. Respect our partners. 
The final result will be a win-win situation for all parties involved in each project.

How do you collaborate with and manage your team in achieving company goals?

For achieving company goals, it is critical to have clear goals with responsibilities and resources. Developing the right resources and creating the right attitude among our employees is very important. All of our employees understand the company goals. For example, safety is the number one goal for Airtech Asia, and after safety comes quality.
I also will say that the key to any company’s success is to have open communication and provide training to the team. 

What significant accomplishments have you achieved during your time with Airtech Asia?

I think the first thing I did was to make this place safe to work in. Safety is the most important. We have had no accidents recorded in the last six years.
We have to make Airtech Asia profitable for the future and achieve consistent success. We also have to continue reducing the structure costs to meet the challenges.
On the other hand, we have to follow the rules and regulations of the country, especially relative to labour and environmental law.

What would be your advice for future business leaders?

During this post pandemic period, my main advice is the same as Churchill’s: Never give up. 
My father use to say to me, “Always stay in the race. If you are not in the race, you will never win.” My father was a professor, and he also used to say: “Get the job done today and don’t wait for tomorrow. Today is the day of action, tomorrow is the day of judgment.”
I also personally would advise them to take care of employees morally and financially. Adopt new technology and innovation, and train them in it. Business models should be clear. 

We would also love to hear a bit more about your personal life. Could you share with us some other details?

After spending more than 41 years in China, China is my second home. I am planning to work in the education sector of China even after my retirement I want to spend more time educating people, especially in how to manage people and how to make companies profitable.

天津埃尔泰克复合材料有限公司是全球最大的真空包装和复合工具材料制造商埃尔泰克先进材料集团的子公司。业务重点领域包括航空航天、风能、船舶、汽车、印刷电路板、太阳能和通用玻璃钢复合材料。

我们有幸采访了在中国最具影响力的外国企业高管之一，在高端制造业领域拥有丰富经验的毛•波威兹博士。他与中国的长期关系已经持续了41多年，他是为数不多的亲自面见中国四位最高政府领导人的外国人之一。
毛•波威兹博士为社会做出了许多个人贡献，他曾在世界各地讲学，并在美国和中国一些最著名的大学教授管理学。
埃尔泰克集团在全球拥有六个战略分布：美国加利福尼亚的亨廷顿海滩和奇诺；美国田纳西州的斯普林菲尔德；卢森堡迪弗丹治；英国的查德顿和中国天津。2018年，埃尔泰克扩大了在天津的建设，为其不断增长的客户群和业务发展提供了更多的办公、仓储和制造空间。这座新建筑的容量接近5万平方米，相当于10个足球场的面积。埃尔泰克所有工厂都提供技术援助，随时准备迎接客户的复合材料生产挑战。凭借近50年的经验，埃尔泰克集团向叠加制造迈出了下一步。

请介绍一下您的教育经历，以及您是如何开始您的职业生涯的？

我拥有电气工程学位、工商管理硕士学位和国际管理博士学位。我还在休斯顿大学教授管理学，在疫情之前，学生们每年都会定期来中国访问。
第一次来中国是在1980年，也就是1978年中国开始开放之后。我当时在德国生活和工作，直接从德国飞往中国。我在中国的第一份工作是国际业务发展副总裁，负责知识产权技术转让。我曾在11个国家担任公司负责人，自2007年以来一直永久居住在中国。
您在中国住了很长时间了，中国哪个方面最吸引您？
最吸引我的是这里的安全感，我亲眼目睹中国的飞速发展，这里伟大的人民、当然还有独特的中国美食。
我也钦佩政府为满足人民的需求，给人民提供更好的生活质量而做不断的努力。但最吸引我的是，中国的政府决策和执行过程很快，这里人民和文化也吸引着我。在制造业方面，没有一个国家可以与中国竞争。例如，中国在逆向工程方面是专家。在过去的四五年里，随着新国家领导人的上任，中国出现了急剧转变，中国鼓励公司以不同的方式创新，其中一种方式是经济上的，比如投资研发是免税的。
是什么让您决定移居中国工作？您是如何适应这个中国文化的？
最初搬到中国不是我的决定，之所以来这里工作，是因为我当时在德国Mark Controls公司工作(后来被Crane收购)，去中国办理签证更容易。当我来这里的时候，基本上是嫁给了中国。在为同一家公司工作了38年后，尽管我是董事会主席，我还是在2007年决定离开公司，和家人回到美国。原以为我将开始退休生活，但在最初的两周里我收到了很多工作邀请，其中一份来自埃尔泰克亚洲，于是我接受了。
您曾在世界各地旅行和工作过，您曾说过，了解和尊重当地文化、学习当地语言是很重要的。能介绍一下吗？
我一生中最成功的事情之一就是对不同国家的适应，了解和尊重当地文化和语言以及尊重的节日至关重要。在美国，我们谈论的是大融合，中国并不要求你处于大融合中，你可以保持你的文化和语言，但同时你需要尊重文化和制度。中国有56个民族，鼓励大家保持自己的文化和语言，同时尊重民族文化。
您第一次来中国时，是作为一家美国公司负责技术转让的国际业务副总裁。这涉及到什么？

