關於 my media life is as examples ，我們在網路上蒐集到這些相關的討論、資訊與評價

昨天台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任 AppWorks 創辦合夥人 Jamie 林之晨為總經理，長期關心 AppWorks 的朋友，或許會有些疑惑。其實不是 Jamie 換工作，而是 AppWorks 將與台灣大一起，挑戰一個放大 10 倍的計畫。在此跟大家分享 Jamie 的聲明，有更完整的敘述。

#以下是_Jamie_聲明全文

稍早台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任為我為總經理，我的朋友們，以及長期關心我與 AppWorks 的媒體，一定會有許多疑惑，請容我在此統一向大家說明。
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#EnglishBelow 稍早台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任為我為總經理，我的朋友們，以及長期關心我與 AppWorks 的媒體，一定會有許多疑惑，請容我在此統一向大家說明。

首先，我不是接下了台灣大總經理的職位，而是接下了整合市值美金 120 億、營收美金 38 億的台灣大與市值美金 36 億、營收美金 25 億的 AppWorks Ecosystem，放大出 10 倍成果的任務。

這得從我的故事說起，如果您還沒聽過的話，我原本已經移民美國，和老婆小孩開心的住在紐約，2008 年，我在美看到 iPhone、Android 相繼問世，Facebook、Twitter 等社群媒體成為主流，意識到軟體的力量將越來越大，而硬體將越來越沒有價值，換言之，台灣的國際經濟地位將受到極大挑戰，因此決定舉家搬遷回台，推動台灣的轉型升級，以免我熱愛的福爾摩沙從世界經濟奇蹟變成失落的遺跡。

這是一個很大的決定，不僅我要放棄自己的美國夢，老婆、小孩都得跟著改變職涯、學涯，因此既然要做，就得發揮最大的 Impact。所以回台之後，我每天思考、決定、努力的，都是最大化我對台灣的貢獻。

因此這些年來我戴了很多帽子，表面看起來沒什麼相關性，但背後都有一個共同的目的，那就是推動台灣的改變。首先，我長期寫網誌、經營 Facebook 等網路社群、在《天下》等期刊寫專欄、出書、演講、接受採訪，心想的是分享新知、新觀念，散播進步需要的養分。

我與夥伴們成立 AppWorks，有系統的幫助年輕人創業，為的是培養千千萬萬帶領台灣前進的下一代生力軍。這也是為什麼 AppWorks 從 2010 年啟動半年一期的創業加速器，至今一直堅持免費提供。目前 AppWorks Accelerator 共畢業的 17 屆、925 位創業者，由他們成立的活躍企業高達 328 家，2018 年產值 760 億，提供 9,500 個工作機會，非常確切的為台灣貢獻一股向上動能。更重要的是，這些創業者們因 AppWorks 而相識相惜，形成一個緊密互助的網路，更是社會的長期資產。

當 AppWorks 在台灣站穩腳步，2014 年我們開始積極走訪東南亞，邀請優秀的東協創業者前來加入，希望透過串連跨國創業者網路，促進台灣的區域化，同時貢獻東協的數位發展。經過 5 年的推動，這個工作也有大幅進展，即將在 3 月進駐 AppWorks 的 33 組 AW#18 團隊，將有高達 19 組來自東南亞，包含他們在內，AppWorks 有 160 家企業在台灣以外的大東南亞市場有據點，形成一個真正區域化的網路。現在，來自台灣、香港、新加坡的 AppWorks 創業者要前往印尼、越南發展，可以很容易的找到 AppWorks 校友帶路，大大降低了區域化的門檻。

除了創業加速器，透過 AppWorks，我們同時努力創造更多台灣改變需要的新典範。以創業投資為例，我們 2012 年成功募集 3.2 億 Fund I，2014 年募得 15 億 Fund II，在 AppWorks 團隊的努力經營下，目前兩支基金的投資績效都是水準以上，其中 Fund II 至今的年化內部報酬率 (IRR) 達 29%，遠高於歐美同期創投基金的 Top Quartile (前四分之一) 指標。透過追求與國際一流基金同等的表現，我們希望促進台灣 LP (創投投資人的簡稱) 更有信心支持本土新興 GP (創投管理公司的簡稱)，進而推動台灣創投業的復甦。

2016 年，我們出資成立 AppWorks School，每 4 個月一期，免費幫助年輕人透過實作學習程式、轉職工程師、加入成長中的數位行業，提升他們的職涯的同時，也為台灣貢獻人才。目前 School 已畢業 106 位學生，其中 85% 成功轉職，第一年起薪中位數達 67 萬。雖然杯水車薪，但我們希望拋磚引玉，刺激台灣教育的現代化，幫助年輕人準備好面對 AI 時代。

此外，AppWorks 雖然仍是中小企業，但受到的關注較多，因此也經常以身作則，為台灣業界示範新時代企業可以有的新思維。除了看齊國際優質創投的薪資獎金水準、年假無上限、自由選擇工作時間地點、新年假期長達三、四週外，我們更在日前啟動交棒計畫，讓年僅 30 歲的 Jessica 劉侊縈、40 歲的 Andy 蔡欣翰升任合夥人，希望激發台灣企業勇敢讓年輕人當家。

私部門之外，有機會推動台灣轉型的公領域活動，我也積極參與。2016 年，我從詹宏志先生手上接下 TiEA (台灣網際網路暨電子商務產業發展協會) 理事長，上任後便努力推動網路電商正名運動，成功說服了櫃買中心創立電子商務分類；2017 年起我開始擔任亞洲·矽谷民諮委共同召集人、數位國家諮詢委員、代表台灣參加每年四次的 ABAC (APEC Business Advisory Council) 會議，2018 年又奉總統之命擔任 APEC Vision Group 代表，與其他 20 會員國派出的先進，一起定義 APEC 未來的 20 年願景。這些雖然都是義務工作，但我都當作正職全力以赴，因為都有機會大大影響台灣的命運，以及在經濟領域的國際能見度。

最後，我去年決定再次舉家，準備遷往雅加達，同樣還是以為台灣貢獻出發。我觀察到 2.6 億人口的印尼正在快速崛起，短短 5 年內從有限的新創活動，到 4 隻本土獨角獸加 3 隻外來獨角獸的蓬勃景況，必須要幫助台灣抓住這個成長機會，但印尼商業生態與台灣大不相同，所以我決定進駐雅加達、深耕當地，希望能因此扮演帶領 AppWorks 新創進入印尼的嚮導，縮短我們與世界第四大國、東南亞第一大國的距離。這麼做得犧牲一些我在台灣的工作，但這些工作多半我的夥伴們可以承接，因此我便毅然開始行動。

講了這麼多，我其實只是希望您能了解，我大老遠從紐約搬回來的目的就是改變台灣，所以這些年來我做決定沒什麼懸念，因為不需要考慮自己的利益，只需要考慮在這個時間點，我做這件事情，是不是最能貢獻台灣。

如此我們便可以回到正題，這次的「台灣大 + AppWorks」專案。

不久前，蔡明忠董事長約我談話，詢問我有沒有興趣接下台灣大總經理的職位，一開始我其實是無法答應的，首先我已經決定搬去印尼，再來我也不確定接這個位子，跟貢獻台灣的關係。回去想了兩整天後，我有了答案，我跟蔡董事長說，必須有四個先決條件：

第一，結合台灣大和 AppWorks，用 AppWorks 生態系去幫助台灣大轉型為科技企業，同時以台灣大為平台去加速 AppWorks 新創的成長，因此創造更多成功的企業，為台灣示範成熟企業如何與新創實際合作；

第二，由 AppWorks 帶路，推動台灣大 + AppWorks 走出台灣，成為一個大東南亞科技集團，為台灣企業的區域化寫下典範，同時也成為能加速 AppWorks 新創區域化的大平台；

第三，以建立一個市值 1,000 億美金 (US$ 100B) 的科技集團為目標，創造第一個由台灣出發、真正達到國際級的非代工企業；

第四，所有因為台灣大 + AppWorks 集團未來的價值成長，公司依規定希望給予我個人的獎勵，要能全數由集團捐為公益使用，且專注在推動台灣的教育改革與電影工業上。

我跟蔡董事長說，如果以這四個目標為前提，那就值得我花 10 到 15 年的生命去推動。這基本上是我的夢幻清單，如果這麼做的話，能為台灣創造的貢獻，比 AppWorks 繼續獨立營運還會巨大許多，想不到蔡董事長毫不猶豫的答應。也因此，我回頭與 AppWorks 的夥伴們溝通，得到大家的支持後，我們決定一起接受這個挑戰。所以開頭我說，我不是接下了台灣大總經理的職位，而是接下了整合台灣大與 AppWorks，放大出 10 倍成果的任務。

當然，這不是一件容易的工作，發展新的商業模式，我或許有 20 年的創業、工作經驗作為後盾，但對於管理電信事業，對於領導一個 7,000 人的大集團，我有太多需要學習的地方，所以，我請蔡董事長務必持續扮演我的 Partner，在這個過程中一起確保電信本業的營運，好讓我們有最大的空間與時間，去爭取新事業的發展，為所有「台灣大 + AppWorks」的 Stakeholders，爭取最佳的長期利益。

未來幾年，將是電信業轉型的關鍵時期，去年 499 之亂加速電信用戶 ARPU (平均每戶營收) 的下滑，消費者換機時間拉長導致手機營收停滯，接下來資本支出是 4G 近 4 倍的 5G 即將到來，更讓電信長達 20 年紅利時代難以延續，AI、IoT、Blockchain、Cloud 等巨型典範轉移接連的到來，進一步逼迫電信業者不能繼續防守。

另一方面，電信業已經建立的品牌、長期客戶關係、大量用戶數據，卻是極有價值，可以更全面應用的資產。透過台灣大 + AppWorks 的結合，目前已經產生 760 億年營收的 AppWorks 的 328 家新創，以及未來將持續培養的更多新興企業，都有機會透過與台灣大的合作加速成長，而台灣大也能因此取得新的營收引擎，創造雙贏的局面。

所以，在可預見的未來，AppWorks 的方向不會改變，我們將持續邀請優秀的創業者加入，透過 AppWorks 原有的能量，以及新增的台灣大平台幫助他們。AppWorks 基金的營運也不會改變，事實上，加入了台灣大的能量，我們有信心能為 LP 們創造更好的財務、策略報酬。我的角色，除了新增台灣大總經理以外，也沒有改變，將持續擔任 AppWorks 的董事長、合夥人，戮力確保台灣大 + AppWorks 的整合能順利成功、長長久久，創造多贏。唯一改變的，大概是我的工作時間將會增加，因此要犧牲與家人的相處，在此先跟偉大的老婆、兩個可愛的兒子道歉，感謝他們對這個決定的支持與諒解。

至於搬遷至雅加達、引導更多 AppWorks 新創進軍印尼的計畫，很遺憾必須暫緩，所幸 AppWorks 的新任合夥人 Jessica (劉侊縈)，已經承諾會扛起這個責任，相信在她的帶領下，AppWorks 的印尼計畫還是能夠大鳴大放、開花結果。

以上，就是針對此次台灣大 + AppWorks 的重大發展，向各位好友、媒體朋友的報告，懇求你們的支持。無論如何，我會持續為貢獻台灣而努力，希望我們這一輩的小孩們長大後，可以和我們一樣，以做台灣人為榮。

最後，預祝 您

新年快樂 諸凡順遂
助君張目 豬滿福保

Earlier today, Taiwan Mobile published an announcement communicating their intention to appoint me as the company’s general manager as of 4/1/2019. I’m sure this announcement may come as a surprise to many of my friends in the startup community, likely leaving you all with ample questions, concerns, and potentially even doubt. Let me take the opportunity to clarify the situation and explain the reasonings behind my decision for everyone.

