“For the past 30 years, Taiwan’s businesses have thrived globally by being ‘faster and cheaper’,” says Bella Wang, CEO of the Taiwan Digital Enterprise Alliance (TDEA). “But now the rules of the game have changed. Carbon regulations have arrived, values are being redefined, and trust must be rebuilt. Upgrading alone is no longer enough—you must also answer the question, ‘Who am I?’”

“Many people treat ESG like homework, but it’s actually the beginning of redefining a company’s reason for being,” Wang explains, her tone urgent. “The Business Transformation Institute 2.0 was born from this context.”

What exactly is the Business Transformation Institute 2.0?

“It’s not just an upgraded MBA program,” Wang clarifies. “It’s an industry logic redesign project.” Transitioning from a simple “learning platform” to an ecosystem that drives “collective action,” companies are no longer just coming to learn, but to act—and to do so together.

She pauses, as if organizing a crucial thought. “True sustainability isn’t just about survival,” she says, her voice firm. “It’s about redefining the roles and influence our generation of entrepreneurs should bear.” She adds: “The future of industry doesn’t belong to those who are merely ‘good at adapting.’ It belongs to those who dare to redesign themselves.”

Not Just Learning, but Redefining “Who Am I”

From the very beginning, the Business Transformation Institute never intended to compromise. It wasn’t designed to solve the immediate operational challenges of a single business, but rather to tackle an entire generation’s anxiety around industrial transformation. Here, there’s no place for “rookie entrepreneurs” or “heirs waiting to take over.” Its true goal is to serve those at the crossroads of continuity and reinvention—some choose to break away and create their own stories, while others choose to stay within family businesses but aim to turn everything upside down.

The former are the “first-generation creators,” and the latter are the “second-generation creators,” but at their core, they share the same drive: an unwillingness to settle for the status quo. Their common thread isn’t age, capital, or industry; it’s a deep restlessness—a dissatisfaction with the present and a vision for the future. That’s why the Alliance is nothing like the “training programs” you might imagine:

“We don’t teach you how to win; we ask you if you’re willing to redefine yourself.” That’s the provocative challenge Bella Wang, Executive Director, delivered during a closed-door discussion. She said, “Learning strategy is easy, but learning to design the right problems is the real skill. Only when the problem is defined by yourself can the solution truly be powerful.”

Then came the Business Transformation Institute 2.0. This wasn’t just an upgrade—it was a complete redesign. The original “mentor accompaniment” model was too gentle; the new model evolved into a “co-learning task force” that transcends generations, disciplines, and hierarchies. Strategy design? Check. Practical simulations? Check. On-site business diagnostics? Check. But even more important are the “off-the-curriculum” elements: deep conversations over private dinners, strategic matchmaking with international alliances. The Alliance is no longer just a training base for corporate transformation; it’s an “action-oriented industrial accelerator” that dives straight into the heart of enterprise operations:

“True sustainability isn’t just about whether you can survive—it’s about whether this era deems you worthy of staying.” Bella Wang sees transformation as a cultural consciousness reshaping, not just a technical maneuver. “When a company can articulate its own sustainability language and make its own value commitments,” she adds, “it’s no longer just ‘continuing’—it’s creating a new meaning for the next decade.”

Bangkok’s Late-Night Business Miracle: When Trust Becomes Collaboration

In early 2025, in Bangkok, a group of teachers and students from the Business Transformation Institute originally just went for a study tour. Unexpectedly, during a few late-night dinners and impromptu discussions, they unintentionally gave birth to an international travel agency called “Accomy.”

This wasn’t a long-planned startup, but a business collaboration sparked by trust. Throne Property’s resources in Thailand and Vietnam, combined with Singapore’s Accomy technology platform, created a disruptive corporate travel solution. From booking flights and hotels to expense management, permission control, and financial settlement, the process became fully cloud-based and intelligent, significantly reducing labor costs and operational friction, enabling even small and medium-sized enterprises to “gracefully” participate in cross-border market operations.

But the highlight wasn’t just another new startup. The key was that its “generative logic” was completely different. In the past, entrepreneurship often centered around “individual heroism,” but now it’s about “collective trust networks,” and that’s exactly what makes the Business Transformation Institute’s platform so unique.

