Ms. Luu Bao Huong, Chairwoman of GG Corporation: Logic guides, the heart drives

For the Chairwoman of GG Corporation, a high-quality lifestyle is not defined by luxury. It means knowing how to choose and create meaningful time and space for one’s physical, mental, and emotional wellbeing. Once people understand that, they can gradually overcome their own limits and improve how they live.

CHOOSING EXCELLENCE, CHOOSING THE HEART

What criteria do you use to select outstanding Vietnamese figures for GG Corporation’s Living Heritage project?

I apply three main criteria. First, they must be accomplished abroad and recognized globally, like Niels Lan Doky or Associate Professor Phan Toàn Thắng. They are acknowledged by international communities in their fields, not self-proclaimed. I learn from them as teachers. Accessing figures like them also demonstrates to younger generations that you should go global first, then return to contribute to your homeland and family.

The second element is maturity. For the inaugural season, I chose the baby boomer generation, those who directly witnessed the historical, economic, and social transformations of both Vietnam and the world, and many of whom succeeded across different cultures.

The final criterion is heart. These individuals have achieved immensely, yet remain devoted to the community.

The project prioritizes their rarely told stories, along with lesser-seen aspects such as the introspective processes behind decisions that shaped their lives. We call these “slices of the inner mind.” My goal is to surface visionary thinking and actionable lessons, almost like the formulas of a masterclass.

The current book under the Living Heritage project only reveals part of the content. We are finalizing a “self-help” edition to publish soon in both English and Vietnamese, distributed globally on Amazon.

What was special about the process of reaching out to and working with these individuals? What stands out most to you from the first season?

The collaboration went smoothly because GG Corporation gravitates toward people with deep conviction. A few were difficult to reach initially, but once they understood the project, they were extremely supportive.

Our editorial approach draws on Carl Jung’s modern psychology, asking with sincerity, so answers come from the heart, peeling away the persona of success, fame or prestige. Therefore, the figures found the questions unusually intriguing: deceptively simple yet unexpectedly profound. Our editorial team also learned immensely, even re-questioning life and self after each dialogue.

The Immersed jazz concert took place on November 15, 2025, at GEM Center.

A small but encouraging example was from pianist Niels Lan Doky, the central figure of the Immersed concert on November 15, 2025 at GEM Center. Normally, meeting world-class artists requires booking a year in advance. But after understanding the project, he agreed despite having only four months to prepare. He flew from New York to Ho Chi Minh City for the show and could only remain in Vietnam for about a day and a half before continuing his schedule. His participation speaks volumes about his support for the project.

“FOUR TO KEEP, SIX TO GIVE” - A PHILOSOPHY FOR THE LONG GAME

Following The Universal Within and the Immersed jazz concert in Ho Chi Minh City, do you foresee longer-term collaborations with these figures, potentially through exhibitions or museums, as a way to lay down lasting heritage for future generations?

The philosophy behind the project emphasizes harmonizing Western logic with Eastern emotional intelligence. Critical thinking is crucial, helping readers analyze issues deeply before deciding. Living Heritage is designed with a long-term horizon, much like how major corporations study 5-10-year future scenarios to identify sustainable inflection points and transformative decisions.

Financially, the project does not depend on large budgets. Instead, its strength comes from the heart and persistence of those involved, qualities more valuable than money and often beyond price.

Human and cultural heritage projects typically require vast resources and may take centuries. Have you thought about who will steward the project when you can no longer continue or are no longer present?

We already have a leadership team engaged. Before starting anything, I ask whether it can go the distance and whether there are like-minded partners who can learn and challenge each other. For this project, or any business, multiple viewpoints are essential.

I resonate deeply with Li Ka-shing’s philosophy. He advised his son not to fight for the largest share in every negotiation, but instead to choose the “four for us, six for them” approach. When you are willing to keep four parts and let others take six, many will join you. That is win-win cooperation and long-term vision. Success is built not only on logic and calculation, but also on heart.

THE FOUR PILLARS

Investors typically choose only one or two pillars. Why did you choose to develop all four pillars of a high-quality lifestyle simultaneously?