Firstly, I must clarify that I am not merely taking over as GM of Taiwan Mobile, but taking on the bigger job of integrating Taiwan Mobile, a $12B market cap & $3.8B revenue company, and AppWorks, a $3.6B valuation & $2.5B revenue ecosystem, to amplify our impact by 10x.

But to adequately understand where we’re going, I think it’s important for everyone to know where we’ve come from. This begins with my story—for those of you that haven’t heard it before—which dates back to my time living in New York. It was around 2008 when I saw the launch of iPhone and Android, as well as the advent of Facebook, Twitter, etc, collectively catapulting social media into mainstream use. It was clear that software was increasingly taking over the world while the value of hardware was becoming more and more commoditized. This posed a dire existential threat to Taiwan, whose global economic contributions had been primarily driven by hardware and semiconductor manufacturing. This eventually prompted my resolve to move back to Taiwan and prevent our country from becoming a relic of the past.

This was by no means an easy decision. Not only did I have to give up my American dream, but my wife and child would have to completely uproot their lives, changing jobs and schools. It was a huge sacrifice on their end, so after moving back I dedicated myself to working hard every day to maximize my contribution to Taiwan and exert the greatest impact possible.

I have worn a lot of hats since, and it may seem that there is no correlation on the surface. But, there is indeed a common purpose behind them, which is to promote change in Taiwan. First of all, I have long written posts and columns in online communities such as my own blog, Facebook, and journals like “The Commonwealth Magazine,” while also giving speeches and interviews for a variety of outlets whenever possible. I see these activities as a way to share new knowledge, new ideas, and disseminate the nutrients needed for progress.

I set up AppWorks with my partners to systematically help young people start their own businesses and cultivate the next generation of business leaders that will steer Taiwan forward. That's why AppWorks started its semi-annual startup accelerator in 2010, and has been offering it for free ever since. With the addition of the latest batch AW#17, the AppWorks Ecosystem encompasses 328 active startups and 925 founders, having collectively generated US$ 2.5 billion in revenues and created 9,586 jobs—not an immaterial contribution to Taiwan’s economy needless to say. More importantly, we’ve created a tight-knit community where founders can form lifelong relationships, while seeking advice from both peers and mentors in good times and bad. I see that as a long-term value to society.

Once AppWorks took a firm foothold in Taiwan, we began targeting Southeast Asia in 2014 to invite outstanding ASEAN entrepreneurs to join us. We hope to promote Taiwan's regionalization through a network of international founders, and in turn, facilitate the development of SEA’s digital economy. We've made significant strides these past five years. AW#18 will kick off in March 2019, and consists of 33 teams, 19 of which hailing from countries across SEA and beyond. Spanning our entire ecosystem, AppWorks encompasses 160 companies currently operating in Southeast Asia, forming a truly regional network. Now, AppWorks founders from Taiwan, Hong Kong, and Singapore are expanding to Indonesia and Vietnam, and it is easy to find local AppWorks alumni to lead the way, greatly reducing the barriers for international expansion.

In addition to AppWorks Accelerator, we have been working hard to create more examples for a modern Taiwan. Taking venture capital as an example, we successfully raised US$ 11 million for Fund I in 2012 and US$ 50 million for Fund II in 2014. Under the efforts of the AppWorks team, the investment performance of the two funds is currently above the industry average, of which Fund II has achieved an annualized internal rate of return (IRR) of 29%. This is much higher than the top quartile of VCs in both Europe and the United States. By pursuing the same performance as international first-class funds, we hope to encourage Taiwanese LPs (short for venture capital investors) to be more confident in supporting local emerging GPs (short for venture capital management companies) and to promote the recovery and ultimate longevity of Taiwan's VC industry.

In 2016, we created AppWorks School with the aim of helping the younger generation pick up new skill sets, enhance their careers, and join the growing tech industry. The school offers four-month free programs and has now graduated 106 students, 85% of whom have secured jobs as software engineers, with a median starting salary of US$ 21,833. Although our scale is still tiny compared to larger institutes, we hope our efforts have inspired others to promote the modernization of Taiwan’s education system and equip young people with the necessary skills to thrive in the AI ​​era.

In addition, although AppWorks is still a small to medium-sized enterprise, it has received a lot of attention. Therefore, it often leads by example and demonstrates how to apply new thinkings to modern corporate management. In addition to internationally-competitive salaries, our colleagues enjoy flexible working hours and locations, unlimited vacation days, and several weeks off around Chinese New Year. AppWorks also recently launched an internal promotion track, promoting two of our very own staff to partners, Jessica Liu (30) and Andy Tsai (40). We hope that this move will also create a ripple effect across traditional Taiwanese industries, inspiring more local enterprises to put their faith in younger leaders.

Alongside the private sector, I am also actively involved in promoting Taiwan’s transformation through public sector activities. In 2016, I took over as chairman of TiEA (Taiwan Internet and E-Commerce Association) from Mr. Hung-Tze Jan (詹宏志). After taking office, I have worked hard to promote our industry and successfully convinced government cabinet members to create a separate category for e-commerce companies, which didn’t previously exist in Taiwan’s stock market. Since 2017, I have been the co-convenor of the Asia-Silicon Valley Development Agency Advisory Committee, advisor of DIGI+ Taiwan, and the country’s member in ABAC (APEC Business Advisory Council). Most recently in 2018, I was appointed by the President to represent Taiwan in the APEC Vision Group, where 21 member states come together to define APEC's vision for the next 20 years. Although these are all voluntary work, I have treated them as full-time jobs because they produce opportunities that can greatly influence Taiwan’s future.

Finally, last year I was prepared to uproot my family again and move to Jakarta. With a population of 260 million people, I observed that Indonesia was a rapidly emerging economy, producing many areas where Taiwan and Taiwanese companies can contribute. In the span of just five years, Indonesia went from a barren startup landscape to producing four local unicorns and attracting the presence of three international unicorns. Although the opportunities are abundant, Indonesia’s ecosystem was much different from Taiwan’s, creating immense cultural, regulatory, and competitive barriers for Taiwanese companies. I had thus planned on relocating to Jakarta in hopes of better leading AppWorks startups into Indonesia and shortening our distance from the world’s fourth most populous country and GSEA’s biggest economy. I would have had to sacrifice some of my roles and responsibilities in my Taiwan, but I put faith in my partners and co-workers to fill the void.

With all that said, I want you to understand that the underlying mission to change Taiwan has never faltered. With this mission in mind, I’ve never hesitated in making decisions over the years because I’ve never needed to consider my own interests—but only the things I can do at the moment to best contribute to Taiwan and generate the most impact. It’s what prompted my resolution to move back from New York, my intent to move to Jakarta, and now my decision to take on this new opportunity with “Taiwan Mobile + AppWorks.”

Not long ago, the Chairman of Taiwan Mobile Daniel Tsai reached out and asked if I was interested in taking over as General Manager of Taiwan Mobile. At first, I was unable to take his offer because I was getting ready to move to Indonesia and I didn’t know how this would contribute to making Taiwan better. After allowing myself a few days to contemplate, I found an answer. I told Chairman Tsai that I would take on the position, but only if I can pursue these 4 ambitions:

First, leverage the AppWorks ecosystem to help transform Taiwan Mobile into a true technology company. At the same time, leverage Taiwan Mobile as a platform to accelerate the growth of AppWorks startups, thereby creating a successful collaboration template for other Taiwan & SEA large corporations to work with startups.

Second, with AppWorks leading the way, establish Taiwan Mobile + AppWorks into a regional technology group across Greater Southeast Asia, in turn, inspiring other Taiwanese companies to explore Southeast Asia as well as becoming a platform for startups to go regional.

Third, build Taiwan Mobile + AppWorks group to a market cap of US$ 100 billion and create the first non-OEM company that originates from Taiwan and truly reaches a global scale.

Fourth, throughout the process, all the bonuses I am entitled to shall be donated by the group to public welfare, focusing specifically on promoting education reform and the film industry in Taiwan.

I told Chairman Tsai if these are the goals, it’s worth dedicating the next 10 - 15 years of my life to achieve. This is basically my dream list. If I do this, the contribution to Taiwan and the GSEA region as a whole from the combined entity will be much greater than the continued independent operation of AppWorks. Chairman Tsai agreed on these four goals and gave me his promise, but it was still not a decision that I could make on my own--after all building AppWorks into what is it today was not something I did alone. Therefore, I went back to communicate with the AppWorks partners and team, and with everyone's support, we decided to accept this challenge together.

Thus, at the beginning of the post, I said, that I am not only taking over the position of Taiwan Mobile’s GM, but undertaking the task of integrating Taiwan Mobile and AppWorks to amplify our impact by 10x. Of course, developing a completely new business model is not an easy job. I may have 20 years of entrepreneurship and work experience under my belt, but I still have much to learn when it comes to managing a massive telecoms operation with over 7,000 people, most of whom are much more familiar with the industry than me. Therefore, I asked Chairman Tsai to act as my partner through the process to ensure the continued operations of the telecoms unit. This will enable more time and space to develop new businesses, benefiting all “Taiwan Mobile + AppWorks” stakeholders in the long run.

The telecoms industry will likely undergo a crucial transformation in the next few years. Last year’s “NT$499 war” accelerated the decline of telecom subscribers’ ARPU (average revenue per household). Longer replacement periods for smartphones have led to the stagnation of mobile phone revenues and the rollout of 5G will cost four times the capex as 4G. These factors all threaten the industry’s ability to maintain the fluid growth it’s experienced for the past 20 years. Furthermore, the arrival of paradigm shifting technologies such as AI, IoT, Blockchain, and Cloud have put all telecom operators on the defensive.

On the other hand, the telecoms industry has established brands, long-term customer relationships, and a massive amount of user data—all valuable assets that can be better maximized. Through the combination of Taiwan Mobile + AppWorks and the 328 startups that AppWorks has cultivated, all emerging startups will be able to look to the combined platform as a strategic engine for cooperation and growth. This is will also enable Taiwan to develop new sources of value creation--a win-win for both sides.

