would take over the market if SVB didn’t act fast. However, things didn’t go as planned once again. The CCP took over SSVB, leading to Wilcox’s realization that doing business in China requires more than just a good business model—it requires strong connections and leverage.
Despite these setbacks, Wilcox remains optimistic about the future of U.S.-China business relations. He believes that with the right approach, Western companies can succeed in China without falling victim to the same fate as SVB and SSVB. His book serves as a cautionary tale for those looking to do business in China, highlighting the importance of understanding Guanxi and the complexities of the Chinese business landscape.
In the end, Wilcox’s experiences in China have taught him valuable lessons about the importance of relationships, trust, and perseverance in the world of international business. While his time at SVB may have ended in disappointment, his legacy as a pioneer in tech-focused banking and his insights into the challenges of doing business in China will undoubtedly leave a lasting impact on the industry.