If you are interested in electric vehicles, passionate about cars, or want to know how to design a car—including the design methods and concepts behind it—do not go to this company. Don't waste your time. Here, you can only design what the CTO wants, but the CTO's long-term background has always been as a quality engineer (you can check LinkedIn), not a mechanical engineer. There are no internal design guidelines, nor any experienced senior colleagues with many years of experience to learn from.

The company's website displays the blue electric race car Miss E. According to the content of a Yowu Report article (https://yowureport.com/23043/),

Xingji's core businesses are threefold: competitive electric racing, the sale of electric supercars, and electric vehicle technology R&D and technical consulting services… Xingji continuously participates in racing competitions, using races to train its capabilities, thereby honing its technology and building its brand…

Miss E has never participated in a race. More precisely, after appearing at the Dapeng Bay circuit, it was never driven on the road or tested. How could the company hone its technology through it? The truth is that it was still unable to move as of February 22, 2017 (being pushed by people does not count as moving).

Next, let's talk about the electric supercar. First, there was no way to learn how to design it from Miss E. Second, all of the core engineers who originally designed Miss E had already left the company, so the electric supercar project was effectively starting from scratch. The CTO had no concept of the design schedule: one week, he would say that Part A was important and had to be done first; the next week, he would say Part B was more important, and that it was fine to make only a concept for Part A. But a week later, he would ask why Part A had not been fully designed. Every engineer was burdened with an unbelievably large number of parts. When there was genuinely no time to do the work and report this to management, the response would be, “It's easy. I'll do it tonight.” Then, a week later, something fanciful would appear—something you could hardly believe had been designed by someone with years of experience—or perhaps Taiwanese engineers were simply too dull to understand it.

Next is the work environment. It is an open-plan space, with everyone, including the CTO, sitting in a U-shape around a wall. In other words, if you want to take a nap at noon but the most senior person wants to listen to music, you can only listen along with him. There is also a CNC machine in the office, which is extremely noisy when operating. The only advantage is the fresh-ground Panasonic coffee.

Finally, let's discuss the most important part: the benefits structure. Because the company follows an American-style approach, there is no clocking in or out. Work starts at 8:30, and every morning at 8:35 there is a five-minute morning meeting. Since every part is considered important, overtime is the norm. Leaving at 8 p.m. is not considered late; labor in Taiwan is cheap.

Finally, this is just my personal impression: I feel that the CTO has, to some extent, an unconscious disdain for Asians. For example, although he made the request in a joking tone, why is it that Asians must do morning exercises as soon as they start work in the morning?