Therefore, in the foreseeable future, AppWorks will not change direction. We will continue to invite outstanding entrepreneurs to join our accelerator, staying true to the original ethos of AppWorks, while leveraging the new Taiwan Mobile platform to help them. The operation of AppWorks Funds will not change. In fact, with the backing of Taiwan Mobile’s resources, we are confident that we can create better financial and strategic rewards for LPs. My role at AppWorks will not change. I will continue to serve as a partner of AppWorks. I will ensure that the integration of Taiwan Mobile + AppWorks will be a successful, long-lasting win-win situation for all stakeholders involved. The only change is probably that my working hours will increase, effectively cutting into my family time. So first, I must apologize to my great wife and two lovely sons, and thank them for their continued support and understanding of this decision.

As for the plan to move to Jakarta and guide more AppWorks startups to enter Indonesia, regrettably it must be suspended. Fortunately, Jessica Liu, AppWorks’ newest partner, has promised to take up this responsibility. I believe that under her leadership, AppWorks' Indonesia initiative will still be able to make a big splash and develop fruitfully.

Hopefully, this post has provided you with all the relevant details regarding the Taiwan Mobile + AppWorks announcement. To friends and media, I sincerely appreciate your continued support. At any rate, I will continue to work hard to contribute to Taiwan. I hope that the children of our generation will grow up and be proud of being Taiwanese.

Finally, I wish everyone all the best. Have a wonderful and prosperous pig year!

「持續為貢獻台灣而努力，希望我們這一輩的小孩們長大後，可以和我們一樣，以做台灣人為榮」

#EnglishBelow 稍早台灣大哥大發布訊息，自 2019 年 4 月 1 日起將聘任為我為總經理，我的朋友們，以及長期關心我與 AppWorks 的媒體，一定會有許多疑惑，請容我在此統一向大家說明。

首先，我不是接下了台灣大總經理的職位，而是接下了整合市值美金 120 億、營收美金 38 億的台灣大與市值美金 36 億、營收美金 25 億的 AppWorks Ecosystem，放大出 10 倍成果的任務。

這得從我的故事說起，如果您還沒聽過的話，我原本已經移民美國，和老婆小孩開心的住在紐約，2008 年，我在美看到 iPhone、Android 相繼問世，Facebook、Twitter 等社群媒體成為主流，意識到軟體的力量將越來越大，而硬體將越來越沒有價值，換言之，台灣的國際經濟地位將受到極大挑戰，因此決定舉家搬遷回台，推動台灣的轉型升級，以免我熱愛的福爾摩沙從世界經濟奇蹟變成失落的遺跡。

這是一個很大的決定，不僅我要放棄自己的美國夢，老婆、小孩都得跟著改變職涯、學涯，因此既然要做，就得發揮最大的 Impact。所以回台之後，我每天思考、決定、努力的，都是最大化我對台灣的貢獻。

因此這些年來我戴了很多帽子，表面看起來沒什麼相關性，但背後都有一個共同的目的，那就是推動台灣的改變。首先，我長期寫網誌、經營 Facebook 等網路社群、在《天下》等期刊寫專欄、出書、演講、接受採訪，心想的是分享新知、新觀念，散播進步需要的養分。

我與夥伴們成立 AppWorks，有系統的幫助年輕人創業，為的是培養千千萬萬帶領台灣前進的下一代生力軍。這也是為什麼 AppWorks 從 2010 年啟動半年一期的創業加速器，至今一直堅持免費提供。目前 AppWorks Accelerator 共畢業的 17 屆、925 位創業者，由他們成立的活躍企業高達 328 家，2018 年產值 760 億，提供 9,500 個工作機會，非常確切的為台灣貢獻一股向上動能。更重要的是，這些創業者們因 AppWorks 而相識相惜，形成一個緊密互助的網路，更是社會的長期資產。

當 AppWorks 在台灣站穩腳步，2014 年我們開始積極走訪東南亞，邀請優秀的東協創業者前來加入，希望透過串連跨國創業者網路，促進台灣的區域化，同時貢獻東協的數位發展。經過 5 年的推動，這個工作也有大幅進展，即將在 3 月進駐 AppWorks 的 33 組 AW#18 團隊，將有高達 19 組來自東南亞，包含他們在內，AppWorks 有 160 家企業在台灣以外的大東南亞市場有據點，形成一個真正區域化的網路。現在，來自台灣、香港、新加坡的 AppWorks 創業者要前往印尼、越南發展，可以很容易的找到 AppWorks 校友帶路，大大降低了區域化的門檻。

除了創業加速器，透過 AppWorks，我們同時努力創造更多台灣改變需要的新典範。以創業投資為例，我們 2012 年成功募集 3.2 億 Fund I，2014 年募得 15 億 Fund II，在 AppWorks 團隊的努力經營下，目前兩支基金的投資績效都是水準以上，其中 Fund II 至今的年化內部報酬率 (IRR) 達 29%，遠高於歐美同期創投基金的 Top Quartile (前四分之一) 指標。透過追求與國際一流基金同等的表現，我們希望促進台灣 LP (創投投資人的簡稱) 更有信心支持本土新興 GP (創投管理公司的簡稱)，進而推動台灣創投業的復甦。

2016 年，我們出資成立 AppWorks School，每 4 個月一期，免費幫助年輕人透過實作學習程式、轉職工程師、加入成長中的數位行業，提升他們的職涯的同時，也為台灣貢獻人才。目前 School 已畢業 106 位學生，其中 85% 成功轉職，第一年起薪中位數達 67 萬。雖然杯水車薪，但我們希望拋磚引玉，刺激台灣教育的現代化，幫助年輕人準備好面對 AI 時代。

此外，AppWorks 雖然仍是中小企業，但受到的關注較多，因此也經常以身作則，為台灣業界示範新時代企業可以有的新思維。除了看齊國際優質創投的薪資獎金水準、年假無上限、自由選擇工作時間地點、新年假期長達三、四週外，我們更在日前啟動交棒計畫，讓年僅 30 歲的 Jessica 劉侊縈、40 歲的 Andy 蔡欣翰升任合夥人，希望激發台灣企業勇敢讓年輕人當家。

私部門之外，有機會推動台灣轉型的公領域活動，我也積極參與。2016 年，我從詹宏志先生手上接下 TiEA (台灣網際網路暨電子商務產業發展協會) 理事長，上任後便努力推動網路電商正名運動，成功說服了櫃買中心創立電子商務分類；2017 年起我開始擔任亞洲·矽谷民諮委共同召集人、數位國家諮詢委員、代表台灣參加每年四次的 ABAC (APEC Business Advisory Council) 會議，2018 年又奉總統之命擔任 APEC Vision Group 代表，與其他 20 會員國派出的先進，一起定義 APEC 未來的 20 年願景。這些雖然都是義務工作，但我都當作正職全力以赴，因為都有機會大大影響台灣的命運，以及在經濟領域的國際能見度。

最後，我去年決定再次舉家，準備遷往雅加達，同樣還是以為台灣貢獻出發。我觀察到 2.6 億人口的印尼正在快速崛起，短短 5 年內從有限的新創活動，到 4 隻本土獨角獸加 3 隻外來獨角獸的蓬勃景況，必須要幫助台灣抓住這個成長機會，但印尼商業生態與台灣大不相同，所以我決定進駐雅加達、深耕當地，希望能因此扮演帶領 AppWorks 新創進入印尼的嚮導，縮短我們與世界第四大國、東南亞第一大國的距離。這麼做得犧牲一些我在台灣的工作，但這些工作多半我的夥伴們可以承接，因此我便毅然開始行動。

講了這麼多，我其實只是希望您能了解，我大老遠從紐約搬回來的目的就是改變台灣，所以這些年來我做決定沒什麼懸念，因為不需要考慮自己的利益，只需要考慮在這個時間點，我做這件事情，是不是最能貢獻台灣。

如此我們便可以回到正題，這次的「台灣大 + AppWorks」專案。

不久前，蔡明忠董事長約我談話，詢問我有沒有興趣接下台灣大總經理的職位，一開始我其實是無法答應的，首先我已經決定搬去印尼，再來我也不確定接這個位子，跟貢獻台灣的關係。回去想了兩整天後，我有了答案，我跟蔡董事長說，必須有四個先決條件：

第一，結合台灣大和 AppWorks，用 AppWorks 生態系去幫助台灣大轉型為科技企業，同時以台灣大為平台去加速 AppWorks 新創的成長，因此創造更多成功的企業，為台灣示範成熟企業如何與新創實際合作；

第二，由 AppWorks 帶路，推動台灣大 + AppWorks 走出台灣，成為一個大東南亞科技集團，為台灣企業的區域化寫下典範，同時也成為能加速 AppWorks 新創區域化的大平台；

第三，以建立一個市值 1,000 億美金 (US$ 100B) 的科技集團為目標，創造第一個由台灣出發、真正達到國際級的非代工企業；

第四，所有因為台灣大 + AppWorks 集團未來的價值成長，公司依規定希望給予我個人的獎勵，要能全數由集團捐為公益使用，且專注在推動台灣的教育改革與電影工業上。

我跟蔡董事長說，如果以這四個目標為前提，那就值得我花 10 到 15 年的生命去推動。這基本上是我的夢幻清單，如果這麼做的話，能為台灣創造的貢獻，比 AppWorks 繼續獨立營運還會巨大許多，想不到蔡董事長毫不猶豫的答應。也因此，我回頭與 AppWorks 的夥伴們溝通，得到大家的支持後，我們決定一起接受這個挑戰。所以開頭我說，我不是接下了台灣大總經理的職位，而是接下了整合台灣大與 AppWorks，放大出 10 倍成果的任務。

當然，這不是一件容易的工作，發展新的商業模式，我或許有 20 年的創業、工作經驗作為後盾，但對於管理電信事業，對於領導一個 7,000 人的大集團，我有太多需要學習的地方，所以，我請蔡董事長務必持續扮演我的 Partner，在這個過程中一起確保電信本業的營運，好讓我們有最大的空間與時間，去爭取新事業的發展，為所有「台灣大 + AppWorks」的 Stakeholders，爭取最佳的長期利益。

未來幾年，將是電信業轉型的關鍵時期，去年 499 之亂加速電信用戶 ARPU (平均每戶營收) 的下滑，消費者換機時間拉長導致手機營收停滯，接下來資本支出是 4G 近 4 倍的 5G 即將到來，更讓電信長達 20 年紅利時代難以延續，AI、IoT、Blockchain、Cloud 等巨型典範轉移接連的到來，進一步逼迫電信業者不能繼續防守。

另一方面，電信業已經建立的品牌、長期客戶關係、大量用戶數據，卻是極有價值，可以更全面應用的資產。透過台灣大 + AppWorks 的結合，目前已經產生 760 億年營收的 AppWorks 的 328 家新創，以及未來將持續培養的更多新興企業，都有機會透過與台灣大的合作加速成長，而台灣大也能因此取得新的營收引擎，創造雙贏的局面。

