How has your 2025 been? As the founder of Infini, post-00s Christian frankly expresses his wish for it to quickly pass. For a Fintech startup that has only been established for a year, whether it's experiencing a trust crisis caused by a hack or facing the choice of transformation that requires tearing down old answers by hand, these are not just simple twists of fate.
Three years back in time, the Christian of 2022 was still a typical crypto Degen, obsessed with NFTs, later delving into DeFi, memes, where emotions fluctuated with the market, relying on intuition and gut feeling for judgment. It was an era of daring to take the plunge, where storytelling ran ahead of risk management, and growth obscured too many details. However, when he truly started working—from product development, asset management to payment pathways—the industry's feedback changed. The harsh reality that a single incident could reset one's credibility made Christian realize that trust, not efficiency, is the most precious in finance.
The financial enlightenment of Christian's generation was almost entirely fed by products: from QR code payments to passwordless deductions, from installment payments with a click to touch-and-go transactions, the golden age of Fintech has lowered the financial entry barriers and made smoothness the default. However, as they started their entrepreneurial journey, the industry underwent a climate change. Many entrepreneurs of the previous generation first grew their businesses with dividends before catching up, while this generation often learns on the go.
Therefore, this dialogue discusses not only the path of a product or a company but also a closer-to-the-present image of an entrepreneur: in an era where fees are getting thinner, channels are becoming more selective, and compliance is increasingly resembling a time cost, what truly drives a business forward is the experiential value that can be cashed in over the long term.
Finance is not just a game for the "old guards"; the new market needs to retain the ambition of young people while learning to toughen at the most fragile points. 2025 will be forever remembered by Christian because starting from this year, Infini and he truly entered the core of the business of finance, where not only speed matters but also endurance for slowness and pain.
· The greater opportunity may not only lie in B2B cross-border settlements but in scenes closer to where transactions occur. How to enable the new generation of entrepreneurs to receive payments and manage funds more conveniently, how to target the global market at the inception of the business, is the imminent realization of the stablecoin's value.
· 真正難被抄的是一家公司的核心，你怎麼對待客戶、怎麼服務客戶，尤其是你是否真正重視客戶的資產，願不願意在客戶有問題的時候 24 小時響應。現在很多產品功能差異沒那麼大，更快的迭代，更精心打磨的用戶體驗，更及時的響應和耐心反而是決定性的。
· 好的創業者要有捨棄的勇氣，哪怕業務當時做得還不錯，但如果它無法在我期望的時間裡帶我們達到目標，就應該帶團隊去找更值得投入的方向。
· 與其只給一個看起來更好的資產管理產品，不如讓用戶真正理解風險，不要把信任押在任何單一標的或機構上，至少要保持獨立判斷。
· 真正讓產品和團隊脫穎而出的，往往在細節裡，產品的每個細節、每一句文案、每個設計元素、每項功能背後的實現方式，這些都會反過來決定產品最終長成什麼樣。
· 創業公司層級越多、政治越重，越會拖垮效率和交付。每個人都會犯錯，我自己也會，我願意承認。但更重要的是看到問題要敢說，別因為顧慮就沉默，否則最後影響的是整個團隊的目標。
以下為專訪全部內容：
動察：你之前說自己一路順風順水，但當你的劫以 5000 萬美元的形式砸下來時，你第一反應是什麼？
Christian：我當時第一反應肯定是震驚，大腦有點空白，在想這種事怎麼會發生在我頭上。前不久剛看到類似的事件，我們還特意關注過，沒想到下一個輪到自己。
但很快我意識到接下來只有兩種結局，要麼把問題解決、扛過去，帶著團隊繼續往前走；要麼處理不好，對大多數人來說基本就是 game over。
後面的結果大家也看到了，好在我們扛過來了，甚至三四月份之後增長反而更順利了。這就是我當時最真實的反應，沒有想
