"All corporate strategies are products of their time," Mr. Hu said directly.

Today, China is deepening its high-level opening-up in education and accelerating educational collaboration under the Belt and Road Initiative. Chinese education has moved past the phase of "one-way import" and entered a new stage of "two-way empowerment." As practitioners of private international education, we used to focus on learning and borrowing. Now we have the capability and the need to go global.

"Ray cannot just be satisfied with setting up schools in multiple countries. We need to engage in deeper global operations—bringing Chinese educational ideas out while integrating quality global resources in. "

AI is reshaping the logic of nearly every industry, and education is no exception. Mr. Hu put it simply: "AI is not just a simple upgrade of teaching tools; it requires the education system to actively adapt to the pace of technological development. " Therefore, digital intelligence capability will become the core foundation for cross-border resource coordination and service upgrades.

Version 1.0 established the physical framework of a multi-country presence, but issues like fragmented operations and disconnected resources meant the full value of a "global campus" wasn't realized. Facing parents' increasingly high expectations for educational quality, Mr. Hu admitted: "Global operations combined with digital-intelligent transformation is the path we must take."

From Version 1.0 to 2.0, Mr. Hu outlined four fundamental leaps:

• Management transformation: From "single-headquarters control" to "dual-headquarters synergy." Shanghai sets strategy, strengthens quality, and supplies resources; Singapore manages overseas operations, ensures compliance, and coordinates global expansion—with clear responsibilities and efficient coordination.

• Business transformation: From "scattered presence" to "two-way empowerment." Domestically, we focus on quality improvement and exploring new areas; overseas, we deepen presence in key markets and replicate successful models for stable expansion.

• Capability transformation: From "campus operation capability" to "transnational comprehensive capability." We are building four core capabilities: compliance management, cross-cultural integration, digital-intelligent control, and global resource integration. Mr. Hu stressed this is the foundation for Ray in the 2.0 era.

• Talent upgrade: Innovating the entire chain of attracting, developing, retaining, and deploying core talent in a transnational educational context, leveraging the global campus network to cultivate outstanding global management talent and international teachers.

Looking ahead to the next five years, Ray's strategic actions are clear and determined.

Ray Education Group is formally establishing Shanghai as the Greater China headquarters and Singapore as the global operations center, and plans to release the "Cross-Border Operations Manual." The former focuses on strategy, quality development, curriculum R&D, and domestic business operations. The latter serves as the center for global talent recruitment and development, Singapore-integrated curriculum R&D, operations and supply chain, and global campus business development and branding.

Mr. Hu proposed that the group will continue its "Global Campus Two-Way Integration Schooling Model," implementing an "British brand + local integration" approach for overseas expansion. We will focus on high-growth markets along the Belt and Road: Southeast Asia, the Middle East, and Central Asia, with target countries including Vietnam, Saudi Arabia, Thailand, and Cyprus. The group will add 8-10 K-12 international schools, providing thousands of quality places and achieving significant growth in overseas student numbers.

For overseas campuses, Ray targets mid-to-high net worth families, with local families comprising more than half of enrollment. Schools will offer a K-12 continuous education model, with each campus ideally having 1,200 to 1,500 students. Depending on national education policies, they will offer a dual system of national curriculum alongside Cambridge core curriculum, and also offer IB or A-Level programs.

The business model focuses on brand-light-asset output. Schools will be established by leasing and renovating existing properties, or by acquiring local schools and injecting the Adcote brand and curriculum.

"Every overseas campus should be rooted locally, serve local families, and connect to global resources," Mr. Hu emphasized.

For quality improvement, four key areas are advancing simultaneously: perfecting personalized education services; developing AI-enhanced "smart classroom" teaching models; building elite talent development systems and teaching teams for top universities like Oxbridge and Ivy League schools; and establishing an integrated "management-training-evaluation-research" system.

For diversified expansion, Ray will explore new areas—school management services and pilot programs in silver education (education for the elderly) , exploring lifelong learning.

As Adcote Schools take root in more locations worldwide, Ray students will gain real cross-border collaboration opportunities.

In Kuala Lumpur, Shanghai alumni can collaborate with students from the Malaysia campus on Southeast Asian business projects. Engineers trained at the Japan campus might become partners at tech summits in Tokyo. At the NEOM lab in the new Saudi city, Middle Eastern alumni networks can connect with various resources in the energy sector.

Ray Global Campus is not just about helping students "go global." It also witnesses the gradual rooting of Chinese education enterprises overseas—from brand to standard output, from cultural exchange to value co-creation. This is a true reflection of the globalization journey of Chinese companies.

Through fifteen years of dedication, Ray has grown from a flicker to a torch, thanks to every Ray colleague's commitment and shared effort.

In the next five years, we will fully advance Global Campus 2.0 and look forward to seeing real collaboration and achievements among Ray students across five continents.