所以，在可預見的未來，AppWorks 的方向不會改變，我們將持續邀請優秀的創業者加入，透過 AppWorks 原有的能量，以及新增的台灣大平台幫助他們。AppWorks 基金的營運也不會改變，事實上，加入了台灣大的能量，我們有信心能為 LP 們創造更好的財務、策略報酬。我的角色，除了新增台灣大總經理以外，也沒有改變，將持續擔任 AppWorks 的董事長、合夥人，戮力確保台灣大 + AppWorks 的整合能順利成功、長長久久，創造多贏。唯一改變的，大概是我的工作時間將會增加，因此要犧牲與家人的相處，在此先跟偉大的老婆、兩個可愛的兒子道歉，感謝他們對這個決定的支持與諒解。

至於搬遷至雅加達、引導更多 AppWorks 新創進軍印尼的計畫，很遺憾必須暫緩，所幸 AppWorks 的新任合夥人 Jessica (劉侊縈)，已經承諾會扛起這個責任，相信在她的帶領下，AppWorks 的印尼計畫還是能夠大鳴大放、開花結果。

以上，就是針對此次台灣大 + AppWorks 的重大發展，向各位好友、媒體朋友的報告，懇求你們的支持。無論如何，我會持續為貢獻台灣而努力，希望我們這一輩的小孩們長大後，可以和我們一樣，以做台灣人為榮。

最後，預祝 您

新年快樂 諸凡順遂
助君張目 豬滿福保

Earlier today, Taiwan Mobile published an announcement communicating their intention to appoint me as the company’s general manager as of 4/1/2019. I’m sure this announcement may come as a surprise to many of my friends in the startup community, likely leaving you all with ample questions, concerns, and potentially even doubt. Let me take the opportunity to clarify the situation and explain the reasonings behind my decision for everyone.

Firstly, I must clarify that I am not merely taking over as GM of Taiwan Mobile, but taking on the bigger job of integrating Taiwan Mobile, a $12B market cap & $3.8B revenue company, and AppWorks, a $3.6B valuation & $2.5B revenue ecosystem, to amplify our impact by 10x.

But to adequately understand where we’re going, I think it’s important for everyone to know where we’ve come from. This begins with my story—for those of you that haven’t heard it before—which dates back to my time living in New York. It was around 2008 when I saw the launch of iPhone and Android, as well as the advent of Facebook, Twitter, etc, collectively catapulting social media into mainstream use. It was clear that software was increasingly taking over the world while the value of hardware was becoming more and more commoditized. This posed a dire existential threat to Taiwan, whose global economic contributions had been primarily driven by hardware and semiconductor manufacturing. This eventually prompted my resolve to move back to Taiwan and prevent our country from becoming a relic of the past.

This was by no means an easy decision. Not only did I have to give up my American dream, but my wife and child would have to completely uproot their lives, changing jobs and schools. It was a huge sacrifice on their end, so after moving back I dedicated myself to working hard every day to maximize my contribution to Taiwan and exert the greatest impact possible.

I have worn a lot of hats since, and it may seem that there is no correlation on the surface. But, there is indeed a common purpose behind them, which is to promote change in Taiwan. First of all, I have long written posts and columns in online communities such as my own blog, Facebook, and journals like “The Commonwealth Magazine,” while also giving speeches and interviews for a variety of outlets whenever possible. I see these activities as a way to share new knowledge, new ideas, and disseminate the nutrients needed for progress.

I set up AppWorks with my partners to systematically help young people start their own businesses and cultivate the next generation of business leaders that will steer Taiwan forward. That's why AppWorks started its semi-annual startup accelerator in 2010, and has been offering it for free ever since. With the addition of the latest batch AW#17, the AppWorks Ecosystem encompasses 328 active startups and 925 founders, having collectively generated US$ 2.5 billion in revenues and created 9,586 jobs—not an immaterial contribution to Taiwan’s economy needless to say. More importantly, we’ve created a tight-knit community where founders can form lifelong relationships, while seeking advice from both peers and mentors in good times and bad. I see that as a long-term value to society.

Once AppWorks took a firm foothold in Taiwan, we began targeting Southeast Asia in 2014 to invite outstanding ASEAN entrepreneurs to join us. We hope to promote Taiwan's regionalization through a network of international founders, and in turn, facilitate the development of SEA’s digital economy. We've made significant strides these past five years. AW#18 will kick off in March 2019, and consists of 33 teams, 19 of which hailing from countries across SEA and beyond. Spanning our entire ecosystem, AppWorks encompasses 160 companies currently operating in Southeast Asia, forming a truly regional network. Now, AppWorks founders from Taiwan, Hong Kong, and Singapore are expanding to Indonesia and Vietnam, and it is easy to find local AppWorks alumni to lead the way, greatly reducing the barriers for international expansion.

In addition to AppWorks Accelerator, we have been working hard to create more examples for a modern Taiwan. Taking venture capital as an example, we successfully raised US$ 11 million for Fund I in 2012 and US$ 50 million for Fund II in 2014. Under the efforts of the AppWorks team, the investment performance of the two funds is currently above the industry average, of which Fund II has achieved an annualized internal rate of return (IRR) of 29%. This is much higher than the top quartile of VCs in both Europe and the United States. By pursuing the same performance as international first-class funds, we hope to encourage Taiwanese LPs (short for venture capital investors) to be more confident in supporting local emerging GPs (short for venture capital management companies) and to promote the recovery and ultimate longevity of Taiwan's VC industry.

In 2016, we created AppWorks School with the aim of helping the younger generation pick up new skill sets, enhance their careers, and join the growing tech industry. The school offers four-month free programs and has now graduated 106 students, 85% of whom have secured jobs as software engineers, with a median starting salary of US$ 21,833. Although our scale is still tiny compared to larger institutes, we hope our efforts have inspired others to promote the modernization of Taiwan’s education system and equip young people with the necessary skills to thrive in the AI ​​era.

In addition, although AppWorks is still a small to medium-sized enterprise, it has received a lot of attention. Therefore, it often leads by example and demonstrates how to apply new thinkings to modern corporate management. In addition to internationally-competitive salaries, our colleagues enjoy flexible working hours and locations, unlimited vacation days, and several weeks off around Chinese New Year. AppWorks also recently launched an internal promotion track, promoting two of our very own staff to partners, Jessica Liu (30) and Andy Tsai (40). We hope that this move will also create a ripple effect across traditional Taiwanese industries, inspiring more local enterprises to put their faith in younger leaders.

Alongside the private sector, I am also actively involved in promoting Taiwan’s transformation through public sector activities. In 2016, I took over as chairman of TiEA (Taiwan Internet and E-Commerce Association) from Mr. Hung-Tze Jan (詹宏志). After taking office, I have worked hard to promote our industry and successfully convinced government cabinet members to create a separate category for e-commerce companies, which didn’t previously exist in Taiwan’s stock market. Since 2017, I have been the co-convenor of the Asia-Silicon Valley Development Agency Advisory Committee, advisor of DIGI+ Taiwan, and the country’s member in ABAC (APEC Business Advisory Council). Most recently in 2018, I was appointed by the President to represent Taiwan in the APEC Vision Group, where 21 member states come together to define APEC's vision for the next 20 years. Although these are all voluntary work, I have treated them as full-time jobs because they produce opportunities that can greatly influence Taiwan’s future.

Finally, last year I was prepared to uproot my family again and move to Jakarta. With a population of 260 million people, I observed that Indonesia was a rapidly emerging economy, producing many areas where Taiwan and Taiwanese companies can contribute. In the span of just five years, Indonesia went from a barren startup landscape to producing four local unicorns and attracting the presence of three international unicorns. Although the opportunities are abundant, Indonesia’s ecosystem was much different from Taiwan’s, creating immense cultural, regulatory, and competitive barriers for Taiwanese companies. I had thus planned on relocating to Jakarta in hopes of better leading AppWorks startups into Indonesia and shortening our distance from the world’s fourth most populous country and GSEA’s biggest economy. I would have had to sacrifice some of my roles and responsibilities in my Taiwan, but I put faith in my partners and co-workers to fill the void.

With all that said, I want you to understand that the underlying mission to change Taiwan has never faltered. With this mission in mind, I’ve never hesitated in making decisions over the years because I’ve never needed to consider my own interests—but only the things I can do at the moment to best contribute to Taiwan and generate the most impact. It’s what prompted my resolution to move back from New York, my intent to move to Jakarta, and now my decision to take on this new opportunity with “Taiwan Mobile + AppWorks.”

Not long ago, the Chairman of Taiwan Mobile Daniel Tsai reached out and asked if I was interested in taking over as General Manager of Taiwan Mobile. At first, I was unable to take his offer because I was getting ready to move to Indonesia and I didn’t know how this would contribute to making Taiwan better. After allowing myself a few days to contemplate, I found an answer. I told Chairman Tsai that I would take on the position, but only if I can pursue these 4 ambitions:

First, leverage the AppWorks ecosystem to help transform Taiwan Mobile into a true technology company. At the same time, leverage Taiwan Mobile as a platform to accelerate the growth of AppWorks startups, thereby creating a successful collaboration template for other Taiwan & SEA large corporations to work with startups.

Second, with AppWorks leading the way, establish Taiwan Mobile + AppWorks into a regional technology group across Greater Southeast Asia, in turn, inspiring other Taiwanese companies to explore Southeast Asia as well as becoming a platform for startups to go regional.

Third, build Taiwan Mobile + AppWorks group to a market cap of US$ 100 billion and create the first non-OEM company that originates from Taiwan and truly reaches a global scale.

Fourth, throughout the process, all the bonuses I am entitled to shall be donated by the group to public welfare, focusing specifically on promoting education reform and the film industry in Taiwan.

I told Chairman Tsai if these are the goals, it’s worth dedicating the next 10 - 15 years of my life to achieve. This is basically my dream list. If I do this, the contribution to Taiwan and the GSEA region as a whole from the combined entity will be much greater than the continued independent operation of AppWorks. Chairman Tsai agreed on these four goals and gave me his promise, but it was still not a decision that I could make on my own--after all building AppWorks into what is it today was not something I did alone. Therefore, I went back to communicate with the AppWorks partners and team, and with everyone's support, we decided to accept this challenge together.

Thus, at the beginning of the post, I said, that I am not only taking over the position of Taiwan Mobile’s GM, but undertaking the task of integrating Taiwan Mobile and AppWorks to amplify our impact by 10x. Of course, developing a completely new business model is not an easy job. I may have 20 years of entrepreneurship and work experience under my belt, but I still have much to learn when it comes to managing a massive telecoms operation with over 7,000 people, most of whom are much more familiar with the industry than me. Therefore, I asked Chairman Tsai to act as my partner through the process to ensure the continued operations of the telecoms unit. This will enable more time and space to develop new businesses, benefiting all “Taiwan Mobile + AppWorks” stakeholders in the long run.

