Su Yehao's trip to Silicon Valley was motivated by a few things.

First, he wanted to scout out various companies, but there was an even more important matter at hand.

He summoned the head of 5S Asset Management's North American branch to personally explain his decision to launch a new guaranteed wealth management product.

In the short term.

Su Yehao would raise approximately eight billion U.S. dollars at a compound annual interest rate of 5% to 6%, using shares of Xiangjiang Microelectronics Group, Google shares, and the like as collateral to reassure investors.

His potential profits would come from profit sharing.

The portion exceeding the agreed-upon interest would be divided into three tiers – 15%, 25%, and 35% – between the client and 5S Asset Management. The guaranteed rate of return would vary depending on the chosen split.

For example, a client choosing the 15% profit split might receive a guaranteed interest rate of around 5.5%, while choosing the 25% tier might leave them with only 5.2%.

This wealth management product would only target large private enterprises, listed companies, multinational corporations, and the like, and would not be circulated on the open market.

While emphasizing security, Su Yehao appeared to hand control to his clients, but in reality, he only cared about the additional profits.

The reason he was in such a hurry to raise money from outside sources was that the seeds of a wealth feast had quietly begun to sprout.

News recently arrived from the mainland that the banking, insurance, securities, and other financial industries were likely to experience significant changes in the short term.

In this era.

Many experts believed that instead of rushing to fulfill the conditions agreed upon for joining the WTO in the coming years – namely, gradually lifting restrictions on foreign banks entering the mainland financial market five years after accession – it would be better to transfer some equity first, allowing for a small-scale adaptation to the early entry of foreign banks.

Some hoped to create conditions for qualified mainland bank stocks to be listed and circulated through joint-stock reforms, thereby promoting the development of the banking industry.

At the same time, they wanted to learn from the advanced management experience of foreign banks, improve the recognition of the mainland financial industry in overseas capital markets, accelerate the pace of overseas financing and listing, and stimulate the mainland economy by rescuing the banking industry.

This was an opportunity involving trillions in profits.

Su Yehao didn't think there was a problem with raising foreign capital, but he knew very well that the value of many assets was currently severely undervalued.

Speaking of the predicament of the mainland banking industry, it is necessary to mention the enterprise reforms of the 1990s.

A group of companies originally relied on financial support from the government, living comfortably day after day.

Later, they began to be responsible for their own profits and losses, and immediately fell into trouble, desperately borrowing money from banks to survive. After exploiting the government, they exploited the banks, but because their foundations were too weak, they were unable to repay the loans.

As a result, the banks were dragged down.

The rate of non-performing loans was higher than the last, and there was no hope of recovery. This led to a situation a few years ago where banks were on the verge of bankruptcy and were forced to divest trillions of non-performing assets.

By June of 2004, the major banks had gotten rid of their bad debt burdens and began to move forward with lighter loads. However, they also faced some problems, such as a shortage of funds, a lack of trust from international investors, and a relatively backward management system.

In this case, foreign capital became the catfish in the bucket, with the opportunity to stimulate the sardines in the bucket, that is, those banks, to actively improve. Some experts even said that the mainland economy could only survive if the banks survived.

5S Asset Management could indeed raise some funds from the mainland market, but those funds could not effectively connect the domestic and international markets. Even if it could get a share, the scale would be limited and would not make much of a splash.

Su Yehao himself could also pledge loans and squeeze out a few billion dollars without much trouble.

However, this financing also took into account the introduction of advanced management experience. His personal side was not particularly qualified. If he waved a big flag and brought in a group of Fortune 500 companies, then the meaning would be different.

Out of consideration for improving its own competitive advantages, Su Yehao had the idea of binding a group of multinational corporations and overseas listed companies. At that time, in the name of 5S Asset Management's North American branch, it would do its best to seize more shares in the banking industry's financing process.

It was already certain that this group of clients would make a fortune.

At the very least, there would be a sizable piece of cake that would fall into Su Yehao's own pocket, instead of being taken away for nothing.

Using other people's capital to make money for himself was obviously another empty-glove trick.

A risk-free product secured by other assets would undoubtedly be very popular once it was launched on the market.

Su Yehao brought in the head of 5S Asset Management's North American branch and emphasized setting thresholds when screening clients, preferably prioritizing financial companies listed among the Fortune 500.

Considering that the four major banks maintained cooperative relationships with him and were also shareholders of 5S International Financial Investment Bank, there were definitely advantages.

When 5S International Financial Investment Bank was established, Su Yehao laid the groundwork by naming the four major banks and several other financial companies as targets for attracting investment.

Others thought he was trying to increase his influence, but in reality, Su Yehao had already considered the possibility of financing and becoming a shareholder of the four major banks at that time.

There was nothing to say about the product itself. With Su Yehao's golden brand, there was no shortage of interested customers.

At the end of this month, Ping An Group, which mainly engaged in the insurance business, would be the first to land on the Hong Kong Stock Exchange, with a total fundraising of 13 billion Hong Kong dollars expected.

The total subscription amount had already exceeded several times, and there was no problem with a successful listing. The issue price was temporarily set at around eleven Hong Kong dollars per share.

5S Asset Management's mainland branch had purchased shares in Ping An Group and currently held approximately 6% of the original shares, which would be subject to a three-year lock-up period after listing.

Including the shares held by 5S Asset Management's mainland branch, the proportion of H shares and foreign capital in Ping An Group after listing was expected to be as high as 42%, which was obviously another bargain for others.

Especially HSBC. When it financed Ping An Group in 2002, the purchase price was relatively cheap. It spent 600 million U.S. dollars to acquire 10% of the shares, and then gradually increased its holdings.

Su Yehao couldn't say for sure about the short-term trend after the listing, but from a long-term perspective, Ping An Group was still very worthy of investment.

A group of small and medium-sized banks in the mainland were successively listed, and the four major banks were estimated to be fast approaching.

Multinational groups, including HSBC, Standard Chartered, Citibank, and Temasek, were particularly active in snapping up mainland financial and insurance assets. When he had spare money, Su Yehao felt it was necessary to repurchase some of them as soon as possible...

Vera stood him up, and Su Yehao didn't find it very interesting to stay in Silicon Valley.

Things that could be discussed face-to-face could often be discussed over the phone, and if that didn't work, video conferencing software could be used.

Now, Yanwenzi Group's online video technology was much more mature than the first-generation test version and had been integrated into the iCQ and tvt chat software.

In order to adapt to the social environment in Europe and the United States, social interaction was separated from work.

The product director of Yanwenzi Group also planned a video conferencing product specifically for office use, which was roughly similar to the DingTalk that Su Yehao was familiar with, integrating text messaging and voice call functions.

The original week-long itinerary was shortened to four days, and Su Yehao took Zhao Yimeng, who was hitching a ride, back to Casino overnight.

Saying she didn't dare to provoke him.

On the way back, Zhao Yimeng was so angry with him that she reached out to pinch Su Yehao, but Su Yehao grabbed her hand.

The two of them struggled, one trying to break free and the other refusing to let go, which could barely be considered a disguised form of holding hands for several minutes. It looked quite childish.

Su Yehao was a seasoned veteran and didn't think anything of it.

Zhao Yimeng's heart, however, felt as if deer were colliding, because her palms were sweating too much. In the end, Su Yehao even despised her, and seriously asked her if she had kidney deficiency...