Display Technology

The reliability of commercial displays must be demonstrated every single day after installation

Celia Liang, CEO of Marvel Tech Group Co., Ltd., has often seen displays that overstate their reliability. She shares how to actually build reliable displays that work for the long term.

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Photo: Celia Liang, CEO of Marvel Tech Group.

June 8, 2026 by Digital Signage Today

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Celia Liang, CEO of Marvel Tech Group Co., Ltd., believes that when discussing reliability in the commercial display industry, one cannot rely solely on factory specifications. What truly matters is whether the display can operate stably over the long term after delivery: whether brightness remains within contractual requirements, whether device status can be monitored remotely, whether faults can be detected early and whether customers can operate their networks at lower maintenance costs.

Over the past 16 years, MWE has developed a comprehensive system to address this. It encompasses hardware design, software platforms, supply chain management, and long-term service commitments. Celia notes that a manufacturer's true capabilities are only put to the test after a product leaves the production line: the equipment must remain trustworthy even after three, five, or more years of use.

Please describe your current responsibilities

As CEO of Marvel Tech Group Co., Ltd., I am primarily responsible for three areas: corporate strategy, global operations and organizational development.

At the strategic level, I determine the company's direction, the pace of its development, and how resources are allocated. Medium- and long-term planning, annual operational goals, major investments, financial budgets and profit management all ultimately hinge on these decisions. A manufacturing company cannot focus solely on orders; it must also consider the industry's technological direction, customer needs, and supply chain risks over the coming years.

The second area is global business expansion. Our primary hardware brand, MWE Make Win Easy), covers LCD digital signage, high-brightness outdoor commercial displays, LED billboards, photo booths, 3D scanner system and robotic arm imaging systems. For the photo booth line, MWE hardware engages in a deep strategic partnership with the independent software brand ChackTok to provide integrated hardware and software solutions for interactive imaging operators worldwide.

I spend a significant portion of my day analyzing the market and our customers.

I review internal business data and monitor changes in external competition. We need to assess which customers are expanding, which application scenarios are evolving, and which partnership models are best suited for local markets. At the same time, I am responsible for the company's external relations and brand reputation. For a manufacturing company with a long history of overseas operations, a brand is not just a slogan—it is the impression built through every customer service experience.

The third aspect is organizational development. By the end of 2025, Marvel Tech had over 300 employees. For a manufacturing company of this scale, if the management system cannot keep pace, it becomes difficult to consistently deliver product capabilities. While the CTO is specifically responsible for the direction of technology R&D, I focus more on ensuring the organization runs smoothly: whether departmental goals are aligned, whether talent incentives are effective and whether the team culture supports a long term perspective.

On a typical workday, I might spend the morning in Shenzhen discussing quarterly goals with the management team, sync up with our local U.S. team in Charlotte, North Carolina, on market deployment at noon, and then discuss project proposals with European DOOH operators in the afternoon. This role requires me to constantly switch between different time zones, contexts and levels of detail.

I also frequently remind myself not to get carried away by the day-to-day details. The CEOs most important task ultimately boils down to one question: Are we truly making it easier for our global partners to succeed? This is also what the name MWE constantly reminds us of.

What motivated you to start a company in the digital out-of-home (DOOH) industry?

In 2010, I saw an industry that was growing rapidly but lacked trust.

The commercial display market was expanding at the time, yet value was concentrated in the hands of a few global brands. Many buyers lacked understanding of the supply chain, and the gap between quotations and actual delivery was often tacitly accepted as the industry norm. Following the 2008 financial crisis, clients became more cautious with their budgets and sought greater certainty, yet some market players exploited information asymmetries to shift risks onto buyers.

I recall a trade show in Shenzhen where many spec sheets looked impressive— featuring Grade A panels, high brightness and long lifespan—and everything seemed fine on paper. But I knew full well that many of those products would struggle to deliver on their promises by the following year. Products labeled as Grade A panels might turn out to be Grade B upon disassembly, or even refurbished units that had already been in operation for thousands of hours. Brightness issues were even more insidious. Many manufacturers set brightness levels right at the nominal threshold during production, leaving no margin for error. After six months to a year of natural degradation, the equipment would fall below specifications—and customers relying on these screens for advertising or retail operations were often the last to find out.

My conclusion at the time was simple: the technology was there; the factories were there—what was missing was trust. Without trust, the market is reduced to nothing more than one-off transactions.