我来中国的第一个任务是从德国和美国引进流体处理知识产权，我的工作是转让流体处理设备的技术。我对我的中国工程师非常满意，他们学得很快，很有创新精神。我们最大的问题是没有像电子邮件和电话这样的现代通讯设备，海外的同事交流非常困难。传递信息很痛苦，没有传真和电传，但我有一支优秀的中国团队，他们创造了奇迹。我们在中国生产的产品质量比当时美国和英国的要好得多。
我们很想听听您成为埃尔泰克亚洲总经理的经历。
在流体处理产品服务了38年之后，我在中国参与了11家公司的创建以及运营，我以为我几乎要退休了。然后，我受邀成立一家与风能和航空航天复合材料行业相关的公司埃尔泰克，它为我提供了一份亚洲业务负责人的工作，于是我从北京搬到了天津。我的部分工作是从绿地创建埃尔泰克亚洲公司，招聘员工，组建团队，并进行营销。还需要培训我的团队，购买设备，并接受培训，包括为我自己和来自美国、英国和卢森堡的员工提供培训。
埃尔泰克亚洲公司专注于哪些产品和服务？为客户提供什么？
我们为风能、航空航天、船舶、高速列车、无人机和通用复合材料提供技术服务和加工材料。埃尔泰克是世界上最大的复合材料制造公司，所有现代客机都有50%以上的复合材料。我们不仅为客户提供产品，还提供与众不同的技术解决方案。
您认为埃尔泰克集团最重要的方面是什么？
埃尔泰克亚洲是一家独一无二的公司。我们不仅仅提供产品，还提供解决方案。优势在于我们也是一家制造商。埃尔泰克是一家以客户为中心的公司，我们不遗余力地帮助顾客。我们拥有业内最好的准时送货率，几乎99%。我们的大多数销售人员都为客户维护联系和解决方案，最重要的是按时以合理的价格提供高质量的产品。我们相信零缺陷。作为全球团队的一部分，我们拥有东西方最好的管理体系。在四个国家都有分布，在全球范围内提供服务变得更容易。
您的主要职责是什么？您觉得在工作中最具挑战性的是什么？
我们已经建立了我所说的3P：第一，人；第二，流程的建立；第三，产品的交付。我们应该在为客户服务的同时实现盈利。但是，如果没有安全的工作场所和高质量的产品，我们就不可能取得任何成就。我们业务中最大的挑战不仅是维持市场，而且要通过团队合作、创新、安全和关注客户来增加市场份额。我们必须在每个项目中选择正确的资本扩张，如果不朝着正确的方向投资，公司就不会改善。埃尔泰克集团每年都要花费大量资金开发新项目。
埃尔泰克亚洲公司在天津有哪些业务？公司的这一分支机构对实现埃尔泰克集团的目标有何贡献？

我们在埃尔泰克亚洲的业务包括：
1.我们从四个单位保留专门的库存来源，这些库存在发货时100%提供给我们的特殊客户。2.通过从其他单位转让IP，我们在中国制造零部件，以满足全球质量标准。3.我们在同一标准下满足波音空客的质量标准和中国国防部的要求。4.我们的流程和程序旨在满足中国标准。
在一家美国拥有的全资子公司工作是什么感觉，您如何将美国的管理方式与中国文化融合在一起？
我们是一家中国制造公司。我们在全球所有的埃尔泰克部门实施了一套非常有效的制造和服务系统。
融合东西方文化会让一切变得更好。我有在德国、美国、英国、巴西、日本、挪威和中国工作过的优势，这帮助我理解了全球商业文化，这种文化使工作流程更有效率。
为了公司的发展，您实施计划和做出重要决策时会使用什么策略和技巧？
我们的战略简单可行：关心我们的员工，关心我们的客户，关心环境，停止浪费，尊重我们的合作伙伴。最终的结果将是参与每个项目的各方都将是共赢的局面。

在实现公司目标的过程中，您如何与您的团队协作并对其进行管理？

要实现公司目标，关键是要有明确的目标和责任和资源。在我们的员工中开发正确的资源和创造正确的态度是非常重要的。我们所有的员工都了解公司的目标。例如，安全是埃尔泰克亚洲的第一目标，安全之后才是质量，我也要说，任何公司成功的关键都是开放的沟通和对团队的培训。
您在埃尔泰克亚洲公司工作期间取得了哪些重大成就？
我想第一件事就是安全，安全是最重要的。过去六年，我们没有任何意外发生，我们必须令埃尔泰克亚洲在未来盈利，并不断取得成功。我们还必须继续降低结构成本，以迎接挑战。另一方面，我们必须遵守国家的规章制度，特别是有关劳工和环境法的规定。
您对未来的商界领袖有什么建议？
在大流行后期，我的主要建议与丘吉尔的一样：永远不要放弃。我父亲过去常对我说，“永远留在赛场上。如果你不参加比赛，你永远赢不了”。我父亲是一名教授，他也常说：“不要把今天的工作等到明天。今天是行动的日子，明天是审判的日子”。我个人也会建议他们在道德上和经济上照顾好员工。采用新技术和创新，并对他们进行培训，应该有清晰的商业模式。
我们也很想多听听您的工作之外的生活，可以和我们分享一些细节吗？
在中国生活了41年，中国是我的第二故乡。我计划退休后在中国的教育部门工作，我想花更多的时间在教育上，特别是在如何管理员工和如何让公司盈利方面。

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