In reality, GG Corporation’s businesses advance step by step and target a specific customer segment: those who pursue wellbeing, value health and experience, and aspire to a life prosperous materially and fulfilled spiritually.

I set four criteria for any business model:

Value/Price: offerings must be appropriately priced for the value delivered.
Space: the experience requires the right physical environment.
Professionalism: standards must be upheld end-to-end.
Serenity: customers must gain a sense of inner calm.

From left: People’s Artist Bùi Công Duy; Associate Professor - Doctor - Physician Phan Toàn Thắng; pianist and composer Niels Lan Doky; composer Quốc Trung; and director Phạm Hoàng Nam.

Executing all four pillars requires robust resources. How do you organize them?

Ultimately, businesses must generate profit to sustain heritage projects like Living Heritage. Our business areas are operating stably, so external capital has not yet been necessary. In this entire ecosystem, financial resources account for only about 30%; the remaining 70% comes from human experience and effort.

Our distinguished contributors support the project with heart, passion, and often at remarkably reasonable cost. Without such alignment, an event like ours could easily cost several million USD. With Living Heritage, partners feel they are contributing to something that transmits value, not merely generating revenue.

There is also a network of individuals who have already achieved financial success and recognition, and at this stage of their lives they want to contribute to the next generation. Working with such a like-minded network has given our team a very positive source of support and tremendous learning opportunities.

Beyond automobiles, GG Corporation is investing in wellbeing and wellness at reasonable cost, a relatively new concept. How do you approach this?

We choose machinery and technology vetted internationally. Cars must be excellent; technology must meet global standards. In longevity sciences, for example, we use FDA-approved technologies with proven impact on long-term health issues.

Customers have already spent immense time and money experimenting elsewhere, so giving them a faster path with scientifically validated results creates true “high value for money.” Regardless of customer segment, we focus on refinement, professionalism and credibility to achieve the best outcomes.

Are you concerned that once the model succeeds, it may face competition or price disruption?

I’m optimistic. Markets are organic, broad and constantly shifting. No one can monopolize everything, especially as Vietnam ages rapidly and demand for health increases, creating countless niches no single business can own.

The key is building one’s own “barriers to entry”, a core value difficult to replicate. When others imitate you, it simply means you have already moved on. GG Corporation’s story is always evolving, so what others copy is often outdated by the time they adopt it.

In business, to stand still is to fall behind. Instead of fearing competition, I focus on what we are doing, and what we will do in the next 3-4 years. More entrants signal a growing market, forcing industries to keep moving.

LOGIC AND THE HEART

A business with four pillars must be profitable, while heritage projects are contributions to the future. If either falters, could they cancel each other out?

I see them as complementary, not contradictory. Without profitable business, heritage cannot be sustained. Conversely, heritage projects clarify the purpose of business. In the early stages before the heritage fund is self-sustaining, GG Corporation covers all costs.

For me, the essence of business is the union of logic and the heart. Critical thinking filters ideas and strategies, but the heart creates the energy to care and to persevere. Positive energy then returns, nourishing both business and heritage.

How do you cultivate the spiritual energy to do both business and social projects simultaneously?

Logic and critical thinking are the foundation, but without heart I would not have the energy to go the distance. The mind and the heart must constantly converse. Thinking helps analyze and arrange; conscience helps choose what matters. I believe that when you do things well and choose what brings you joy, energy finds its way to you.

I also believe “you cannot have a sharp mind in an exhausted body”. My years of studying wellness, wellbeing, lifestyle, neuroscience and longevity were driven by the desire to create better health and energy for myself and my family. When the time and conditions were right, I brought it to the community.

Does being a female leader give you any advantages in decision-making?

Femininity is an advantage, especially in fields traditionally dominated by men. Women can be both flexible and decisive. Every woman carries inherited strengths, and when brought out at the right moment, they make life and work simpler.

However, using so-called masculine and feminine qualities requires balance. Excessive assertiveness can drain energy. The key is discernment, knowing when to be soft and when to be firm. I learned much of this from studying Carl Jung’s psychology.

For me, gender only reflects part of leadership. What truly matters is relieving women of the burdens imposed by expectation. When a woman is happy and liberated from pressure, she gains more energy to contribute, not only to work, but also to family and society.