The telecoms industry will likely undergo a crucial transformation in the next few years. Last year’s “NT$499 war” accelerated the decline of telecom subscribers’ ARPU (average revenue per household). Longer replacement periods for smartphones have led to the stagnation of mobile phone revenues and the rollout of 5G will cost four times the capex as 4G. These factors all threaten the industry’s ability to maintain the fluid growth it’s experienced for the past 20 years. Furthermore, the arrival of paradigm shifting technologies such as AI, IoT, Blockchain, and Cloud have put all telecom operators on the defensive.

On the other hand, the telecoms industry has established brands, long-term customer relationships, and a massive amount of user data—all valuable assets that can be better maximized. Through the combination of Taiwan Mobile + AppWorks and the 328 startups that AppWorks has cultivated, all emerging startups will be able to look to the combined platform as a strategic engine for cooperation and growth. This is will also enable Taiwan to develop new sources of value creation--a win-win for both sides.

Therefore, in the foreseeable future, AppWorks will not change direction. We will continue to invite outstanding entrepreneurs to join our accelerator, staying true to the original ethos of AppWorks, while leveraging the new Taiwan Mobile platform to help them. The operation of AppWorks Funds will not change. In fact, with the backing of Taiwan Mobile’s resources, we are confident that we can create better financial and strategic rewards for LPs. My role at AppWorks will not change. I will continue to serve as a partner of AppWorks. I will ensure that the integration of Taiwan Mobile + AppWorks will be a successful, long-lasting win-win situation for all stakeholders involved. The only change is probably that my working hours will increase, effectively cutting into my family time. So first, I must apologize to my great wife and two lovely sons, and thank them for their continued support and understanding of this decision.

As for the plan to move to Jakarta and guide more AppWorks startups to enter Indonesia, regrettably it must be suspended. Fortunately, Jessica Liu, AppWorks’ newest partner, has promised to take up this responsibility. I believe that under her leadership, AppWorks' Indonesia initiative will still be able to make a big splash and develop fruitfully.

Hopefully, this post has provided you with all the relevant details regarding the Taiwan Mobile + AppWorks announcement. To friends and media, I sincerely appreciate your continued support. At any rate, I will continue to work hard to contribute to Taiwan. I hope that the children of our generation will grow up and be proud of being Taiwanese.

Finally, I wish everyone all the best. Have a wonderful and prosperous pig year!

利迷之間瘋傳嘅超長文，感謝呢位師兄譯得咁傳神！睇到好激動！睇完更加覺得利迷可以有高普帶領球隊係全世界最幸福嘅球迷。

記得因為古仔單嘢，有好多對球會批評嘅聲音同不利嘅傳聞，令到球會上下都好大壓力。報導入面有句咁講：「高普其中一樣天賦就係對人嘅信任」，作為球迷，我會學習高普，選擇相信，無論係邊一個崗位，大家都要團結一致，支持利物浦再創新高峰。

https://www.facebook.com/groups/OLSCHKSAR/permalink/10156466140299828/

最近有篇超長文講高普，唔想睇英文又唔想Google Translate?冇問題，今次有母語翻譯！每句英粵對照，唔想睇英文嘅就Skip嚟睇啦

警告：內含粗口，對粗口過敏者請按"上一頁"

[母語翻譯]
From Hong Kong to Kiev:
At the end of the storm,
there's a golden sky...
由香港到基輔：
暴雨過後 總有晴天

The inside story of how Jurgen Klopp
weathered the worst to lead Liverpool
into the Champions League final
究竟高普點樣帶住利物浦捱過風浪殺入歐聯決賽

By Melissa Reddy

"And now, we will go to Kiev. It sounds crazy, but it's true."
“我哋嚟緊就去基輔。聽起嚟痴撚線，但係真㗎。“

The downpours, pelting over Kowloon as though they were bullets from above, had finally subsided. For Liverpool, however, this was the inception of the storm.
嚟香港踢波先落狗屎，唔同連個天都唔鍾意我。但原來對利物浦嚟講，果日只係惡夢嘅開始。

Before the sun could fully crack through the scattered clouds that Friday morning in Hong Kong last July 21st, Jurgen Klopp’s phone screen was crowded with notifications from sporting director, Michael Edwards, and Fenway Sports Group president, Mike Gordon.
舊年7月21號，打鑼咁早，身在香港嘅高普部電話已經畀體育總監Michael Edwards同FSG總裁Mike Gordon嘅message震爆咗。

The news being broken to the manager - the club had instantly rejected a £72 million bid from Barcelona for Philippe Coutinho - was yesterday’s back-page buffet in the United Kingdom courtesy of the seven-hour time difference.
喺高普同隊波仲瞓緊覺果時，球會已經拒絕咗巴塞羅拿對古天奴7200萬鎊嘅開價。

Klopp’s designs for the pre-season tour had already been scaled back due to monsoon conditions that prompted cancelled training sessions and improvised workouts.
高普嘅季前熱身計劃本身已經畀香港嘅天氣打亂咗，原有嘅訓練只可以改為體能訓練。

It was this development, though, which had the potential to cyclone through their preparations for 2017-18.
但呢鑊就真係堅，隨時將成季嘅部署打亂晒。

Liverpool could not have been more unambiguous in their response to the offer: there would be no summer sale, regardless of how much the fee shot up.
利物浦嘅官方回應好堅定：無論幾多錢，今個夏天都唔會賣。

Undisguised, too, was the fact La Liga’s giants would return armed with a traditional media offensive that would pack more of a punch than their improved proposals.
而另一方面，更加肯定嘅係，呢支西甲班霸唔會就咁放棄，佢哋媒體喉舌嘅攻勢比起佢哋嘅叫價更加凌厲。

The only variable surrounded the focal point. What was Coutinho, who had signed a new five-year deal without a release clause that January, thinking?
唯一唔肯定嘅係，究竟啱啱喺1月簽咗5年約嘅古天奴點諗呢？

As Klopp entered the private assembly room for breakfast at the palatial Ritz-Carlton, the answer immediately presented itself. The 25-year-old, inner turmoil tinting his facial features, was on edge with “an instant difference in his body language,” according to observers.
當高普行入香港Ritz-Carlton酒店準備畀球隊食早餐果間房嘅時候，即刻明晒。古天奴嘅面部表情同身體語言都話畀大家知，佢心入面十五十六。

So this was a problem. Klopp walked over to Coutinho to schedule a talk for that evening, when they had an honest and respectful exchange.
呢個係一個問題。高普同古天奴講，約定傍晚攤牌講清楚。

Liverpool could not simply delete their plans for the season on account of Barcelona being unprepared for the loss of Neymar to Paris Saint-Germain, the Reds boss explained.
高普話，巴塞羅拿戇鳩鳩畀尼馬走咗去巴黎聖日耳門，唔代表利物浦就要跟住一齊柒㗎嘛。

It was a point he circled back to, while also emphasising that the timing was wrong, as was the message it would send about the club.
高普不停重複呢一點，佢仲提到， 呢刻賣人時機錯晒，而且外界會點樣睇利物浦呢？

Coutinho understood that, but highlighted the sacrifices his wife, Aine, and parents had made for his career. The future revolved around them as much as it did his own ambitions.
古天奴好明白，但佢提到佢老婆Aine同埋佢父母已經為佢嘅職業犧牲好多。諗將來嘅時候佢除咗考慮自己嘅目標，亦都要考慮屋企人。

He was happy at Liverpool, he loved the club, he was full of gratitude… But this was Barcelona. And beyond that, it represented a lifestyle change for his family, who could function within a culture so much closer to their own.
佢喺利物浦好開心。佢好鍾意隊波，亦都心存感激。但係，果隊係巴塞喎。除此之外，轉會仲代表生活上重大嘅轉變，搬去果邊嘅文化會更加適合佢屋企。

Klopp acknowledged Coutinho’s thought process, but repeated that it was about Liverpool and this was not the right thing for the club, for his teammates, or for their season ambitions.
高普好明白古天奴嘅思路，但佢再次強調，呢個係利物浦嘅問題，呢個對隊波唔係好事，對班波同對佢哋今季嘅大計都唔係好事。

The message was reinforced privately by Edwards and the ownership before a public declaration.
喺發出官方聲明之前，Edwards同老闆都分別私底下向古天奴重申呢幾點。

/“We wish to offer clarity as regards our position on a possible transfer of Philippe Coutinho,” read a statement on the club’s official website on August 11 2017, which highlighted their “definitive stance is that no offers for Philippe will be considered and he will remain a member of Liverpool FC when the summer window closes.”

“我們特此重申有關古天奴轉會一事之立場” 球會於2017年8月11日發出官方聲明“任何對古天奴的開價均不會被考慮，他於夏季轉會窗關閉時將繼續是利物浦的一員”/

Through the clinking glasses and guffaws, there is thick blend of relief and defiance daubing the atmosphere in the Freshfield area of Formby.
利物浦附近嘅一個小鎮 Formby 充斥住杯碟聲同埋歡笑聲。

It is Saturday, January 6 2018, where a long-scheduled New Year’s celebration for Liverpool’s staff at the Klopp residence has coincided with the £142m sale of Coutinho to Barcelona.
今年1月6號星期六，成班利物浦嘅職球員喺高普屋企開緊Party。無獨有偶，球會啱啱公佈古天奴將會以1億4200萬鎊身價加盟巴塞。

The news had been released shortly before the flow of Monkey 47 gin and a catalogue of German lager at the gathering, with the message following the announcement on the club’s official website entirely scripted by the manager.
呢個消息都係喺佢地呢個不醉無歸嘅聚會之前無耐公佈，而呢篇球會嘅官方聲明其實係出自高普手筆。

/“Players will come and players will go, that is football, but as a club we are big enough and strong enough to continue with our aggressive progression on the pitch, even when we lose an important player. We have never been in a better position in recent times, as a club, to react in the right way. We will use our size and strength to absorb moments like this and still move forward.”
“有出先有入，足球係咁㗎啦。但我哋作為一間球會，即使無咗一個重要嘅球員，都應該夠堅強喺球場上繼續拼搏。我哋而家處於近年嚟最好嘅時間去應對呢個轉變，我哋應該夠強大去適應然後繼續向前。”/

That night, as the spine of the football staff and their partners made his home their own, Klopp may as well have had the words inked on his appearance.
果晚，當球員帶埋佢地嘅另一半去到高普屋企嘅時候，大家都睇得出高普嘅心情寫晒喺塊面度。

The party, defined as “symbolic” and “powerful” had an element of toasting to Coutinho’s contribution at Liverpool, but at the same time, there was a sense of middle fingers flying in the direction of the doom decorating his departure.
有人事後形容果晚嘅派對好有象徵意義同力量。個Party其實亦都係為咗感謝古天奴對球隊嘅貢獻，但同時似乎大家都對佢嘅離開暗地裡媽聲四起。

