This article documents an exclusive interview with Binance co-founder He Yi. She remains calm about the co-CEO title in the conversation, emphasizing that she values the role of “Chief Customer Service” and a user-oriented spirit more. Facing market controversies, she upholds the belief of “doing good deeds without asking about the future,” dedicated to building a self-driven team and promoting the long-term development of the industry.
(Background summary: After He Yi became Binance’s co-CEO, she responded to 34 highly condensed questions)
(Additional background: Meme $DOYR 's market cap surpassed $15 million, caused by He Yi’s typo)

Table of Contents

• About CEO Titles and Responsibilities
• About Chief Customer Service and Frontline Engagement
• About Succession and Organizational Culture
• About Self-Motivation and Character
• About Binance’s Development Stages
• About Controversies and Emotional Management
• About BSC (BNB Chain) and Public Chain Competition
• About Success Factors of BNB Chain
• About Binance Web3 Wallet and Alpha
• About Emerging Markets and Values

Recently, Binance co-founder He Yi was interviewed by KOL Lin Ke, sharing her responsibilities and original intention of maintaining the Chief Customer Service role as co-CEO, as well as her unique insights on BNB Chain and public chain competition. The following is the full interview compiled by Dongqu.

I interviewed Binance Co-CEO He Yi @heyibinance
In this conversation, her expressions are direct and clear:
“This is only the second step of the Long March.”
“Learn to surf 5G, and never let yourself become an old climber.”
“Each generation has its own eggs to lead; this year’s eggs are not white-haired.”

2025 is coming to an end.
This year has had highlights and regrets… pic.twitter.com/moyNJGH3Tt
— Lin Ke Clean (@CryptoSociety42) December 30, 2025

About CEO Titles and Responsibilities

Lin Ke: First of all, congratulations on taking on the role of co-CEO. Do you think the market’s dissatisfaction prompted you to step in personally? Or do you want to proactively take on more responsibilities?

He Yi: It’s necessary. I think the company needs me to be CEO, so I do it; if the company doesn’t need a CEO, I can take any title.
He Yi: Because I am the biggest stakeholder myself. In this scenario, it’s just about “who is suitable, who is needed,” and I just fill that role.
He Yi: I think titles shouldn’t be taken too seriously. When you become a role that bears more social responsibility, you shouldn’t take yourself too seriously; but if you’re still nothing, you must take yourself seriously.
He Yi: So I believe, in this dimension, it’s purely because I have a very strong sense of purpose—to make Binance a lasting enterprise, to achieve organizational efficiency, rather than just a single-point breakthrough in the past. Short-term success is an advantage, but when you reach a certain scale, it’s the barrel effect.

About Chief Customer Service and Frontline Engagement

Lin Ke: I think you might prefer the title “Chief Customer Service”?

He Yi: I prefer the title “Chief Customer Service.” Because CEO is still quite official. But if this title helps build community confidence, supports Binance’s growth, or is meaningful for Binance’s long-term development, I am willing to bear those risks and responsibilities—that’s my duty.

Lin Ke: You’ve been on the frontline engaging with the community and replying to users for 8 years. Is this He Yi’s personal style, or is it really necessary for Binance?

He Yi: I think it has evolved from He Yi’s personal style into Binance’s culture, and eventually it became necessary.
He Yi: Because I’ve always believed… even Steve Jobs shared this idea: when people questioned Apple’s technology—“not very good,” “not top-tier technology”—Steve Jobs responded: technology serves the product, and the product serves people.
He Yi: I believe Binance’s underlying logic is similar: everything we do ultimately serves users. But if you’re not on the same level as users—on an equal footing, respecting each other—how can you know what users want?

Lin Ke: Do you think this so-called “customer service spirit” is what keeps Binance agile and resilient as a culture?

He Yi: I hope to preserve that as Binance’s long-term culture. And I think this value is meaningful across industries. It depends on how well you can do it, and whether you’re just paying lip service—“the customer is king”—or truly caring about your users, making users feel it.