That's where the name MWE comes from. "Make Win Easy" is directed at our customers: making it easier for them to succeed. A partner deploying screens across 50 retail locations needs to trust that these devices will still be functional three years down the line. A DOOH operator who can't send a service truck to the site every month needs to know the system will alert them before a screen fails.

So, starting in 2010, whether we were sourcing panels, selecting coatings, deploying sensors or choosing overseas warehouse locations, we were always asking the same question: will this reduce uncertainty in our clients' operations?

Take outdoor brightness as an example. We don't want to just make the numbers look good on paper. Through RDM—our remote operations and maintenance platform, which we internally call the OMC Operation Management Center)—MWE manages the brightness of every outdoor device over the long term. The system detects brightness degradation in real time, dynamically adjusts the backlight, and issues early warnings of anomalies. The brightness commitments outlined in client contracts shouldn't apply only at the moment of shipment—they should hold true three, five, or even more years later.

Today, customers have far greater access to information than in the past. AI search, third-party review platforms, and social media can all quickly verify a company's commitments. For us, this is actually a positive development. The more transparent the market becomes, the easier it is for those who are serious about building quality products over the long term to stand out.

All of your company's products are manufactured in-house. Please discuss your company's approach to supply chain management.

In this industry, it is not uncommon for the contents of a quote to differ from what is actually delivered.

I've seen proposals specifying 3mm aluminum, yet the actual chassis was only 1.5mm thick. This compromises structural strength, wind load resistance, and long-term dimensional stability. I've also seen internal protective components omitted because customers can't see inside the base upon delivery. Even more serious is the issue with display panels—some screens use second-hand panels that have already been in operation for thousands of hours.

This is, of course, cutting corners, but the deeper issue is lack of respect for the customer. Customers purchase screens to generate advertising revenue, rental income, or to enhance the user experience. When equipment shows significant degradation within 12 months, they lose more than just a screen— they lose revenue, customer trust, and confidence in the entire display category. Some customers later switch to LED not because LED is necessarily better suited to their application, but because they've been burned by low quality LCDs.

That is why we view the supply chain as a brand strategy, not merely a procurement strategy.

Panels

MWE commercial products uniformly use industrial-grade Grade A panels from LG Display and BOE, requiring uniform backlighting and factory-certified color consistency. We limit our approved suppliers to top-tier manufacturers, which reduces procurement flexibility and increases costs. However, substandard panels develop color spots, light leakage, or brightness degradation after eight months—the true cost of which is reflected in after-sales service and customer churn.

Outdoor brightness

Many outdoor displays ship with brightness levels that barely meet the rated specifications, leaving no margin for degradation. Both LCD panels and backlight modules degrade over time, and this degradation accelerates in high temperature environments. After one or two years, once brightness falls below the threshold for visibility in direct sunlight, the value of outdoor advertising diminishes.

MWE's approach is to integrate brightness into a long-term operations and maintenance system. Each outdoor unit uploads data on backlight decay curves, panel temperature, and ambient light. The RDM/OMC adjusts backlight power based on real-time conditions: ensuring visibility in bright daylight while reducing power at night or in low-light environments to extend LCD lifespan. When decay deviates from the normal curve, the system issues early warnings and provides the operations team with data for assessment.

We want our customers to purchase a screen that maintains usable brightness throughout its lifecycle, rather than one with merely impressive factory specifications. Based on our project experience, the practice of combining software systems with long-term physical brightness calibration is uncommon in the outdoor LCD sector.

Outdoor construction

The MWE outdoor product line utilizes AkzoNobel outdoor-grade powder coatings. AkzoNobel has long served outdoor infrastructure sectors such as transportation, energy, and heavy industry, and imposes clear agency thresholds and supplier qualification reviews on its authorized distributors—not every factory can directly obtain original industrial-grade outdoor coatings. This restriction itself serves as a quality filter. Outdoor displays are not consumer electronics; they must withstand intense sunlight, rain, temperature fluctuations, dust, and prolonged UV exposure. Coatings, sealing and thermal management must all be designed for real-world deployment environments, rather than optimized for short-term factory testing conditions.

The invisible engineering

Many differences won't be prominently listed in the spec sheet, but customers will notice them after three years of use.

Take this example: An outdoor fully laminated LCD is installed on the exterior wall of a shopping mall in the Middle East. At 2 pm in the summer, with ambient temperatures at 45°C and direct sunlight, the temperature on the inner surface of the LCD glass in a standard design rises rapidly, causing the backlight module to degrade more quickly under high temperature. Within six months to a year, daytime readability drops significantly. Without remote monitoring, operators can only wait for complaints from advertisers or discover the problem during the next inspection routine.

