Richard Liao: Redefining Tradition with Innovation and Purpose

After starting his career on Wall Street and earning degrees from Cornell and NYU Stern, Richard Liao returned home to Taiwan to take on a challenge far removed from finance: transforming his family’s legacy glass manufacturing business.

Today, as Group CEO of Hwa-Hsia Glass Co., Ltd., he is redefining what it means to lead in a “traditional” industry. In this exclusive interview with Corporate World, Liao opens up about steering digital transformation, embracing ESG, and launching a modern consumer brand—all while staying true to the timeless material at the heart of it all: glass.

Q. Give us an overview of your professional journey and the key milestones that shaped your career.

I was born in Springfield, Illinois, and moved back to Taiwan when I was very young. After spending my formative years between the U.S. and Taiwan, I completed my undergraduate and master’s degrees at Cornell University—majoring in Operations Research and Financial Engineering—and went on to work for JP Morgan in New York. After three years, the 2008 financial crisis shifted everything. I took it as a moment to pause and pursue an MBA from NYU Stern.

In 2012, I received a call from my father asking if I could help with the family business. That call changed everything. I returned to Taiwan, stepped into Hwa-Hsia Glass Co., Ltd., and immersed myself in every aspect of the operation—from production to finance to sales. I quickly realized that the company needed a serious transformation if it wanted to thrive in a modern economy.

Some key milestones along the way:

From a 7% gross margin when I returned, we’ve now doubled that to 14%, while reducing total headcount by nearly half. But more than the numbers, it’s the cultural shift that matters most—we went from an experience-based company to a data-driven, forward-looking organization.

Q. You've successfully led Hwa-Hsia Glass through a remarkable transformation. What were the key challenges you faced during this journey, and how did you overcome them?

There were three core challenges:

• Digital Transformation: We implemented SAP ERP and AI-based production monitoring to drive operational clarity. We also introduced 15 robotic arms that freed up 25% of labor time.
• Brand Reinvention: I launched Glass Bros., a storytelling and podcast platform, and created Aqua Soul, our B2C brand, to bring glass into the lifestyle space. Today, we offer everything from decanters to whiskey glasses and tea sets.
• Sustainability Leadership: We adopted ISO 14064 and 14067 standards, issued our first ESG report in 2022, and developed circular systems to recycle post-consumer glass into reusable materials like sand. We’ve reduced over 17,000 tonnes of CO₂ emissions.
• Cultural resistance.Many of our senior team members were rooted in traditional practices and viewed digital systems as over-complication. To address this, we ran co-creation workshops that involved them in the change process, rather than imposing it top-down.
• Capital deployment and trust.Transformation demands upfront investment without immediate payoff. Convincing stakeholders—especially family shareholders—to stay patient and committed was a constant negotiation. I insisted that our new businesses aim for a 30% gross margin, which helped balance risk and reward.
• Attracting talent.It’s hard to get young professionals excited about working in glass manufacturing. We changed that by investing in automation and branding, and by offering roles in digital strategy, sustainability, and design. We showed them that glass can be as innovative as tech—if not more sustainable.

The key was shifting the company’s identity—from reactive to proactive, from traditional to transformational.

Q. What personal leadership philosophy guides your decision-making as Group CEO, especially during times of uncertainty?

My leadership rests on three principles: Transparency, Trust, and Empowerment.

In times of uncertainty, I believe leaders must:

• Be honest about the reality, even when it's difficult to hear.
• Trust emerging talent to step up, take initiative, and fail forward.
• Use an experimental approach: pilot, test, learn, and scale.

Leadership isn't about being the loudest voice in the room. It's about enabling others to move forward with clarity and confidence. I see my role more as a compass than a commander—helping others orient themselves in changing conditions.

Q. Sustainability is increasingly shaping global industries. How is Hwa-Hsia Glass integrating sustainable practices into its glassware solutions?

Sustainability is at the core of how we operate—not just a side initiative. At HWA HSIA, we focus on three pillars:

• Circular Economy Systems: We partner with governments, breweries, and community groups to collect post-consumer glass and turn it into usable material. This reduces landfill waste and builds localized recycling loops.
• Green Manufacturing: We've invested in energy-efficient furnaces, heat recovery, and AI-driven scheduling to reduce emissions. These changes are not only eco-conscious—they're cost-efficient in the long term.
• ESG Reporting: In 2022, we published our first ESG report aligned with the UN’s SDGs and GRI standards. This report helped us identify and engage stakeholders across the board—employees, suppliers, clients, and shareholders.

Glass is already one of the most sustainable packaging materials—it’s 100% recyclable and reusable. Our mission is to educate the market and expand its role in replacing harmful plastics and PETs.

Q. Outside of business, what passions or causes are close to your heart, and why?

I’m passionate about education, intergenerational leadership, and responsible capitalism. The Glass Bros. Podcast is my personal passion project—built to foster dialogue across industries and challenge the idea that traditional businesses can’t be innovative.

I also actively support causes like family business governance, youth entrepreneurship, and gender equality. These aren't just ethical concerns—they're strategic priorities. If we want resilient companies and economies, we need more inclusive leadership and long-term thinking.

My goal is to use whatever platform I have to inspire others to think big—beyond quarterly profits and towards generational impact.

Q. For aspiring leaders looking to drive transformation in traditional industries, what key advice would you offer based on your experience?

I would offer three key takeaways:

The most important thing? Be relentless about learning. Legacy doesn’t have to mean old-fashioned. With the right mindset and tools, even the oldest industries can become the newest stories of innovation.

1. Lead with influence, not title. You don’t have to be a CEO to start making change. Demonstrate value, use data to tell stories, and prove that innovation can co-exist with legacy.
2. Learn to speak multiple languages. To get buy-in from senior leadership, talk in terms of ROI, efficiency, and risk mitigation. To rally younger teams, use the language of purpose, creativity, and opportunity.
3. Build strong alliances. Don't go solo. Transformation is a team sport. Engage consultants, advisors, and even competitors to learn, collaborate, and stay ahead of the curve.

The most important thing? Be relentless about learning. Legacy doesn’t have to mean old-fashioned. With the right mindset and tools, even the oldest industries can become the newest stories of innovation.