Lin Ke: Do you think that as a senior executive constantly surfing on the frontline, it might also be a hidden risk?

He Yi: I think so. Sometimes it’s because your attention is focused on certain issues, and people might say, “It’s tense, worried about making mistakes,” meaning you over-focus on what’s in front of you.
He Yi: Essentially, I hope to solve this with an effective, flexible organizational structure—so it’s not about “where is Xiao He from Binance,” but about everyone becoming a customer service Xiao He, everyone being user-centered.

About Succession and Organizational Culture

Lin Ke: You mentioned earlier that your role as CEO is needed by Binance. If one day Binance no longer needs you to surf on the frontline or serve as Chief Customer Service, do you think this culture will collapse? Or do you think it can’t survive without your presence?

He Yi: Not at all. I think many of our employees, whether it’s Ying Ge, Sisi, or YY, are still on the frontline. Sometimes their reactions are even faster than mine.

He Yi: Honestly, from the beginning, I mainly managed user growth and engagement, then customer service. Over time, I’ve taken on more and more departments, and I don’t have as much time on the frontline—I might check before sleep. But during this process, I believe the team members have already taken on these responsibilities.

He Yi: Also, I think our organizational structure is quite flexible. There will be misses, things we don’t see or miss. But overall, I believe they are all very dedicated and responsible.

So when you give employees enough authority, empower them, you have to accept that mistakes will happen—tolerance for errors and failure is part of the process.

About Self-Motivation and Character

Lin Ke: I heard you recently mentioned you’re lacking sleep, and during the Mandarin meeting in the morning, you said you might only sleep about 7 hours on weekends. Is this long working state driven by self-motivation, or are you just a career-oriented person?

He Yi: I think it’s still self-motivation. Binance is doing quite well; from a profit perspective, it’s almost there, right? From a reputation standpoint, I don’t care much about fame.

He Yi: So I think, in the end, “since I’ve come, I might as well make the most of it.” You know, as Sichuanese often say, “since you’ve come, don’t come in vain.” Even a faint firefly can try to shine like a star. Fireflies can compete with the sun and moon for light, at least they shine.

About Binance’s Development Stages

Lin Ke: I saw an interview of yours outside earlier, where Jia Yi Jie (Yi Jia) interviewed you—many years ago.

He Yi: Yes, 7 years ago.

Lin Ke: She described you as already being in a high position, and your reply was “this is only the first step of the Great Wall.” Yes, that was 7 years ago. Now, considering the current market scale, where do you think Binance has reached…?

He Yi: The second step.

Lin Ke: Oh, the second step?

He Yi: Yes, the second step. Or 2.5 steps. (laughs)

He Yi: Because I think the first step definitely refers to Binance becoming the world’s largest trading platform. The second step is how to build a highly efficient, self-growing team during this process. A team that can drive itself, become vibrant, self-motivated, innovative—I think that’s the second step. I see some prototypes, so I call it 2.5 steps.

About Controversies and Emotional Management

Lin Ke: I have a personal question. Over this year, Binance and you personally have experienced various controversies and incidents. Is there something that’s not well known or a decision we don’t know about?

He Yi: I think, based on my style and Binance’s style, transparency is quite high. I believe: “nothing is impossible to tell.” So, on this basis, Binance might make mistakes. We’ve made mistakes, like the de-pegging incident—we admit it, and we compensate fully. But if something doesn’t exist, I think we can’t take the blame for it.

He Yi: I’ve always hoped to communicate with the public with maximum transparency, internally and externally. Because, just like when you come, I don’t know what questions you’ll ask, right? I haven’t prepared standard answers. Just say what’s on your mind—nothing is off-limits.

Lin Ke: I understand. I noticed in some of your tweets expressing emotions, it’s not that I think you’re afraid of making mistakes and being criticized, but rather that you’re venting frustration over some accusations or malicious speculation, right?