In MWE's system, an active air circulation duct behind the screen operates continuously, keeping the temperature of the LCD inner surface within a safe range. We have been implementing this internal air duct cooling in outdoor fully laminated structures for a long time. According to our industry research, very few manufacturers currently use a similar structure. At the same time, the RDM/OMC records panel temperature, backlight power, brightness curves and power supply status. The system will issue an alert at the first sign of a slight anomaly in the air duct or a deviation from the normal backlight degradation curve.

This approach offers two key benefits. The air duct addresses high temperature issues at the physical level, while RDM/OMC handles monitoring and response at the data level. Integrating both into a single device creates a closed-loop system: the structure first minimizes risks, and the system then continuously monitors, compensates, and issues early warnings.

Combined with the elimination of air gaps achieved through full-lamination technology, this reduces the risk of internal condensation in high-humidity outdoor environments while enhancing contrast and readability under direct sunlight. The result delivered to the customer is an operational system capable of withstanding the high temperatures of the Middle East, the cold of Northern Europe and the rainy seasons of Southeast Asia.

The supply train is not a trifling manner

I have some reservations about the term "supply chain management." A sustainable supply chain is built through long-term collaboration; unilateral price-cutting rarely leads to lasting success.

For many years, the industry has been trapped in a vicious cycle: price-cutting, cutting corners, customer disappointment and the entire product category coming under scrutiny. From the very beginning, we chose a slower path, treating our core suppliers as long-term partners to jointly undertake process improvements, quality control upgrades and green manufacturing initiatives.

Over the past 16 years, MWE's primary focus has been on integrating upstream and downstream operations. Internally, we maintain control over critical manufacturing processes, including tooling, structural design, assembly, quality inspection and testing. Externally, we provide feedback on real-world failure scenarios encountered by customers to our panel, coating, module, sensor and software teams.

Upstream, we have established long-term joint development partnerships with leading panel manufacturers, coating manufacturers, and key module manufacturers—going beyond mere procurement. Real-world failure scenarios from outdoor LCDs serve as input for process optimization.

Downstream, we have established data feedback channels with global DOOH operators and interactive video operators. Real-world operational data from every device on RDM/OMC, in turn, guides improvements to the next generation of products.

The data accumulated from tens of thousands of outdoor devices operating over many years serves as our most valuable basis when discussing process improvements with suppliers. Leading companies should not merely extract profits from the supply chain; they should also drive the elevation of industry standards.

Marvel Tech operates a manufacturing facility spanning over 30,000 square meters, covering mold development, aluminum structure manufacturing and complete unit assembly. Our quality team consists of more than 50 dedicated quality inspectors and quality assurance personnel. The factory is ISO 9001 certified, and our products have obtained mainstream certifications including CE, FCC, RoHS, UL, ETL and LK10.

When we say we control the supply chain, we mean that every step—from raw material intake to final shipment—can be inspected, traced and corrected. This approach is not inexpensive, but the costs of on-site failures, warranty claims and lost customer trust are even higher.

MWE products have been sold in over 150 countries. How do you build this global distribution network?

Globalization is not just about shipping containers to different ports. Delivery is only complete when customers can receive their goods, obtain spare parts and access service locally.

We have now established warehouse and logistics hubs across Europe, the UK, North America, Asia-Pacific, and the Middle East.

In Europe, we have three warehouse hubs in Heusenstamm, Messel, and Pfungstadt, Germany, providing local distribution, spare parts and project-level after-sales support for the European market.

In North America, we have five locations covering California, Illinois, North Carolina and New Jersey, supporting rapid fulfillment for the U.S. market. We also have a local logistics hub in Canada that works in tandem with our U.S. locations to serve the entire North American market.

We have a dedicated logistics hub in Birmingham, U.K., as well as local warehouses in Japan and Australia, supporting local delivery, spare parts supply, and after-sales response, respectively. In the Middle East, we operate a warehouse and service hub in Saudi Arabia to address project delivery and O&M requirements in high-temperature environments across Saudi Arabia and the Gulf region.

A warehouse is just the foundation. What truly gives our customers peace of mind is our 24/7 multilingual remote technical support and the visibility into equipment status provided by the RDM/OMC platform. For DOOH operators managing hundreds of screens across multiple cities, the ability to detect anomalies in advance, diagnose issues remotely, and ensure technicians arrive on-site with the correct spare parts directly impacts profit margins.