“It wasn’t that some mentor gave an instruction, or that a student came up with a brilliant idea,” Bella Wang recalled those Bangkok nights, her eyes gleaming. “It was just that in the course of chatting, we suddenly realized: we could collaborate, and even create something far greater than what any of us could have achieved on our own.”

The same magic also happened at Wanbao Marketing. Originally a brand planning company focusing on local events and street culture, they saw an opportunity with 3×3 basketball being included in the Olympics. But the key wasn’t just catching the opportunity—it was redefining their role.

From being “event organizers” to becoming “urban culture reshapers,” Wanbao Marketing started collaborating with local governments, using sports to rewrite the brand narrative of city culture and recreate urban identity.

Can traditional consulting firms teach that kind of mindset shift? Can standardized courses produce that? Impossible.

Metastar Airlines is even more audacious. They directly target the private mobility market for Asia’s wealthiest individuals, integrating a network of private airports, high-end customized itineraries, and corporate charter solutions, building an entirely new “aerial lifestyle chain.”

They’re not aiming to challenge traditional airlines, but rather to fill a highly fragmented and underserved regional aviation market, offering a corporate solution from Taiwan. Even more crucially, they have the full support of the Business Transformation Institute ecosystem behind them—from business model analysis, potential user introductions, to holistic strategy mentorship and development. This isn’t a capital-intensive burn battle; it’s a competition of ecosystem integration.

Accomy, Wanbao Marketing, and Metastar Airlines may seem like three separate stories, but they actually share the same logic behind the scenes: they’re not driven by isolated resources but born from a network of trust. “We’re not just helping them start businesses; we’re enabling them to see each other’s value,” said Bella Wang. She firmly believes that real transformation doesn’t rely on systems or technology alone but on turning trust into a manageable asset.

“It’s only when collaboration is built on trust that it won’t devolve into short-term transactions; only business models that emerge from authentic dialogue can survive market trends and policy cycles,” Bella emphasized. “The real value of the Business Transformation Institute is not just in training but in creating consensus—a genuine platform for generating shared understanding.”

Don’t Fight Alone! Let the World Understand Taiwan’s Sustainable Language

“Everyone is talking about technology upgrades and management innovation, but the real challenge is not there; it lies in redefining oneself within the global context.” So what’s TDEA’s solution? A dual-core operating system—one to guide the mind and one to guide the hands.

“Zero⁺ College” handles the strategic foundation: digital optimization, carbon accounting, and decarbonization management; while the “Business Transformation Institute” focuses on practical implementation: organizational restructuring, business model innovation, and cross-sector alliances.

“We want to teach companies how to speak their own sustainability language,” Bella Wang vividly explained. “You need to be able to converse with the supply chain, the international market, and policymakers. Only when others understand your sustainability language can true transformation begin.” She calls this “reconstructing the sustainability context.”

“Sustainability is not just about KPIs or reports—it’s a language,” she emphasized repeatedly, and this has gradually become a collective consensus among all platform members. TDEA’s support ecosystem isn’t meant to stay only in Taiwan; it’s meant to become a globally recognized Taiwanese solution. Under Bella’s leadership, TDEA plans to establish substantive engagement with Japanese local governments, launching hands-on dialogues and exchanges for the new generation of entrepreneurs. At the same time, it’s proactively entering the Dubai, Singapore, and ASEAN markets, laying the groundwork for collaboration with local governments, businesses, and accelerator organizations.

This is not traditional investment promotion or a solo run by individual companies—it’s a conscious collective expansion, aiming to redefine the rules of international collaboration. In this endeavor, Bella calls on companies to stop passively following the supply chain and instead to proactively choose trusted partners and build new regional alliances.

“It’s not just TSMC or Foxconn that can go global—small businesses, if united properly, can be just as influential,” Bella said warmly and firmly. “What we’re doing is making sure that those who are still hesitant know: you are not alone.”

“Not being alone” isn’t just a comforting slogan—it’s a tangible, systematic safety net. Bella believes that in an increasingly volatile and risky global economic order, companies that know they have someone to help design carbon reduction strategies, adjust business models, translate market languages, and even find cross-border counterparts won’t be left at the mercy of reality. Instead, they’ll have the space to redefine their place in the world.