Whatever followed, those present felt they were in this together. They believed in each other, in the roster, that the addition of Virgil van Dijk would make Liverpool stronger, that there was more than enough snarl as a collective to continue on an upward trajectory.
無論如何，出席嘅球員都感覺到大家喺同一條船。佢哋相信大家，而且相信雲迪克加盟之後隊波會更加強大，越踢越好。

That Klopp, above all, subscribed so religiously to this thinking translated into others sharing his conviction.
而高普就不斷將呢個信念向成班波洗腦。

Liverpool would not just be fine, Liverpool would be fucking flying.
利物浦唔只會掂，仲要係好撚掂。

Klopp was a portrait of confidence and composure, but the previous five months had been stressful for the former Borussia Dortmund trainer.
高普一直係自信同冷靜嘅化身。但過去5個月，呢位前多蒙特嘅領隊承受住好大壓力。

It went against his entire nature, heavily built around empathy, to see a player so sewn in distress. He treasured Coutinho professionally as well as personally and agonised over what the saga was doing to the Brazil international.
呢個同佢嘅天性相反。佢對古天奴受嘅巨大壓力充滿住同情，而且佢喺個人同足球層面都好欣賞古天奴，對於佢喺呢場轉會風波入面所受嘅折磨亦感同身受。

Klopp imagined what it was like for him at home. He was torn by the impact it was potentially having on his wife and young daughter.
高普曾經想像如果係佢自己，佢老婆同咁細個嘅女所受嘅影響，佢感到更加痛苦。

The manager knew how he'd feel if one of his own kids were going through that situation, or if his partner was being affected by it.
佢好明白如果係佢嘅仔女面對咁嘅情況，或者係佢老婆受到嘅影響會係幾咁大。

Part of Klopp’s weaponry is sagacity, drilling deep to appreciate what drives those that line up under him or work alongside him.
高普其中一個強項就係佢嘅睿智。佢識得深入了解幫佢做嘢嘅人，佢哋嘅動力來源係乜嘢。

That he knew Coutinho, who is quite sensitive and counts his family as his axis, was cheerless made him so too.
而佢知道，古天奴係一個多愁善感嘅人。佢嘅屋企人就係佢嘅世界，而呢點亦係點解佢咁唔開心。

The 50-year-old is often cast as the centrepiece, revelling in attention. He is charismatic, and so is more than comfortable getting on the dance floor or grabbing the mic to create a rhapsodic environment.
呢位50歲嘅教頭經常都成為大家嘅焦點。佢好有魅力，而且好擅長製造開心熱鬧嘅環境氣氛。

But those who know him best insist Klopp is happiest sitting off and shining the spotlight on the ones he cares about having a good time.
但熟悉佢嘅人會知道，其實佢最鍾意嘅係坐埋一邊，睇住佢珍重嘅人做返主角接受群眾嘅目光。

He loves witnessing the initiation tradition of a player singing a song in front of all his teammates.
佢好鍾意一個傳統，就係叫一個球員喺隊友面前唱歌。

He adores the environment the squad have carved between themselves and the way they have married the serious (a strict fine system) with the humorous - Dejan Lovren’s ‘gaffer’ social media undressing stands out after he revealed his Champions League half-time rallying call at Manchester City.
佢好喜歡球隊嘅氣氛，可以將嚴肅(嚴格嘅罰款制度)同幽默結合，例如路夫蘭就喺社交媒體同球迷分享佢喺對曼城果場波半場休息嘅時候做更衣室大佬嘅事。

Klopp can also spend hours on YouTube watching videos of joyous supporters and has noted multiple times this season that watching the crowd develop and truly connect with the team has been special.
高普亦都好鍾意上YouTube睇球迷嘅片。佢多次提到睇住球迷真正同球隊連結埋一齊嘅感覺好特別。

So to view the opposite - to see sadness plague Coutinho - was piercing.
相反，睇住古天奴所受嘅折磨，亦令高普無比痛苦。

As such, if the decision was solely Klopp’s to make, the No.10’s switch to Spain would have been sanctioned before the start of 2017-18.
正因為咁，如果畀高普話晒事，佢開季前就會將古天奴賣去西班牙。

Never thinking he is always right, and knowing what he personally felt was trivial when juxtaposed with the full picture, the German supported the reasoning of Edwards, Gordon and the ownership in general.
高普唔係一個覺得自覺永遠啱嘅人。佢知道自己嘅感覺都係好表面嘅，當佢將成個大局擺喺眼前，佢都同意Edwards，Gordon同老闆嘅諗法。

It did not make sense then, that when the only route available for Coutinho to secure an exit was to go antagonist, his camp targeted the manager in their press onslaught, which only hardened FSG’s stance.
離奇嘅係，當時古天奴一方要離隊嘅唯一可能性就只能夠擺爛個款，而佢哋嘅陣營竟然以高普作為攻擊對象，咁樣結果只係加強咗FSG唔賣嘅決心。

Klopp hid it well, but the falsehoods over his relationship with Liverpool’s “genius,” plus the player’s manufactured unhappiness at the club did hurt - especially as he continued to publicly fight his corner.
雖然高普無表現出嚟，但果啲關於佢同古天奴關係惡劣嘅流言同埋古天奴為球隊帶嚟嘅唔開心，的確係傷害咗高普，特別係高普仲要出嚟喺公眾面前辯護。

Coutinho’s performances post the saga, especially on the continent, may have been seen as a fait accompli, but to get him to feature in the Champions League at all was an achievement.
古天奴喺呢次事件後嘅表現，尤其喺歐聯賽場，有目共睹。但派佢喺歐聯出場呢件事本身就已經唔簡單。

When it became apparent there was absolutely no twisting of Liverpool’s arm, the threat of not representing the club in Europe was still strongly being advocated by his advisors.
當知道利物浦嘅立場非常堅定之後，古天奴嘅軍師就極力主張古天奴拒絕喺歐聯上陣。

Gordon and Edwards toiled to surgically remove that and Klopp began reintegrating Coutinho, a process made simpler by his protection of the wantaway star.
Gordon同Edwards好辛苦咁解決咗呢個問題，高普亦重新將古天奴擺返入球隊嘅戰術體制入面，而高普千方百計咁喺公眾面前保護古天奴亦都令呢件事更加容易。

Despite the heckling and suspicious inverted commas each time the ‘back injury’ that sidelined the midfielder in August was mentioned, Klopp never deviated from his line - even when the issue was “only emotional” according to Brazil’s doctor during an international break.
雖然8月嘅時候，古天奴因“背傷”的確惹嚟唔少懷疑，即使巴西軍醫都話佢嘅背傷只係情緒問題，但高普始終如一支持球員。

Squad harmony and ensuring there were no further hiccups to the start of the season was paramount for Klopp - he did not mind being the subject of ridicule, which drew mass respect from the dressing room.
球隊嘅和諧對高普嚟講最為重要。佢唔介意成為事情嘅主角，咁就可以令傳媒嘅焦點離開更衣室。

10, 9, 8, 7, 6, 5, 4, 3, 2, 1…
Happy New Year!
新年快樂！

2018 had only just ticked in, but it entered with the same complexity and concern Liverpool had enjoyed a temporary break from.
2018年啱啱開始，同時標誌住呢個困擾住利物浦嘅問題喺短暫嘅休息之後又再出現。

Barcelona were not so much knocking on the door as they were smashing through it. Coutinho’s desire to leave had not diminished despite his excellence behind a supreme frontline and the club preparing for their first Champions League knockout fixture since 2009.
巴塞羅拿今次唔只係敲門，可以講係撞門。雖然古天奴上半季留喺利物浦表現出色，而球隊亦自2009年以嚟第一次打入歐聯淘汰賽，但佢離隊嘅慾望並無消失。

Liverpool did not want a repeat of the upheaval of the summer, but conversely, neither did they want to cede the Brazilian during such a positive juncture.
利物浦唔想重演上個夏天嘅劇情，但另一方面亦唔想喺呢個重要關頭失去古天奴。

Against the tide, they attempted to persuade him to stay until the end of the season on very lucrative terms - a deal now effective later. However, there was no budging from Barca’s end nor his: Coutinho had been on Merseyside for five years and he was adamant: it was time to say goodbye.
利物浦嘗試挽留古天奴，以先簽約後離隊嘅方式留到季尾。但無論巴塞定係古天奴都寸步不讓：佢已經喺度踢咗5年，佢非常堅決係時候離隊。

As the days ticked on and the eventuality of a sale became more pronounced, Gordon was hugely concerned that the uplifting tone around the club would morph into one of unrest. He was insistent that any abuse should be funnelled towards him and the ownership, shielding Klopp and the squad from toxicity.
當轉會勢在必行，Gordon非常擔心咁樣會為一切都穩步上揚嘅球隊帶嚟負面影響。佢堅持所有外界嘅責難都應該由佢同董事會承擔，高普同球員唔應該受到牽連。

Through this period, though, there was no calmer person at Melwood than the manager and there was no way he wouldn’t front up.
喺呢段期間，成個Melwood無人比高普更加冷靜，亦都無人可以阻止佢對住傳媒頂硬上。

Klopp demanded that everyone relax, that this was just a football transfer, and so they should treat it as such and nothing more.
高普要求所有球員保持放鬆，呢單只係普通嘅足球轉會，大家唔需要諗太多，

If Liverpool did not want any drama around it, then it was imperative that they did not create a spectacle themselves.
如果利物浦唔想事情繼續發酵，佢哋首先就要唔好自己製造新嘅話題。

It was a transaction, not a tombstone for the Reds’ season.
呢單只係一單普通嘅交易，隊波嘅球季仲未完嘅。

The most significant factor was how the squad would react to the development. The Magician was loved by his peers, but additionally, there had been an episode that played on Klopp’s mind.
最重要嘅係隊波點樣面對呢個轉變。隊友都好鍾意古天奴，而有件事喺高普心入面揮之不去。

One August afternoon, a desperate Coutinho approached the senior players’ committee and pencilled in a talk in one of the meeting rooms on Melwood’s ground tier.
早喺8月嘅時候，有一日古天奴喺Melwood一間會議室入面同球隊嘅“一隊球員委員會”開會。

He appealed to them to change the club’s mind, and while he knew the squad wanted him to stay, he also figured fellow professionals would recognise why he felt this was a ‘dream step’ that was critical to take.
佢希望球會可以改變決定。佢知道球隊希望佢留低，但佢亦深信隊友會明白佢為夢想而行嘅呢一步。

For all the chicanery that occurred during the summer window, it was the folding of his teammates into the fuss that most annoyed Klopp.
而最令高普擔憂嘅係其他隊友焦急嘅心情。

So when the deal was done and Coutinho was off, the manager rounded up the full group in the dressing room at the training complex and delivered an incisive address.
當轉會已成定局，高普召集所有球員，喺訓練場嘅更衣室向佢哋訓話。

The message was that they'd lost a great player and a friend, but it was no more than that. He told them to not give anyone on the outside a chance to say that Phil going has affected their season.
高普最主要嘅訊息係，佢哋係喪失咗一個好球員，但亦只係少咗一個好球員咁大把。最重要嘅係唔好畀外面嘅人有任何機會話古天奴嘅離開影響咗我哋嘅球季。

