Prior to moving to Hong Kong, Xue was based in China Poly's Shanghai unit. In his days in Shanghai, Xue believed the property company's future depended on an international outlook. He invited university graduates from the US, Singapore and Canada to work in the company to exchange views and cultures. At the time, Xue was criticised for the policy but stubbornly refused to give it up.

'A few years later, we realised that it had expanded the horizons of our staff,' he recalled.

Faced with property market tightening measures - which analysts describe as the toughest yet in the mainland's history - Xue said the company would take advantage of the slowdown to expand its market share.

Poly (Hong Kong) Investments was set up in 1973 as Haikang Investment, a shipping company. In 1993, state-owned conglomerate China Poly Group acquired a 55 per cent stake in the company, and it was renamed Poly (Hong Kong) Investments in 2005. Net profit rocketed 1.97 times to HK$662.114 million for the year to December 31 last year.

After taking up the chairman's post, what is your plan to develop Poly (Hong Kong) Investments?

Management is important. We prefer simplicity and transparency. We have been expanding very fast with profits jumping [mainly owing to an asset injection from the parent]. It is very difficult to expand further if we do not have a business strategy and sound management. Our plan is to turn it into a blue-chip developer in Hong Kong in eight years.

You prefer the company to expand steadily, but you have an ambitious plan to become a blue chip in eight years. Is that not a contradiction?

I agree that it is an aggressive proposal, but we can make it if we can prudently evaluate our financial position. We have cash on hand of 6 billion yuan (HK$6.8 billion) and our property sales revenues are not bad. [The Poly group reported about 4.2 billion yuan in contract sales revenues for the first five months of this year, representing year-on-year growth of 40 per cent.] We are in a healthy condition.

What do you think the role of a company's chief should be? What does your leadership style involve?

I am a simple person. I prefer a work routine and I hope the company can go forward steadily. It is not good to see a company's business fluctuating. A top manager's job is to keep the company going forward persistently. His job is to solve problems and turn them into business opportunities.

What is the most important thing that you think Poly needs to change?

Not much. We just need to follow the current direction - expanding steadily through acquiring cheap land sites, redevelopments and acquisitions of assets from our parent. I took on the role of managing director last year and will set business strategy.

What is the most successful thing that you have contributed to the company?

Previously, the company just put its head down and focused on business development. In the past two years, we have been becoming more high-profile in the financial community. We have been building up relationships with stock investors.

How do you see the central government's latest austerity measures to regulate the mainland real estate market?

I see it as an opportunity. They [the market leaders] run very fast in a booming market. In a slowing market, they will slow down, and the gap between us and them will narrow.

Why are you at the office at 7.30am? Does this pressure your staff to also get to work early?

This is a habit. I prefer a regular routine, with definite hours. Usually I have checked all my e-mails and desk work before my colleagues come to work. I do not require them to come in early. I had not thought that would pressure them. If it does, I will change.

Are you living in Hong Kong with your family?

No. I am in Hong Kong alone. That is also why I come to the office so early. But most of the time I travel between Hong Kong, Shanghai and Beijing.

How do you relax?

I do not feel stress even in hard times. I am a calm person with a positive outlook. This is the biggest advantage of my personality.