Our overseas business accounts for approximately 86% of our annual revenue of $120 million, amounting to roughly $103 million. This proportion has been built up through our long-term delivery, service, and maintenance capabilities.

Which industry trends do you believe are currently overhyped? Why?

I believe much of the broader discussion surrounding artificial intelligence is clearly overheated and even misleading. Among the most concerning trends are the narrative that AI will "completely replace humans" and the blind pursuit of technological myths like "unmanned operations" and "full automation." This hype overlooks several fundamental realities.

First, it confuses "task automation" with "job extinction."Currently, AI can efficiently replace mainly standardized, repetitive "tasks" (such as data organization and basic code generation), but it remains far from capable of handling the situational judgment, complex collaboration, ethical trade-offs and accountability that a complete professional role relies on. For example, AI imaging tools can assist doctors in diagnosis, but they cannot engage in empathetic communication with patients, nor can they assume ultimate responsibility for treatment plans. A McKinsey report also points out that while automation eliminates some jobs, it creates many more new ones; the true transformation is "job restructuring," not "job disappearance."

Second, there is excessive hype surrounding "the technology itself," while the true value of "human-machine collaboration" is overlooked. Many voices deify AI as an independent decision-maker, yet overlook the fact that it remains, at its core, a "cognitive lever." Its value depends entirely on the user's ability to ask the right questions, create innovative application scenarios and possess the execution capabilities to translate data insights into action. For example, AI can generate a hundred architectural designs, but selecting the one that best aligns with community culture, is technically feasible, and possesses a human touch still relies on the comprehensive judgment and value orientation of human designers. The World Economic Forum has also identified analytical thinking, creativity and resilience as the most critical core competencies for the next five years—precisely those qualities that AI struggles to replicate.

Furthermore, the pursuit of "full automation" sometimes runs counter to the fundamental needs of business and society.In certain sectors, there is much talk of "automation," yet such talk overlooks the fact that in service and manufacturing, "human experience," "emotional connection," and "flexibility in responding to emergencies" are the true sources of competitiveness. Customers need not only efficiency but also the feeling of being understood and trusted; production lines require not only standardized operations but also the intuitive adjustments of craftsmen and cross-process innovation. These rely precisely on hands-on skills, situational adaptability and human interaction— not merely the precision of algorithms.

Therefore, I believe that what is currently being overhyped is, in fact, a form of technological determinism lurking behind a "replacement narrative." It creates unnecessary collective anxiety and leads some companies to blindly invest resources in pursuing "cutting-edge technology," while neglecting the fundamental alignment between their organizations and talent.

As businesses, we should focus more on the trend of "human-machine symbiosis"—how to have AI handle repetitive tasks, thereby freeing up human time to delve into areas that AI cannot easily replace: creativity, complex problem-solving, ethical judgment, emotional interaction and hands-on practical skills. Future competitiveness does not lie in how much AI we possess, but in how many talented individuals we have who can effectively utilize AI and possess human depth and cross-disciplinary wisdom.

If I may add a personal observation, I would say: the more technologically noisy the era, the more we must return to trusting and investing in people. Be wary of narratives that attempt to use "full automation" to bypass human growth; the true future belongs to those who know how to use tools, but more importantly, understand why they use them.

Which industry trends do you think deserve more attention?

The topics covered by industry media do not always align with what clients actually prioritize during implementation. I believe three signals are being underestimated.

The market position of LCD is underestimated

Many industry reports focus on OLED and MicroLED, and these technologies certainly have value in specific scenarios. However, when looking at actual deployment volumes, LCD remains highly significant. According to Mordor Intelligence's 2025 report, LCD/LED solutions account for 70.96% of the revenue share in the U.S. digital signage market. Astute Analytica's 2026 report indicates that LCD and LED combined account for approximately 42.5% of the global market. The global LCD digital signage segment is projected to grow at a compound annual growth rate of 11.6% through 2033.

The supply side also tells the story. In 2024, the capacity utilization rates of the 8.5-generation production lines at BOE, AUO, and LG Display all exceeded 85%, collectively producing over 5.9 million commercial-grade LCD panels, with the ex-factory price of 55-inch panels falling below $190.

When looking at individual display metrics alone, OLED is very attractive. However, commercial buyers consider total cost of ownership, operational reliability, high-brightness performance outdoors and the availability of replacement parts five years down the line. In these areas, LCD remains highly competitive.