Bella Wang: True Transformation Is Not a Solo Journey, but a Collective Walk

The “Business Transformation Institute 2.0” is not just a course, nor is it merely a matchmaking platform—it is a collective, evolving action design. It tailors a path of co-learning, co-feeling, and co-creating for Taiwan’s industries: companies no longer just see each other; they begin to truly understand one another and choose to move forward together.

Here, companies are no longer passive learners but become co-creators of transformation narratives. Through hands-on learning, resource sharing, cultural dialogues, and trust-building, they transform “sustainability” from a slogan into an internal language; “innovation” is no longer just technological upgrades but is embedded in the DNA of the enterprise.

Behind this transformation stands TDEA as a key driver. Under the leadership of Executive Director Bella Wang, TDEA is building an action-based ecosystem that is both thoughtfully designed and supportive, redefining how enterprises face growth and transformation.

From the institutional strengthening of “Zero⁺ College” to the collaborative learning incubator of the “Business Transformation Institute”; from domestic industry-government-academia partnerships to international expansion in ASEAN, Japan, and Dubai; from internal organizational renewal to rebuilding trust across entire industry value chains—TDEA is mapping out a new, sustainable economic blueprint for Taiwan.

Looking ahead, this action blueprint will become even more multidimensional. Bella Wang put it this way: “Our role is not to act as agents, consultants, or simply answer-givers. What we do is create a space where people can think about the future together, and we’re willing to walk that path with them.” This is not an easy road. It has no standard procedures, no set models, and no one to lead from the front. It requires a group of people who trust one another, who are willing to explore together—making mistakes, learning, and moving forward along the way.

Bella Wang chose to stand on this road not to lead, but to accompany. She never claims to have all the answers, nor does she attempt to design the endpoint. What she does is facilitate conversations, bring people together, and give trust a chance to take root. What TDEA designs is never a shortcut, but a path that can truly be walked—a path that begins in Taiwan, looks to the future, and allows the world to see us as we see ourselves, enabling us to walk our own unique path.

Bella Wang firmly believes: “We don’t provide ready-made answers; we work with businesses to design futures that have not yet been spoken, even those that have yet to be imagined. Because we believe the most important thing is not knowing how to walk the path, but being willing to walk it together. It’s okay to go slowly, and it’s okay if it’s tough—but we can no longer walk alone. That is the reason TDEA exists: to make this path less lonely, so Taiwan’s industries have the chance to walk their own collective journey.”

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The post ESG is Not Just a Box to Tick, but a Re-definition of Our Value! Bella Wang, CEO of TDEA: A Quiet Revolution is Transforming Taiwanese Enterprises first appeared on The Icons.

“As time progressed and technology advanced, global business activities increased day by day. More companies and high-end travelers began considering the use of private jets due to the unparalleled convenience they offered, avoiding the hassle and wait times associated with commercial flights, and allowing passengers to fly according to their own schedules.”

Entering the 21st century, even though the market gradually opened up, the use of private jet services remained largely confined to the upper echelons and business magnates. The high entry barriers and operational costs made it difficult for widespread adoption. Additionally, only a few companies controlled the majority of the market share, leading to less competition and naturally high prices.

“This situation has the potential to change, which is precisely what Metastar Airlines is diligently working on. In our vision, the private jet industry will emerge from Asia, allowing more people to participate in and benefit from its services, marking a new chapter in global aviation history,” stated the founder and CEO of Taiwan-based Metastar Airlines in an interview with《The Icons》. His team is committed to transforming the operational model of the private aviation industry:

“Metastar Airlines is shifting the business and travel market for private jets from an exclusive luxury for the wealthy to an ideal choice for all entrepreneurs. As ‘gentle disruptors,’ we are gradually creating a new landscape in the private jet market. This cannot be achieved with drastic measures but through multi-faceted operations involving capital management, resource integration, education, and even policy communication. In my eyes, we see a little bit of change every day!”

Hiroshi: The Private Jet Market Should Not Be Monopolized!

Under Hiroshi’s strategic leadership, Metastar Airlines boldly drives innovation in the private aviation industry, utilizing a platform-based operational model and a shared economy system. This approach allows entrepreneurs to enjoy the most cost-effective flying time and resource sharing, resulting in more efficient and flexible flying experiences.