Klopp mentioned that the scrutiny would increase, but he didn't believe it would hamper Liverpool in a negative way. It was important for the team to believe the same, because if they allowed his exit to be an excuse, Liverpool were weak.
高普話佢相信出面嘅批評會越嚟越多，但佢唔覺得球隊會受到任何負面影響。隊波一定要有呢個信念，呢樣係好重要，否則如果球隊畀呢樣嘢成為藉口，咁利物浦就太軟弱。

He reminded his players they could decide whether people said their collective genius had walked out the door with Coutinho.
高普提醒球員，佢哋有能力話畀全世界知道，佢哋加埋嘅力量係咪都畀古天奴一個拎走晒。

/"This is us. On we go."
丟那媽 頂硬上/

Liverpool had anticipated a thunderstorm, and when the whistle for the interval went at the Etihad, they were relieved for the respite from Manchester City’s electric onslaught.
利物浦預咗場波會好難踢，而當半場嘅哨子聲響起嘅時候，佢哋即刻鬆一口氣，可以暫時忘記曼城喺主場瘋狂嘅攻勢。

The scoreline was only 1-0 to Pep Guardiola’s men on the night, and still 3-1 to the visitors on aggregate in the Champions League quarter-finals, but those first 45 minutes were punishing.
比數只係1-0，對於作客嘅利物浦嚟講兩回合計仲係領先緊3-1。但呢45分鐘嘅歐聯八強可以話係一種折磨。

Klopp’s half-time routine is consistent home and away. He speeds from the touchline to the dressing room, takes off his jacket and convenes with assistant coach Peter Krawietz, who has selected crucial in-match clips along with analysts Harrison Kingston and Mark Leyland.
高普每次嘅半場休息都係一樣，主場同作客都係。佢會由球場跑入更衣室，除咗件外套，集合埋已經剪好咗上半場精華嘅助教Peter Krawietz，同埋兩位分析員，Harrison Kingston 同 Mark Leyland。

The footage they slice is never usually of a goal being conceded or scored, but examples of how to avoid the former or ensure the latter by highlighting the positioning of the defensive line or where the best offensive spaces are.
佢哋揀嘅片通常都唔係重溫失波或者入波，而係講解防線嘅企位點樣防止失波，同埋點樣利用進攻嘅空位爭取入波。

At City, there was a deviation. Lovren had been shouting, telling the team to ‘wake up,’ that they weren’t showing enough belief and were allowing Kevin De Bruyne and co to do as they please.
而今次嚟到曼城，情況有啲唔同。路夫蘭大聲喝醒班隊友，話佢哋信心唔夠同埋畀迪布尼太多空位。

Klopp pounced on this as the perfect opening for his own message and so he broke away from his normal process, allowing the centre-back to speak for just under a minute before then commanding the room.
高普覺得呢個會係一個好好嘅開場白，所以佢畀咗大概1分鐘路夫蘭講佢要講嘅嘢。

He started by agreeing with the Croatian, before pointing at Lovren and Van Dijk, saying they were killing the team by being too deep.
之後輪到高普，佢首先同意路夫蘭嘅講法，然後就話路夫蘭同雲迪克逗得太深，令場波好難踢。

He then calmly got his crucial information over: get higher, condense the pitch and stop City playing the passes that feed their strengths.
然後佢好冷靜咁指示球員：逗前啲，企密啲，唔好畀曼城咁多空位做波。

In possession, relax, orientate yourselves better and speed it up. He pointed out spaces available to break City’s press, helping Liverpool retain the ball and thwart the hosts’ constant flow of attacks.
控球果時保持冷靜，轉身然後加速。善用進攻空位突破曼城嘅迫搶，亦都可以減慢曼城嘅進攻。

Klopp then highlighted Alex Oxlade-Chamberlain’s chance at the end of the first half as the memory that would be playing on loop in the home dressing room.
佢特別提到張伯倫臨完半場前嘅一次機會。

He stressed that City had just seen what Liverpool were capable of and it would be terrifying them as all it would've taken was one successful attack to scorch Guardiola's charges.
佢話呢球畀曼城睇到利物浦嘅實力，而佢哋先應該係驚果一隊，因為我哋一次成功嘅進攻佢哋就玩完。

There was an element of 'so what the fuck are we doing still sitting here?' as he ordered them to go out and get back on the front foot.
“咁仲坐喺度做乜鳩吖”高普就趕咗隊波出球場準備。

While City were engulfed by the emotion of the occasion with Guardiola getting sent off at half-time, Liverpool used the break to reorganise.
當曼城仍然因為哥迪奧拿半場被趕離場而激動，利物浦就借呢個時候重整旗鼓。

Klopp’s ability to cut through everything and communicate concisely was visible through the first passage of play in which his side strung five to six consecutive passes together.
高普講解戰術嘅能力可以由利物浦下半場第一個攻勢連續五六下靚傳就睇到。

It culminated in Mohamed Salah’s opener on 56 minutes that effectively ended the tie, after Gini Wijnaldum fed Oxlade-Chamberlain.
利物浦好快就得到回報。56分鐘，韋拿度姆傳畀張伯倫，最後由沙拿射入，賽事就基本上大局已定。

The England international dissected City to supply the Egyptian, who along with Sadio Mane had worked to isolate and unsettle Aymeric Laporte, Fernandinho and Nicolas Otamendi as per instruction.
張伯倫劏穿咗曼城嘅防線，畀沙拿配合文尼，根據高普嘅指示搞掂咗拿撲迪，費蘭甸奴同奧達文迪。

Klopp is forever examined through his magnetism, but not his methods. People see the cool as fuck figure with his unkept stubble in a hoody and trainers, but not the tactical nerd obsessed with preparation and details.
高普最吸引人嘅係佢嘅魅力而唔係佢嘅教波或者戰術。大家睇到嘅高普都係著住運動衫同埋有一頭混亂嘅短髮，同果啲執著於準備戰術部署嘅大師風格完全唔同。

The storyline is dictated by the hugs, fist pumps and rantings, but should be about the composed leader, who is able to read the room and never ducks a big call.
完場嘅一刻充滿住擁抱，碰拳同埋咆哮。但係唔能夠遺忘嘅係呢位永不退縮嘅領袖。

Liverpool need only a point to secure Champions League football heading into the final top-flight game of the season against Brighton? Ok then, he'll just pick four attackers.
利物浦只需要喺白禮頓身上拎到1分就足夠確保下季歐聯參賽資格？無問題，出四個前鋒囉。

There is a misconception too that Klopp’s management is punctuated by Hollywood moments, that ‘Any Given Sunday’ type zingers are delivered on a daily.
大家都有個誤會，就係喺高普嘅領導之下，呢啲本應喺荷李活先出現嘅誇張劇情好似每日都會上演。

To this point, Andy Robertson and Oxlade-Chamberlain are often asked “what did Klopp say to you when things weren’t going well at the start of your Liverpool career?”
就住呢點，羅拔臣同張伯倫都曾經分別被問到“高普喺你哋啱啱加盟，表現唔係咁好嘅時候，同你哋講過啲咩？”

There is no cinematographic answer as there were no elaborate meetings or ground-shifting discussions.
無任何驚喜嘅答案，因為根本就無任何特別嘅對話或者照肺。

He told them to continue as they were, put in the work, and the time would come, things would align.
高普只係叫佢哋繼續努力，時機會嚟到，所有嘢就會好順利。

Klopp believes there is no point ballooning something beyond what it actually is, and that often, the best decision to take is none at all.
高普覺得，有時一動不如一靜。

He figures having ‘the talk’ can be self-indulgent and self-serving at times. If there is no certain benefit to a player, what exactly is the point?
佢覺得有時呢啲所謂對話，即係照肺，根本幫唔到球員，晒氣。

And if there is no massive issue, with the criticism existing externally, why should Klopp feed the notion that there is a problem by formally addressing it?
如果根本就無乜問題，只係外界係度亂咁批評，咁何必太認真看待？

Take Mane for example, who was slightly off colour for a period, snatching a little too much and overthinking every action.
以文尼為例，佢有段時間的確係失色咗啲，獨食咗啲，有啲決定慢咗啲。

In general, though, the speedster was still a threat, still being decisive and still ensuring that the front three functioned exceptionally while adding to his defensive duties.
但整體嚟講，佢仍然係前場一個威脅，仍然係決定性嘅，加上佢喺防守嘅貢獻，確保三把尖刀可以各自發揮作用。

There was never a big sit down with the Senegal international, simply a brief sort of ‘What’s up? Stop beating yourself up about any mistakes, I am very happy with you.’
高普從來都無坐低同文尼傾過啲咩問題，最多都只係“喂，唔使咁躁，你踢得好吖我好滿意。”

Mane found his own way through his stifled spell, aided by a sprinkling of encouragement rather than a lengthy tactical dissection.
文尼最後都走出低潮，靠嘅只係少少嘅鼓勵，而唔需要長篇大論嘅戰術分析。

Klopp doesn’t hesitate to assume control when a situation demands it - see Mamadou Sakho as a reference - but he dictates when necessary, not out of ego nor as an act.
當然，如果有需要，高普會毫不猶豫手起刀落介入問題，沙高就係一個例子。但佢只會喺客觀情況有必要嘅時候先會咁，而絕對唔係自我中心。

October 8, 2015
2015年10月8號

At Hope Street Hotel in Liverpool’s city centre, those who would now work closely with the club’s new manager were offered insight into the character behind the established caricature.
喺利物浦市中心嘅希望街設計酒店(Hope Street Hotel)，一班而家同高普緊密合作嘅伙記當時就第一次見識到呢位領隊。

After Klopp signed a three-year deal worth an estimated £7m per season in the Sixth Boardroom, where Rafa Benitez had also ratified a contract with the club in 2004, he gathered the football staff for dinner.
高普同球會簽咗3年，每年值7百萬鎊嘅合約。佢簽約嘅地方同2004年賓尼迪斯同利物浦簽約嘅地方一樣。簽約之後，高普就約咗成班職員食晚飯。

Some expected a rousing speech from the German, others assumed it would be the introduction to Jurgen’s Law.
大家都預期高普會發表激勵嘅演說，或者先小人後君子講下自己帶波嘅規矩。

Instead, Klopp spoke very little, inviting everyone to tell him about themselves, their roles and how things worked at Liverpool - from training schedules to the matchday routine. He wanted to absorb as much information as possible.
但結果，高普無乜點講嘢。佢邀請所有人分別介紹自己，佢啲嘅崗位同職責，由訓練日程到比賽日嘅運作，佢都想知道多啲。

When it was time to talk through the media plan for his unveiling, Klopp was asked about his preferences when dealing with press. “No, no,” he responded, underlining that this was the communication team's field and they were the experts.
當講到應對媒體方面，高普話呢個係公關團隊嘅範疇同專業。