He Yi: Actually, I don’t think I vent much. But sometimes I reply, and more often… this world has its logic. When someone slanders you, if you don’t reply, it’s tacit approval; if you reply, it’s arguing. But sometimes, human nature is like that—when you’re slandered, you want to explain. I think I don’t get too emotional, or I try not to let emotions take over. Emotions? Just quit.

Lin Ke: Because this year, we saw you post many memes and jokes, creating a lot of memes yourself.

He Yi: Haha, I’m learning to surf 5G.

He Yi: You know? As an OG, to stay active on the frontline, you absolutely can’t become an “old climber,” that’s terrifying.

Lin Ke: I get it. I feel like I’m a bit of a “middle climber” now.

He Yi: I’m aiming to join the “5G surfing athlete” sequence.

About BSC (BNB Chain) and Public Chain Competition

Lin Ke: I want to ask a few community concerns. BSC started the year full of doubts and controversies, and now it’s flourishing. Was this part of your plan?

He Yi: Not exactly planned, but everything is well-arranged.
He Yi: I often say, do we really need so many public chains? So many tracks? So many empty highways? Maybe not. Ultimately, I think public chains will be like clouds—an infrastructure. Right? You need cloud services to build a website, and cloud to develop an app. But only a few top players might survive well, like Amazon Cloud, Alibaba Cloud, and maybe Microsoft’s cloud services.

He Yi: This is my personal view, not official advice. Many times, starting a business is easy—raising funds, and once you have good valuation, everyone’s wealth is free. At that point, people tend to lose motivation. You haven’t found a solid business model yet, but you’re financially free. I think this is a common puzzle for high-valued, high-market-cap public chains. It’s like a triangle—no, it’s a dilemma: real business model, high market cap, and founder’s wealth freedom, yet still wanting to keep pushing.

About Success Factors of BNB Chain

Lin Ke: And what about the other reasons?

He Yi: Why can BNB succeed? I think it’s partly because we have a “core.” The first time we tried a public chain and failed, we tried again; the second time, failed again, then the third. Binance isn’t the main role in creating a public chain, but we’re willing to invest, support, and nurture them.
He Yi: I believe in “great efforts bring miracles.” The direction is correct, and if your investment is enough—that’s just a matter of time.

Lin Ke: I see. So… “using money to win people over,” is that what you mean?
He Yi: Haha.

About Binance Web3 Wallet and Alpha

Lin Ke: Binance Wallet evolved from a functional product a year ago to a full-scale launch through Alpha this year. What are your personal feelings?

He Yi: Eggs and toilet paper are never wasted. Haha.
He Yi: It’s like at the supermarket entrance, giving out some toilet paper, some eggs.
Lin Ke: I see, promotional tactics.
He Yi: Every era has its “eggs to lead,” maybe our era’s is Binance Alpha.
Lin Ke: I understand very well. During the recent TOP 100 voting, I was promoting in Binance’s community, posting eggs. Because posting eggs is more impactful than red envelopes.
He Yi: Wow, awesome, big brother!
Lin Ke: Yes.

About Emerging Markets and Values

Lin Ke: Last question. After Alpha went viral, it indeed solved some life issues for users in emerging markets. What was your first thought when you saw this?

He Yi: Actually, whether the user is new or old, we hope to help more people.
He Yi: I always have a logic—if you were a god, and you had many resources, how would you allocate them? Would you give assets, decision-making power, or money to those who can help more people? Or to those who aim solely to make money, indulge, expand their bonding power, and do evil?

He Yi: If I think from a god’s perspective, I would definitely give more opportunities and resources to those willing to help others.

Lin Ke: I understand.

He Yi: So I think Binance’s current success is often due to luck. Behind that luck, I believe it’s about doing good deeds. But do good deeds without asking about the future.

Lin Ke: I also believe in that.

He Yi: You can’t say it’s causality, nor something else. I think the world has its own rules. If you put yourself in a god’s perspective, many decisions become easier.

Lin Ke: Okay, that’s all for today, because you’re quite tired. Thank you.
He Yi: Thank you, Lin Ke.