Du Jun, founder of Vernal Capital, reflected on migration: his parents moved from the countryside to a town, and then to a county for his brothers' education. At 16, he moved to Beijing alone, where he spent 13 years working, starting a business, and getting married; his wife is from Beijing.

During these 13 years, he met fewer than 5 fellow natives from Chongqing. Two who left a deep impression were the co-founder of Yuanfudao and the founder of Erbatui. He noted that people from Chongqing might adapt better to the southern climate, with many moving to Shenzhen and Shanghai for internet jobs.

At 29, he moved from Beijing to Singapore, re-establishing friendships and adapting to new rules. Currently, 80% of his office colleagues are locals from Singapore, and 60% of clients come from the local market. He describes Chongqing as his place of growth, Beijing as where he built his family and career, and Singapore as where he currently lives, works, and raises his children.

He wrote that a hometown is always a hometown, and roots can grow elsewhere with life. Returning to one's roots is good, but taking root is also good. Whether one can stand firm depends on understanding the rules of the new soil, integrating into society, building credit and relationships, and creating some value. He quoted a Shenzhen slogan, "If you come, you are a Shenzhen person; if you come, you are a volunteer," stating that identity defined by integration is true identity.

The post did not disclose the scale of management, project names under the fund, or specific years of relocation. The only verifiable operational figures are: 80% of colleagues are locals, and 60% of clients are from the local market. His personal path is from rural areas to towns, to a county, to 13 years in Beijing, and then to Singapore.

This reflects localization for clients and teams, not cross-border asset relocation. The buyers are local clients in Singapore, and the employers are local colleagues. Funding and relationships have shifted from the entrepreneurial network in Beijing to local credit in the Singapore office. The beneficiaries are businesses that can operate under local rules; those under pressure are external institutions relying solely on their original networks without building new credit.

Source: Public Information