"The future is discerned by a few; the trends are created by the visionary." 

Time remains the ultimate test. 

WE FLY IN ANY WEATHER 2025 

To the Company and All Relevant Business Partners,

Our journey began a decade ago with streetwear brand retail and trade & OEM agency businesses. From 2019, starting from retail terminals to alongside consulting and service-oriented businesses, this approach gradually became the foundation of our core operations as we entered the second phase. However, with the rapid rise of social media, a new ecosystem has emerged, shaped by culturally enriched IPs, iconic celebrity IPs, and influential digital creators. Thus, we are started enter the third phase of our journey in the States, with a strategic focus on Intellectual Property-driven initiatives.

As a business structural engineer with practical experience, I recognized that touching upon the transition between decades marked a pivotal moment—a time when new cultural paradigms began to replace old ones. In 2020, the unexpected pandemic only reinforced this perspective. Those who can organize fragmented information into coherent strategies, operate with efficiency, integrate technology and cutting-edge AI, and balance traditional expertise with innovative thinking will lead the next 20 years.

Following this theory, from 2019 to 2021, we made groundbreaking strides. Through our collaborations with IP licensors and entertainment resource allocation, we discovered that our operational workflows naturally fostered content that could directly create new IPs, rather than relying solely on licensing pre-existing IPs. In addition, we experimented with “legacy IPs” through re-incubation and restructured artist-led businesses, gradually shifting the core business focus toward IP-driven growth initiatives. This led us to define what we call “service-incubation generated added value.” The results were remarkable. 

Beginning in 2022, we applied this tactic to commercial real estate industry, yielding exceptional results. We demonstrated how IP-driven strategies could transform underutilized spaces (what I call “Trash Land”) in prime locations into thriving opportunities, significantly increasing their value with minimal cost. By the summer of 2022, this approach saw unprecedented growth, a testament to the power of innovation and adaptability. Incidentally, this metric tends to perform exceptionally well during periods of economic downturn.

It proved that combining effective content promotion, the operations of a highly valuable industry team, and the unparalleled entertainment and brand resources in the U.S. could unlock the potential of even underutilized spaces.

During the project management process, as resources came from multiple parties intertwining to create and execute a unique project plan, I was pleasantly surprised to find that, as commercial projects expanded, idle real estate unexpectedly began to complement and reinforce IP content while adding value to the IP itself. Of course, this was only noticed by those who directly involved in the process. 

By 2023, even as everyone faced economic headwinds, one of our core pillars—stemming from our regular business operations—consulting and services, enabled us to adapt swiftly to a tightening market. We promptly adjusted our business strategies, analyzing past experiences to develop new approaches: providing agile, effective market solutions for brands and commercial clients adjusting to tighter budgets during economic downturns. 

This was achieved by adopting a multi-dimensional perspective as a “secondary owner,” offering consulting services rooted in this unique role. While this may sound unconventional, it established a new order and an unprecedented system—a “content-driven strategy that enhances both market demand and the dual value of properties and brands, surrounded by immersive scenarios,” tailored to market demands. 

Simply put, through “contributing” the IP licensing and celebrity-experience showcase event integration strategies, we embraced high-value resources with premium pricing to meet market needs, generating new “collaborations” that drove consumer spending. This process is akin to the remixing of a hit song in hip-hop music—a remix that allows fans to fully engage in the experience while consuming the content in a fresh and exciting way. 

Reflecting on our journey, 2019–2023 was a period of foundation-building and model testing. Starting in 2024, we demonstrated resilience and determination to thrive amidst economic uncertainty, while effectively proposing solutions that leveraged the business foundations established in the first and second phases. Despite market constraints over the past year, our team, outstanding resources, and international strategies have enabled us to secure global support and recognition. 

Looking ahead to 2025, the mission is gradually becoming clear: to create a scalable, value-driven business model centered on IP and entertainment, supported by a rich supply chain in Asia and diverse cultural influences worldwide, while integrating the demands of the commercial real estate market. This vision has the potential to reshape the lifestyle, consumption habits, and aesthetic preferences of future generations. Achieving such a great mission requires a team that not only possesses sharp vision and sound judgment but also unwavering dedication, unity, and resilience. This is the type of team that can achieve such an extraordinary goal. 

As part of this journey, also as an investment party and a staunch believer in this vision, I have always admired the strength of this business ambition. However, I’ve come to realize that this journey isn’t for everyone. Differences in mindset—whether among team members or partners —often reveal who is truly aligned with the mission or merely looking to cherry-pick the rewards without genuine contribution. 

I believe that when others isolate you, it shows your strength. When others criticize you, it reflects your ability. There are people around you who cannot see your greatness simply because they are too close to you. Sometimes, they need to take a step back to realize that they’ve been standing next to a giant the whole time. Most people can only think within the limits of their understanding. 

My scope of work is not to convince everyone from every angle—that is not part of daily operations, especially for a team striving toward a great vision. You must stay firm in your beliefs and determine whether you are truly aligned. Therefore, this is why I had to reevaluate whether this business vision aligns with the partnership and make a choice. 

Bill Gates once said, “No enterprise’s safe cycle exceeds eight months—it is either disrupted by external forces or crumbles from within.” This serves as a reminder that our primary responsibility is to protect and strengthen what we’ve built. The strength of an enterprise lies in its people—their dedication, passion, and unshakable resolve. 

The journey of a thousand miles begins with a single step, and the strength of the company lies in its people—their determination, passion, and unwavering resolve. Great achievements are built on the foundation of small, everyday efforts. Cherish every decision-making opportunity, allocate every penny wisely, and use every dollar in the right place. By executing each task with precision and maximizing the impact of every action, we ensure the possibility that our grand vision comes to life. Thus, in the days ahead, each of you carries the weight of a historic mission. 

Hip-hop is supposed to uplift and create, to educate people on a larger level and to make a change. “Real hustlers don’t complain; we always figure that shit out.” 

2015 to 2025— We Fly In Any Weather. 

KreamTheDream