Hiroshi earnestly stated, “The private jet market should not be monopolized. Our goal is to break this old pattern and allow more people to enjoy personalized and customized private flight services.” In Hiroshi’s vision, the transformation of the private jet industry will create a new horizon for the aviation sector. Metastar Airlines is actively collaborating with travel agencies, business entities, and governments across the Asia-Pacific region to build an innovative private flight ecosystem. This ecosystem not only provides flight services but also encompasses flight training, technical support, and aviation safety, aiming to deliver seamless flight solutions to customers.

“Through these collaborations, Metastar Airlines aims to integrate resources, enhance service efficiency, and ultimately reduce costs for consumers. We are creating a new business model to make private aviation services more accessible.”

Hiroshi’s Unconventional Aviation Dream: Building a One-Stop Platform

Before entering the aviation industry, Hiroshi managed a traditional manufacturing factory, accumulating over twenty years of operational and management experience. During the pandemic, he returned to Taiwan and encountered a flight school, which ignited his passion for flying. After obtaining the relevant licenses, Hiroshi decided to further expand his aviation dreams.

Hiroshi confidently stated, “Taiwan’s aviation market is very closed, with the private jet sector monopolized by a few companies, making it necessary to establish a company or find a custodian to buy an aircraft. To break this pattern, I decided to use my resources to create a platform-based aviation company.” As a result, he took immediate action and founded Metastar Airlines with the goal of opening up the private jet market and providing customers with more flexible and efficient flying experiences.

Currently, Metastar Airlines has successfully expanded its business scope to include not only private jet services but also business travel and professional sightseeing tours, offering customers a diverse range of flight options. Metastar Airlines aims to be an innovator in Taiwan’s traditional aviation sector, redefining the standards of private aviation through continuous iteration and excellent customer service, making it a symbol of efficiency, convenience, and luxury.

“Our goal is to provide those with flying dreams the support and resources they need to achieve their aviation goals. Furthermore, we aim to advance the aviation industry ecosystem, not just in terms of technology or services, but by creating a sustainable, mutually beneficial aviation network that benefits the entire industry and society, thus ushering in a new era for aviation.”

Worry-Free Aircraft Purchase: Annual Maintenance Costs Close to “Zero”

Hiroshi is Revolutionizing the Private Aviation Industry in Asia.Metastar Airlines allows entrepreneurs to fly globally in the most cost-effective way, even purchasing aircraft, and making optimal use of flight time. For example, the company helps clients plan aircraft operation times and has introduced the concept of “flight time sharing.” When clients are not using their aircraft, Metastar Airlines helps sell the flight time, bringing additional income to the clients.

“This is the advantage of the sharing economy. Because private jet users have more flexible schedules, entrepreneurs and travel enthusiasts can enjoy the convenience of private flying at the lowest cost and even earn extra income. When they are not flying, their aircraft are still generating revenue. We manage the aircraft for our clients so they can enjoy the flight without worrying about pilots, maintenance, and leasing issues. Everything is taken care of by us,” said Hiroshi. Metastar Airlines offers a one-stop service, assisting clients throughout the entire process from aircraft selection, purchase, to operation.

“We are not just a platform; we are a shared economic system. This model breaks the traditional exclusive model, allowing more people to enjoy flying. It also relieves private flying clients from concerns about aircraft maintenance, upkeep, and management, reducing operational burdens and improving resource utilization efficiency. This also increases the aircraft’s usage efficiency, promoting sustainability!” This model also allows more new users to experience private flying, lowering the entry barriers and expanding the market.

Hiroshi stated that “flight time sharing” is not just about economic savings but represents a redefinition of flight freedom. This freedom is no longer the privilege of a few but a dream that everyone can reach:

“With the rise of the sharing economy globally, this model has the potential to completely change how people view and use private flying. Perhaps, on the surface, it seems like a sharing economy based on time, but there is profound wisdom in it. This strategic move will inevitably involve more industries and allow more people to soar the skies on private jets!”

Establishing a New Business Aviation Hub in Asia

Hiroshi, who is revolutionizing the aviation industry, has already set a milestone. Based in Taiwan with its excellent geographic location, he is transforming Metastar Airlines into a flight hub for the Asia-Pacific region. This allows more entrepreneurs, business people, and aviation enthusiasts from various countries to flexibly dispatch private jets to meet the rapidly changing business and travel demands within the Asia-Pacific region.

