(Photo: Hanoi Star – Hai Phong Campus. Source: EQuest)
We frequently discuss the concept of a “Constructive Government.” For businesses, this term is defined by how authorities partner with us on concrete, specific issues. I want to share EQuest Group’s experience in Hai Phong—a place that left us with the strongest impression of this constructive spirit.
1. Are you serious and acting now?
When we first arrived in Hai Phong, the Party Secretary at the time—Mr. Tran Luu Quang—asked us a crucial question, roughly: “Are you genuinely committed to education, and will you start immediately? Or are you just acquiring land to hold as disguised real estate?”
We immediately understood the city leadership’s seriousness. I assured the Secretary that our investment was strictly in education, not real estate speculation, and that we would start immediately, without delay.
The very next week, the Secretary convened a meeting with all key city leaders, including heads of departments. Without any formalities, he cut straight to the chase, asking what Hai Phong needed, what they wanted, and what we could offer and deliver. When our opening presentation felt too long, he interrupted and asked: “Tell me exactly what you need, what kind of land you require, and what support you expect. The City Chairman and I are both here. Let’s get straight to the issue.”
Following that, the Secretary tasked city leaders with presenting specific investment opportunities and locations. Even after moving to a new position, he consistently checked in on our progress, asking if we needed further support to ensure success.
To us, this is the definition of “constructive action”: clear goals, decisive action, and full accountability to the end.
2. Implementation: The fastest ever
The Hai Phong government truly lived by the motto: “Actions speak louder than words.” Once the land procedures were finalized, we immediately broke ground. Any issues that arose were immediately addressed by city or departmental leaders, who provided direct solutions or clear guidance.
As a result, the construction and licensing process was incredibly fast. I must state clearly: the Hai Phong government is the most action-oriented and decisive authority I have ever encountered.
Crucially, we never once had to wait or lobby to meet with the city leadership. This is almost unbelievable compared to other locations.
The result: Within just one year, we successfully completed three school projects: Alpha Hai Phong, Ngoi Sao Hai Phong, and Newton Hai Duong (the latter taking only six months after the site handover).
3. Navigating real-world challenges
During implementation, we faced numerous global challenges—rapid changes in the world economy, tightening capital flows from our financial partners, and skyrocketing material costs.
Unfortunately, just after construction was completed, a major typhoon hit. Trees, fences, and roofs were severely damaged, causing massive losses. The urban area developer ran out of funds and stopped work on the access road. We had to bite the bullet and invest nearly ten billion VND ourselves to repair the damage and complete the road on time. Another flood hit right after, costing us billions more to repair.
Yet, despite all these immense external difficulties, we always note one constant: we faced zero obstacles from the procedures, policies, or authorities of Hai Phong. In the context of executing projects in Vietnam, this is truly rare.
(Photo: Alpha School Hai Phong. Source: EQuest)
4. Working with new leadership
In Vietnamese business, one of the greatest fears when investing locally is “new official, new policy” (tân quan, tân chính sách). Government terms are five years, but businesses plan for 10 to 20 years. Many enterprises struggle when local policy or support changes. As they say in the South, you are simply “no longer favored by the new leadership.”
This did not happen in Hai Phong. Leadership changes and mergers did not slow our projects. We did not have to wait to “test the waters” regarding new policies.
Upon our initial report, the new Party Secretary, Mr. Le Tien Chau, immediately offered strong support. Having a background in education, he instructed us to contact him instantly with any issue. When we needed the Party Committee’s opinion to license our university branch, I contacted him, and the matter was resolved within days.
When Hai Phong merged with Hai Duong, we reported to the new City Chairman, Mr. Le Ngoc Chau. Despite having just taken office and his workspace not being fully settled, upon hearing we were an education investor, he hosted us within his first working week at the new location.
He listened carefully, gave strategic directions, and shared a piece of advice we still remember: “You investors, especially in education, must know how to cut your cloth according to your means. If you become too romantic, you will break your back.”
This candid advice—to avoid being overly idealistic, extravagant, or sacrificing financial reality for ego—was deeply appreciated for its practical experience.
5. The culture of professionalism at Cat Bi Port
I must recount one more story to illustrate the “Hai Phong quality.” Once, at Cat Bi Airport, an issue arose regarding airport security procedures that caused disagreement. I texted my feedback to the Hai Phong Port Authority. By the time I landed, I had a message requesting a call. Mr. Xuan Thien, head of the Port Authority, called and said very politely: “We have reviewed the camera footage thoroughly, and the fault is clearly ours. I apologize. I hope you understand. Next time you are in Hai Phong, let’s grab coffee.”
I was astonished and deeply impressed. This civilized behavior—humble, professional, avoiding blame, and lacking bureaucracy—further affirmed the “Hai Phong quality” we witnessed during our projects. This professionalism was particularly striking because we had submitted a much more critical complaint to a Port Authority in a larger city more than a year ago, and they remain silent to this day.
6. Investment results in Hai Phong
The expanded Hai Phong area is where we have invested the most in education recently. Within two years, we opened three high-quality, stable private K12 schools (I only say “stable” because we recognize the ongoing need for self-improvement). Soon, we will execute another major project here with an international partner.
Our major international partners were highly impressed that we could build and launch schools within one year in Hai Phong. My Australian friend, who manages a multi-billion dollar fund, said: “In my country, it would take two years just for licensing, and certainly there’s no way you could work three shifts a day.”
Our American partner, a billionaire investor in higher education, remarked: “Before coming to Vietnam, I couldn’t imagine how fast you operate. After visiting and meeting the Hai Phong government, I realize you guys are much more dynamic and capitalistic than we are.”
This initial success in Hai Phong has significantly boosted the confidence of our investors and financial partners.
7. What is the Constructive Government?
Changing policy and legal frameworks often takes a long time. But the culture of a “constructive spirit” can emerge very quickly if there is decisive commitment from the highest level.
Hai Phong is the prime example:
a) The government demonstrates long-term policy stability and does not think in short electoral terms.
b) The government truly acts as a partner, brainstorming solutions with businesses to overcome difficulties.
c) They resolve soluble issues immediately, without unnecessary delays.
d) They understand business hardship to provide support instead of creating burdens.
e) They dare to admit mistakes to correct them, avoiding the “terrifying silence” caused by ego or bureaucracy.
Thank you, Hai Phong City Government. If this “Hai Phong quality” could spread nationwide, we believe an economic growth rate of 10% to 15% per year is entirely achievable.
