Once this startup team was mature, he would model its management and implementation on Huawei's corporate structure.
He would keep 70% of the shares for himself and dedicate 20% of the annual profits to domestic charities.
An employee trust would be established to manage the remaining 10% of the shares, directly implementing full employee ownership.
This way, employee compensation would consist of three parts.
First, their regular salaries.
Second, annual profit-sharing.
And third, once the company went public, the appreciation of their stock value.
Of course, the employees would hold virtual shares, granting them rights to profit-sharing but not voting rights.
Gao Yuan would remain the company's de facto controller.
He wouldn't reveal this idea just yet. It could wait until after he had completely weathered the coming siege from the major foreign brands.