Through strategic alliances with the travel industry and business institutions, Metastar Airlines can provide private flight services to various destinations across Asia. It also promotes the concept of “flight time sharing” throughout the Asia-Pacific region and even the global market.

“Currently, we are establishing an aviation alliance in the Asia-Pacific region. This not only reduces flight costs but also integrates resources, quickly connecting industrial resources from various countries and allowing private jets to become drivers of mutual prosperity,” Hiroshi said. With his vision recognized and supported by various governments and the tourism industry, Metastar Airlines continues to explore more flight destinations, expanding its service range worldwide in a short period.

At this moment, Metastar Airlines aims to become a leader in the private aviation sector in the Asia-Pacific region and globally: “My vision is to use Taiwan’s excellent geographic location as a foundation to establish a comprehensive global aviation network that connects business centers worldwide, providing efficient and convenient flight services for international business people. From now to the foreseeable future, Metastar Airlines will continue to lead innovation with its core values and goals, expanding new business areas and markets to build a globally trusted private aviation brand.”

The Sustainable Future of Aviation Should Be Rooted in Education

“In the aviation industry, it is essential to have a sense of sentiment. Whether from the perspective of sustainability or industry development, one must look far ahead and have a solid foundation. In my view, education is something that cannot be overlooked.”

Metastar Airlines is also collaborating with various universities to cultivate pilots and maintenance technicians, ensuring a future supply of talent for the aviation industry. “We all hope this industry can provide a better quality of life for the next generation and lay a better foundation for future humanity on sustainability issues. Therefore, in addition to technical skills, giving young students a high-level perspective on the industry and an international outlook for the future is essential.”

Hiroshi is concerned about the next generation’s involvement in the future of the aviation industry and hopes to bring the dream of aviation to children in remote areas. For example, in a public welfare camp activity in Fuxing Township, Taoyuan, he personally led the children of Baleng Elementary School to learn about aircraft. “It’s not just about broadening horizons and sparking interest; I hope to plant the seeds of aviation dreams for their future. One day, any one of them might become a future leader in this industry!” When it comes to young students, Hiroshi is undoubtedly a “gentle guide.” In contrast, when reforming the private jet industry, he returns to the role of a “gentle disruptor,” showing determination while maintaining his sentiments.

“We are ‘gentle disruptors,’ aiming to break the boundaries of this industry, elevate its dimensions, bring more industries into cooperative development, involve more talent, and allow more people to enjoy the value of private jets.” Hiroshi believes that every effort by Metastar Airlines will blossom and bear fruit with the industry’s development. It will attract more like-minded and dedicated partners to join in, making the Asian private jet market more prosperous and establishing a leading position in the global market.

Under Hiroshi’s leadership, Metastar Airlines is likely to become a new benchmark for private aviation in the Asia-Pacific region. “This is just the beginning! I believe that private jets will become more popular in the near future, and the vision for the entire aviation industry will soon be rewritten into an exciting new chapter!”

Metastar Airlines and TDEA Business Transformation Institute Join Forces to Lead the Way

Recently, Hiroshi also participated in the “Business Transformation Institute” established by the Taiwan Digital Enterprise Association (TDEA). This institute is designed as a transformation accelerator for Taiwanese companies, aiming to blend tradition with innovation, helping businesses find new growth momentum during crucial moments of succession and transformation.

Here, new-generation entrepreneurs are encouraged to leverage internal and external entrepreneurial experiences and resources, supplemented by the infusion of funds and resources, to support the integration and development of the “first generation” and the “second generation” of innovators. Through this model, the institute not only serves as a growth platform for new-generation entrepreneurs but also acts as an amplifier of innovative thinking, guiding companies to find their unique path to transformation during changes.

“The private jet service industry, though not a new business model in the country, is a unique sector with a new blue ocean and is currently in the budding and growing stage. We have an excellent hybrid team, integrating youthful innovation with experienced stability. In addition to internal capabilities, Metastar also needs external forces, as introduced by the institute: ‘If you can walk with the strong, you have the opportunity to see the forthcoming new explosion point.’ Currently, Metastar is steadily laying the groundwork, waiting for the opportunity to leap forward explosively!”

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The post Hiroshi, Founder of Metastar Airlines: I am a “Gentle Disruptor”, Innovating Private Jet Services and Reshaping the Asia-Pacific Hub! first appeared on The Icons.