LCD operations and maintenance are changing

In the past, a small number of outdoor LCD network operators have explored alternative display technologies, not out of preference for the technology itself, but due to high maintenance costs, slow fault resolution, and lack of remote monitoring capabilities. However, after meticulous evaluation, the vast majority of customers realize that the O&M system is the real pain point, not the display technology itself.

In scenarios such as close-up viewing, color uniformity and touch interaction, LCD still holds clear advantages in end-user experience, pixel fineness and software integration. Switching to a different display technology does not automatically solve O&M issues.

AI agents, interactive displays, photo booths, self-service kiosks and smart retail screens are increasingly entering commercial spaces, transforming screens from mere information display devices into user interaction gateways. Multi-touch precision, fine detail at close range, stability under frequent touch and integration with the software ecosystem are all strengths of LCD.

Therefore, the question of whether "LED will completely replace LCD" does not hold true in interactive scenarios. The more practical question is: how can LCD be used for longer, more reliably, and with less hassle?

This is precisely why we continue to invest in RDM/OMC. Since its launch in 2018, RDM/OMC has utilized more than 12 physical sensors per device to monitor backlight status, panel temperature, power parameters and brightness decay curves in real time. Operators can receive alerts before brightness abnormalities occur, schedule maintenance before failures lead to downtime, and complete remote diagnostics before dispatching personnel to the site.

For a DOOH client operating across multiple cities, reducing unnecessary onsite visits by at least 30 50% immediately improves profit margins. This isn't just a concept—it's an immediate cost reduction.

ESG is becoming a cost issue for clients

In the past, when the commercial display industry discussed environmental sustainability, the focus often remained on packaging, certifications or corporate social responsibility reports. However, what clients truly care about is the entire lifecycle of the equipment: whether it is more energy-efficient, more durable, requires less maintenance, and generates less waste.

With the advancement of the EU's CBAM Carbon Border Adjustment Mechanism) and increasingly stringent requirements from North American clients regarding supply chain carbon footprint verification, green manufacturing is shifting from a "nice-to-have" to a "must-have." MWE continues to invest in several key areas.

First is reducing energy consumption. RDM/OMC adjusts operating modes based on ambient light, backlight status and device temperature. Screens do not need to run at full power all the time. Ensuring visibility in bright daylight while reducing unnecessary energy consumption at night or in low-light environments extends LCD lifespan and reduces power consumption.

Second is extending the product lifecycle. For outdoor LCDs, being scrapped after just two or three years is the greatest waste. Reliable panels, structures, coatings, heat dissipation, and remote operation and maintenance can reduce premature replacements.

Third is the reduction of unnecessary on-site visits. Remote diagnostics can minimize repetitive inspections, incorrect spare part dispatches, and unnecessary vehicle travel. For customers operating hundreds of screens, every trip saved translates to reduced time and energy consumption.

Fourth is supporting green energy scenarios. Some outdoor projects are beginning to focus on solar power, low-power operation, and nighttime energy-saving modes. MWE already provides solar-powered outdoor display equipment for such projects and integrates RDM/OMC for energy consumption management.

Fifth is materials and certifications. Our entire product line complies with RoHS; outdoor coatings use low-VOC industrial paint systems; and packaging materials are evolving toward recyclability and reduced plastic use. While these may sound like basic requirements, consistently providing compliance documentation during actual exports and project deliveries is no easy task.

We are also working toward compliance with the EU's Carbon Border Adjustment Mechanism CBAM) by establishing carbon emissions traceability capabilities across panels, aluminum structures, coatings, packaging and transportation. There is no ready-made solution for this; we must proceed step by step. Future competition in the commercial display equipment market will not be determined solely by purchase price, but will also be shaped by total cost of ownership, energy performance, maintainability, and traceability.

What is the one piece of advice you would give to new entrants in this industry?

If I could say only one thing, I would say: Approach customers, products, operations and the market with a sense of reverence.

"A sense of reverence" is difficult to translate into English with a perfect equivalent. I prefer to interpret it as "stewardship": you are not just a passing visitor in this industry; you are entrusted with a part of it. The decisions you make today will appear in your clients' operational reports five years from now and will shape the reputation of the entire product category a decade from now.

Respect for the customer means solving real pain points. Customers care not only about the price at the time of purchase, but also whether the screen can operate reliably outdoors for five years, whether brightness degradation is manageable and whether remote diagnostics are possible if problems arise.

