Starting in Korea, Building a Company Aimed at the World

Starting in Korea, I am building a company aimed at the world.

Building a company has made one thing clear to me.

“Where I live right now and which market my company is aimed at do not have to be the same.”

I am currently building a company in Korea.

I am shaping the product, designing the structure of the business, and putting in place, one by one, the capabilities and systems we will need. Korea’s education, digital infrastructure, and culture of fast execution have deeply shaped how I have learned and grown so far.

Korea is not merely a starting point for me.

It is the place that made me who I am, and it will remain an important foundation where people, technology, and experience connect.

On that foundation, I intend to move toward a larger market.

The company is an AI software company that looks at the global market with a U.S. entity at its center. Key customers and partnerships, the product’s language, contract and revenue structures, and the long-term growth strategy are all being designed to international standards from the start.

This choice is not a denial of Korea’s potential.

If anything, it is closer to a desire to prove firsthand how far capabilities and ideas forged in Korea can go in a bigger market.

Good technology and good services do not have to stay within borders.

A company that starts in Korea does not have to grow only within the size of the Korean market. I believe it is entirely possible to build a product with the world as the standard from day one, meet customers in the largest market, and run the organization by international standards.

The company is not a manufacturer.

It is an AI software company whose core assets are code and data, intellectual property, customer trust, brand, contracts, and the organization’s operating system — not factories, production equipment, or physical supply chains.

So the country where the founder currently lives and the market around which the company is designed are two different questions.

I live in Korea right now, but I am building an American company.

It is neither the traditional structure of producing in Korea and exporting to the U.S., nor the path of growing into a Korean company first and then entering the U.S. From the beginning, the U.S. entity sits at the center, and the company is being built to standards that American and global customers can understand.

In that process, Korea remains very important.

Korea is the practical space where I can lay the company’s foundations, refine the product, and prepare what the next stage requires.

Right now I am preparing a partnership with Anthropic. After that, I intend to build an information security management system through ISO/IEC 27001, and extend it to ISO/IEC 42001 to establish a responsible AI operating framework.

The certificates themselves are not the goal.

I want to prove, with actual systems, that even a small company can handle customers’ information and data responsibly and operate AI safely and transparently.

Trust is not something you build after the company gets big. I believe it has to be built into the company’s structure from the start.

At the same time, I am preparing for the LSAT.

To run a business in the American market for the long haul, I believe the ability to understand law and institutions matters as much as technology and product.

Understanding contracts, corporate operations, intellectual property, regulation, and liability goes beyond stacking up legal knowledge — it can become the foundation for better decisions.

The business, security and AI governance, legal study, and preparing the move to the U.S. are not separate plans.

They all point in one direction.

“To build a company that stays trusted, for a long time, in a bigger market.”

I plan to move my base of life to the United States at the end of 2027.

That does not mean closing the business I ran in Korea and starting over in America. It is closer to aligning the founder’s physical location with a company that has already been designed around the U.S. and global markets.

The U.S. is the core market the company intends to focus on first.

It is one of the largest technology markets in the world, a place where diverse customers, capital, talent, and partners gather. The experience of competing and learning there firsthand will be an important opportunity for growth — for the company and for me personally.

That said, I do not believe America alone holds all the answers.

Korea has clear strengths.

Fast execution, a high level of education, outstanding digital infrastructure, and the speed at which new technology is embraced are important assets Korea holds.

I intend to learn from and make full use of those strengths, while refusing to confine the company’s growth within the borders of any one country.

Someone who grew up in Korea can build a company in the American market, and connect the experience and network gained along the way back to Korea.

Korean talent can join global projects, and ideas born in Korea can meet new customers in world markets.

So the future I want to build is not a story of choosing between Korea and America.

It is a story of taking the foundation gained in Korea to challenge the U.S. and global markets, and creating new connections and possibilities along the way.

Korea is my starting point and an important foundation.

The U.S. is the core market where the company will compete and grow in earnest.

And rather than staying within any one country’s borders, the company aims to become one trusted by customers around the world through good technology and responsible operations.

This is still the beginning.

There is much to do, and the bars to clear are high. But the direction is clear.

I intend to take what I learned in Korea and move into a wider market.

And I hope that this challenge will one day reach someone in Korea weighing a new path of their own, as a small proof of what is possible.