Respect for the product means not cutting corners in areas the customer cannot see. If the thermal design skips a single fan, the panel temperature may remain persistently high in summer; if a product claiming IP65 protection has inadequate sealing, condensation and water ingress may occur during the first heavy rain; if the housing coating uses consumer electronics-grade materials instead of industrial-grade outdoor coatings, it may oxidize, discolor or peel within two years. Customers may not notice these details at the time of purchase, but in the second or third year, these issues will come back to haunt you through warranty claims and damaged brand reputation.

Many new entrants tend to overlook the importance of operations and maintenance. Delivery is not the end; it is the starting point of the customer's operations. Customers must then contend with total cost of ownership, stability, ease of maintenance and response times. Whether the system can detect issues—such as abnormal screen brightness, excessive panel temperatures, or power fluctuations—before they occur determines whether the customer will have peace of mind for years to come.

MWE's solution is RDM. Each outdoor device is equipped with more than 12 physical sensors that continuously upload real-time data on backlight status, panel temperature, power parameters, and brightness decay curves. Our anomaly detection algorithm, deployed in 2018, identifies risks before visible failures occur. Instead of dispatching service vehicles to inspect each unit onsite, operators can first identify which devices require attention through the backend. When on-site visits are necessary, technicians arrive with the correct spare parts.

Respect for the market means understanding that cutting corners not only harms a single customer but also damages the entire product category. If everyone relies on cutthroat competition to do business, it is not just a single company that loses trust, but the entire industry. Customers will turn to alternatives, and overseas markets will also view Chinese suppliers with skepticism.

Commercial display is an industry that can create real value for customers: advertising revenue, rental income, user experience, and urban information outreach. Conversely, the costs seemingly saved by cutting corners will ultimately translate into unnecessary investments of manpower, resources, and opportunity costs in after-sales service, rework, customer dissatisfaction, and brand repair. If we take product development and long-term service seriously, this industry can still grow together. A sense of reverence is not a constraint; it is a fundamental ability to sustain long-term success.

What are your interests and hobbies outside of work?

First is running. I go for a jog almost every other day. I don't focus on speed or distance; instead, I treat it as a form of dynamic meditation. While running, I let go of all distracting thoughts and focus solely on my breathing and rhythm—this concentration actually brings me inner peace. I also often listen to history or business-related audiobooks while running. Exercising my body while engaging my mind is highly efficient and incredibly stress-relieving. When you stick with exercise over the long term, it's not just about building physical strength; it's also about strengthening your willpower.

Second is Chinese dance. Many might view this as a purely artistic pursuit, but for me, it is actually a practice of "cultivating stillness through movement." Rooted in Tai Chi and traditional opera, Chinese dance emphasizes the unity of form, energy and spirit. Every movement requires precise control of strength, and every stretch pushes the body to its limits. Dancing to the melodies of classical music allows me to feel the resonance between my body and the music, while also sensing the spirit of traditional Chinese culture within the rhythm. For me, this is a form of physical cultivation—it teaches me to find balance in movement and to experience stillness within rhythm. In a sense, it is also a discipline for the mind.

Third is gardening. Having grown up in the countryside, I have a natural affinity for the earth and plants. No matter how busy I am now, I always make time to tend to the flowers and plants at home. Gardening is actually quite similar to running a business—you must first loosen the soil, sow the seeds and water them, then wait patiently for them to take root, sprout and bloom. This process cannot be rushed; you can only respect the rhythm of life. Every time I see a new shoot break through the soil or a flower quietly bloom, I am reminded of tranquility, hope and the gifts of nature. It also often reminds me that for anything to endure, the foundation must be solid—and a solid foundation often requires the passage of time to take root.

These three hobbies—one for physical exercise, one for mental cultivation and one for nurturing the spirit—serve as both a respite from my busy life and a way to recalibrate my inner rhythm.

Are you involved in any charitable or public welfare organizations?

I have been actively involved in charitable work for many years. One initiative that has particularly touched me is my participation in a small nonprofit called "Luojia Spring." Founded voluntarily by several Wuhan University alumni, we provide targeted financial support each year to one to three schools in Yunnan province, covering tuition and a portion of living expenses for students in need.

We also assist adults who have lost their ability to care for themselves due to accidents.

Most of these students come from large families, and about 70% of them have parents who are seriously ill or have passed away. Every year, we provide support with our limited resources, and what moves me most is the ongoing feedback we receive about their growth—many of them have gone on to attend their dream universities, chosen their desired majors, and seen visible, positive changes during their lives.

This involvement has also profoundly influenced my thinking as a business leader. I often feel that every colleague in the company carries the hopes of an entire family. Running a business is not merely about striving for commercial goals; it is also about being responsible for the families behind each colleague —they should earn a decent income here and have opportunities for personal growth. And when we step outside the company and face the broader society, this sense of "responsibility" should extend further. To the best of our ability, we should take on more support for the community and society; this is not only a duty but also a way to give back value.

For me, philanthropy is not a one-way act of giving, but a two-way exchange. Through giving, I gain a clearer perspective on the resources and influence I possess, and I am more firmly convinced that whether running a business or engaging in philanthropy, the essence lies in taking concrete actions to bring tangible, positive change to real people.

Is there anything else you'd like to share about yourself or MWE?

I'd like to share the story of how we got to where we are today.

In Shenzhen in 2010, commercial displays were emerging as a clear growth sector. Digital advertising screens began appearing in shopping malls, airports and on the streets, with capital, orders and profits all pouring into the industry. Trade shows were filled with dazzling screens and quotations boasting impressive specifications.

But I saw the other side of the story: trust was being eroded bit by bit.

That year, a European client showed me photos of screens he'd purchased the previous year. In less than 18 months, the brightness had visibly faded; in the summer sun, the advertising content was barely legible. He wasn't angry, just a bit weary as he said, "I don't know who to trust anymore. Everyone's spec sheets look the same, but the screens are different once they're on site."

In that moment, it suddenly became clear to me: this industry isn't short on products; it's short on trust. Without trust, the market will eventually consume itself.

It was around 2012 that "trust" truly became an engineering problem. At that time, the afterglow of the "4 trillion yuan" infrastructure stimulus was still lingering, and a wave of cities began turning the concept of "smart cities" into reality—bus stops, subway exits, government service halls, neighborhood service points—everywhere needed digital display equipment. The Shenzhen Municipal Government was among the earliest to take this step and had the strictest requirements.

MWE participated in the supplier selection process for Shenzhen's smart city project. It was the first time we were thoroughly vetted from start to finish by a client who paid almost no heed to marketing jargon: panels, structure, coatings, supply chain transparency and production systems—every single item was laid out on the table for comparison. We were ultimately selected from a pool of candidates to become one of the suppliers for this wave of smart city infrastructure.

But what left a deeper impression on me was what happened after the project was implemented.

Once the screens were installed throughout the city, the operators quickly ran into the same problem: no one knew which device had failed. The equipment was scattered across the city, with no maintenance system, no status monitoring and no fault alerts. They could only wait for complaints from citizens, rely on management inspections or open the back panels to discover that a screen had been broken for a long time.

This experience became the starting point for our subsequent development of RDM (internally known as OMC, or Operation Management Center).

We realized that no matter how good the hardware is, without a proper operations and maintenance system, we were essentially selling "devices waiting to break." What customers really wanted was to know about risks before problems arose and to resolve issues before they lead to downtime.

At the time, few were willing to tackle this challenge. It required adding sensors to every device, building a data platform, developing algorithms and staffing an operations team. The initial investment was substantial, and the return on investment was slow. Over the course of five or six years, we built the system piece by piece—from sensors and data transmission to algorithmic models and the operations platform.

In 2018, RDM/OMC officially launched, becoming one of the world's first remote operation and maintenance management software solutions specifically designed for the commercial display industry. From that day forward, every MWE outdoor device has been equipped with more than 12 sensors continuously transmitting data. Backlight decay, panel temperature, power fluctuations and display anomalies are all detected, analyzed and flagged by the system in advance. Operators are no longer limited to waiting for complaints; they can now monitor the status of every screen worldwide from their offices.

The hardest part of this journey wasn't the technology, it was the word

"perseverance."

While the entire industry was cutting costs and racing to ship products, we insisted on using industrial-grade panels, AkzoNobel coatings, equipping every unit with sensors and building a remote O&M platform. This made our quotes significantly higher than our competitors'. The sales team often came back to me saying, "Celia, the clients think we're too expensive." Every time, I could only repeat one phrase to the team: "We aren't expensive; we just don't cut corners in areas the client can't see."

The clients who stayed with us still have screens running perfectly three years later, continuing to generate advertising and rental revenue for them. They refer us to their next client, who in turn refers us to even more clients. That's how our reputation was built—one screen at a time.

It was precisely through the accumulation of these projects and long-term investments that Marvel Tech was later recognized as a National High-Tech Enterprise. In 2018, the Shenzhen Municipal Government selected 15 representative innovative companies nationwide for priority support, and Marvel Tech was the only company in the commercial display industry to be included in this group. They invested in our long-term development through an equity stake.

The significance of this investment to us goes far beyond the money on the balance sheet. It signifies that an independent evaluation system has recognized our manufacturing capabilities, ability to innovate, and supply chain transparency. It also gives us the confidence to stick to engineering decisions that may seem more expensive in the short term but demonstrate long-term responsibility to our customers.

The 2020 pandemic presented yet another challenge. Global supply chains were disrupted almost overnight; lead times for critical components became completely unpredictable; factory labor and logistics were unstable; and regular orders came to a sudden halt. During that time, the lights in our office often stayed on late into the night, with everyone asking themselves: "What can we do tomorrow?"

Within weeks, we decided to pivot rapidly, repurposing our existing kiosk and commercial display manufacturing capabilities to create contactless sanitizing self-service terminals—integrating thermal imaging, contactless sanitizer dispensers, and digital signage into a single, rapidly deployable unit. We compressed the timeline significantly, moving from structural design to mass production and international shipping. These devices were later deployed in shopping malls, hospitals, and transportation hubs across several continents.

Later, a European client emailed me to say that the batch of contactless sanitizing terminals at their airport "never missed a beat" during those most challenging months. I've kept that email to this day.

That experience reinforced my conviction: manufacturing capability isn't just proven when things are going smoothly; it's tested by whether you can still deliver under extreme conditions.

As of the end of 2025, Marvel Tech Group Co., Ltd. has over 300 employees, more than 100 R&D engineers, and over 250 patents (including 83 international patents), as well as an ISO 9001-certified production facility spanning over 30,000 square meters. Its warehouse network covers Europe, the UK, North America, the Asia-Pacific region, and the Middle East. Annual revenue is approximately $120 million, with overseas operations accounting for about $103 million and domestic operations for approximately $17 million—meaning overseas business makes up roughly 86% of the total. RDM/OMC monitors approximately 50,000 outdoor LCD devices globally, and the CMS platform connects approximately 75,000 devices. Our products are deployed in over 150 countries and regions.

But to be honest, these figures aren't what I'm most eager to highlight. For me, what matters most is that over the years we've proven one thing: in an industry that has long thrived on information asymmetry, choosing transparency isn't easy—but in the end, customers will always find the partner willing to take responsibility.

Looking ahead, we will continue to invest in reliable hardware, transparent procurement, RDM/OMC remote operations and maintenance, global service networks, green manufacturing, and carbon footprint management systems. We will keep an eye on new technologies, but we won't chase trends just for the sake of concepts; we will continue to focus on cost efficiency, but we won't sacrifice genuine quality for short-term low prices. We will also continue to move forward together with our suppliers, rather than engaging in a race to the bottom.

When evaluating a commercial display brand, one shouldn't just look at how flashy it is at trade shows. What matters more is whether, after five years of use —having withstood torrential rain, blazing sun, sweltering heat, bitter cold, and countless 24-hour shifts—the customer will still say: "Choosing MWE back then was the right decision."

There's no secret to how MWE grew from a small factory to a presence in over 150 countries and regions. It's simply that while many chose to take shortcuts, we chose a path that was slower and longer.

"Make Win Easy"—these four words started out as just a brand name. Over the past 16 years, they've become the way we work every day. Whether it's selecting each panel, determining every coating, conducting remote diagnostics, or discussing manufacturing processes with suppliers late into the night—behind it all lies the same question:

Have we truly made it a little easier for our partners to succeed?

This is also what I'd say to the version of myself from 16 years ago, the one standing at a trade show, confused and angry at a pile of spec sheets filled with false claims. Back then, I had only one simple thought: this industry shouldn't be like this.

Sixteen years later, we're still doing the same thing—gradually restoring it to the way it was meant to be.

Data sources: Mordor Intelligence, "U.S. Digital Signage Market Report 2026

2031"; Astute Analytica, "Digital Signage Market Report 2026"; Futuresource Consulting, "Digital Signage Market Report"; Omdia, Large-Format Display Market Tracker, March 2026.

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MARVEL TECH GROUP CO., LTD.

Make Win Easy

MWE manufactures commercial-grade LCD/LED digital signage for retail, QSR, and DOOH applications. Specializing in IP65-rated outdoor displays (2500-5000 nits), indoor video walls, LED poster displays, and Android-based solutions. Regional stock in USA/Germany. Tier-1 components (Samsung, LG, BOE). Built for reliability.

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