They had to tell him how it should be. They had to teach him.
佢會等佢哋指導佢點做。

One of the Stuttgart native’s gifts is trusting and turning to the people he works with, previously stating “I’m not a one-man show. I was never that in my life, and I never want to be that. The best lesson you can get in a day - to speak to smart people about things they know about much more about than you do.”
高普其中一樣天賦就係對人嘅信任。“我唔係單打獨鬥嘅人，我從來都唔係。每日最好嘅事就係同聰明嘅人傾計，聽佢哋講一啲佢哋比你叻好多嘅嘢。”

It is why when recruitment continuously pushed Salah to the forefront of the agenda for Liverpool’s incomings, Klopp co-signed their expertise.
咁就解釋咗點解當球探極力推薦沙拿嘅時候，高普毫不猶豫就投下信任一票。

He is across everything, but respects staff who take responsibility for their spheres of influence and are bold enough to settle on important decisions without informing him of each small detail.
高普好尊重所有同事喺佢哋自己嘅範疇工作，而且可以勇敢啲做決定，唔使事無大小都問准佢。

Klopp surrounds himself with strong personalities, and as such, perhaps that partly explains why his long-time assistant and friend, Zeljko Buvac, is expected to leave the club at the end of the season.
高普身邊有好多叻人一齊做嘢。或者正因為咁，佢嘅長期拍檔，Zeljko Buvac 預計將會係季尾離隊。

The Bosnian-Serb has been missing from the first-team fold since the end of April due to ‘personal reasons,’ and while no clarity has been offered on the situation, there is thought to be an element of discontent for Buvac over his standing in football.
呢位助教自從4月尾就因為私人理由缺席一隊嘅活動。外界盛傳其中一個原因係佢唔滿意自己喺對足球方面嘅意見唔夠被重視，而呢個傳聞亦一直無被正式澄清。

That his absence has not affected Liverpool behind the scenes is a nod to the strength of the individuals in the backroom team.
佢嘅缺席對利物浦影響似乎唔大正好證明球隊背後支援嘅團隊實力洪厚。

It is a strand that runs through the playing personnel as well, with proof in the non-upheaval following Coutinho’s winter departure.
呢點同球員喺古天奴離隊後嘅穩定表現有異曲同工之妙。

Just as the footballers have happily assumed more responsibility, so too have the coaching and support staff.
正如其他球員樂於承擔更多責任，職員亦都一樣。

“Incredibly healthy” has been a label used to describe the overall set-up at Melwood and when you consider the seamless adjustment of Van Dijk and Salah, it seems an accurate assessment.
有人形容Melwood 嘅分工安排係“非常健康”。當你睇到雲迪克同沙拿都可以咁快適應球隊，呢個講法似乎千真萬確。

Meanwhile, players that took a while to find their stride, like Robertson and Oxlade-Chamberlain, never felt walled off.
同時，一啲需要多啲時間適應嘅球員，例如羅拔臣同張伯倫，都無感到被遺忘。

Klopp empowered Henderson to cultivate the dressing room culture and the captain has promoted a togetherness many within the West Derby facility say they haven’t encountered before.
高普吩咐軒達臣負責更衣室裡面嘅氣氛同文化，而大家都認同呢位隊長為球隊帶嚟前所未有嘅團結。

The bond extends beyond the team to the non-football staff, who are part of the fabric of the place too. This is so much so, that even when players leave the fondness lingers.
呢股團結力量亦擴展至其他職員，甚至乎有啲球員離隊後仍然維持住對球隊嘅感情。

When Liverpool travelled to Rome for the second leg of their Champions League semi-final, Lucas Leiva sent back a surprise for popular canteen pairing Carol Farrell and Caroline Guest - signed Lazio shirts with a personal message for both.
當利物浦作客羅馬嘅時候，盧卡斯利華就準備咗拉素簽名波衫作為驚喜禮物送畀一對飯堂孖寶，Carol Farrel 同 Caroline Guest。

Meanwhile, it is in their domain - the dinning room - where Klopp and Edwards often strategise over breakfast or lunch beyond the more in-depth presentations on players. The duo, who both employ an open-door policy, enjoy an effortless relationship underpinned by mutual respect.
高普同Edwards經常都去到飯堂踩場，趁住食早餐或者午餐嘅時間，向球員做戰術指導。呢對飯堂孖寶都表示門常開，非常之歡迎大家。

And while the sporting director keeps a low profile as he prefers to do his job rather than talk about it, allowing him to make moves under the radar at times, Klopp appreciates that he is distinguished in his field and very decisive.
我哋嘅體育總監比較鍾意低調，不受注目，而高普就非常欣賞佢，喺佢嘅範疇十分之出色，亦好果斷。

The Reds boss is never shy to talk up the brilliance of the recruitment group, who are backed by a stellar research team run by Ian Graham.
高普亦毫不吝惜對由Ian Graham帶領嘅球探團隊嘅讚美。

And while Edwards is not the type to seek credit, Liverpool’s forward line - the most devastating in Europe this season - is largely his sketch.
雖然Edwards並唔鍾意領功，但其實利物浦而家嘅前場三叉戟，好大程度係佢嘅功勞。

Gordon assesses the dovetailing between the pair as a core canon for the club’s success. Klopp appreciates Edwards’ intelligence in assembling a team to effectively implement his aggressive blueprint, while the transfer chief is aware that signing a top player is purposeless without a top manager to extract every inch of their talent.
Gordon覺得兩人之間嘅合作係球會成功嘅重要武器。高普欣賞Edwards可以砌到隊波啱佢用，而呢位轉會話事人亦明白，幾好嘅球員都需要一個優秀嘅領隊先可以發揮所長。

The way the Reds have vaporised teams on the continent this season with their attacking venom has seen a spike in agents calling up to ascertain if there’d be any interest in their exciting clients.
利物浦今季令人聞風喪膽嘅表現令唔少經理人都蠢蠢欲動，想睇下利物浦對佢哋嘅球員有無興趣。

Liverpool are now the running train.
利物浦而家可以話係如日方中。

/'I could see myself here for the rest of my career'
我覺得自己淨低嘅職業生涯都會喺呢度。/

FSG were convinced, but how could they not have been? For nearly five years, he was the one: the ownership’s ideal manager, who remained just out of reach.
FSG都好有信心。等咗將近5年，佢就係管理層心儀嘅領隊人選。

In October 2015, however, he had finally become their one - Liverpool’s Jurgen Klopp.
2015年10月，高普終於成為利物浦領隊。

But it was only on a three-year deal. He had never lived outside of Germany, let alone managed in a different country, and while there were no doubts over his status as The Perfect Fit on the club’s end, Klopp was mindful of the adaptation both he and his family would have to undertake.
但當時佢只係簽咗一份3年嘅合約。佢從來未試過喺德國以外居住，更加唔好講帶一隊德國以外嘅球隊。雖然球會對高普充滿信心，但佢就難免顧慮佢同屋企人適應嘅問題。

The contract represented a realistic scenario rather than a romantic one. During a relaxed conversation in June 2016, however, he remarked that he could imagine being at Liverpool for the rest of his managerial career to Gordon.
合約終歸係現實嘅。之後喺2016年，佢提到自己可能可以將淨低嘅執教生涯都放係利物浦。

That put in motion an instant process to lock Klopp in after a quick discussion with principle owner John Henry and chairman Tom Werner.
球隊即刻事不宜遲，同老闆John Henry同主席Tom Werner簡單討論之後，就立即著手準備留住高普。

Within a matter of hours, fresh terms had been thrashed out with the manager’s agent, Marc Kosicke, and a new six-year deal was agreed.
話咁快，新合約就預備好，喺高普經理人Marc Kosicke嘅協助下，高普簽咗一份6年嘅合約。

Klopp had been on holiday in Ibiza before ferrying over to Formentera, the smallest of Spain’s Balearic islands in the Mediterranean Sea.
當時，高普正喺西班牙伊維薩島(Ibiza)放緊大假，佢之後再飛到地中海嘅福門特拉島(Formentera)繼續行程。

And on June 16, as he celebrated his 49th birthday, he also toasted signing on until 2022, with the news only being announced at the start of pre-season the following month.
喺6月16號，當佢慶祝緊49歲生日嘅同時，佢亦正式簽約擔任利物浦領隊直至2022年，而呢個好消息一直等到臨開季先向外公佈。

/"When you have an individual of Jurgen's quality in the building it makes perfect sense to secure that person for the long term. To not do so would be irresponsible."
“當你有一個好似高普咁有能力嘅人帶領球隊，無理由唔同佢簽份長約，否則係對球隊不負責任”/

Long before Henry, Werner and Gordon had first met with Klopp on October 1 2015 at the New York law offices of Shearman & Sterling, they had done extensive homework on his credentials.
遠喺Henry，Werner同Gordon第一次同高普喺2015年10月1號喺紐約一間律師樓見面之前，佢哋已經對高普做咗好多功課。

It was obvious that he was charming and a unifying figure, but they sharply realised there was endless substance beyond the soundbites and mad-scientist smile.
好明顯高普係一個有魅力而有凝聚力嘅人物，但佢哋好快就發現高普嘅功力唔只咁簡單。

Liverpool had craved a recognisable identity and here was a bonafide architect; a man worshipped in Mainz and Dortmund for his remarkable design work.
利物浦有令人景仰嘅歷史同身分，而高普正正就係一個優秀嘅建築師，佢喺緬因斯同多蒙特嘅出色表現已經係好好嘅證明。

They spoke for hours at the high-rise building on Lexington Avenue in Manhattan, chewing over everything from playing style to reawakening the fan base and reconvened the following day for further talks.
佢哋果日傾咗好耐。由球隊踢法到球迷覺醒，佢哋甚至好傾到要約定第二日繼續傾。

Klopp had made one particular point with regularity: Liverpool should be a force in Europe. And they could be. He would work to get them back amongst Europe’s elite, and moreover, as being the kind of team no-one wanted to face in the Champions League.
高普提出咗一點：利物浦應該，而且可以喺歐洲有一席位。佢會令球隊重返歐洲前列，而且會令利物浦成為喺歐聯無人想對碰嘅隊伍。

In a matter of months after arriving in Liverpool, he had guided the club to the Europa League final eliminating Manchester United, Dortmund and Villarreal en route before falling short against Sevilla at the showpiece in Basel.
嚟到利物浦未夠1年，高普就帶領球隊先後淘汰曼聯，多蒙特同維拉利爾，殺入歐霸盃決賽，可惜喺巴塞爾輸咗畀西維爾。

In his first full season at the helm, Klopp’s side secured a fourth-place finish and a crack at Champions League football for only the second time in eight seasons.
喺佢嘅第一季英超，佢就成功殺入前四，拎到來季歐聯參賽資格。呢個只係利物浦近8年嚟第2次。

And having navigated a tricky qualifier against Hoffenheim last August to enter the group phase of the tournament, Liverpool are in now in its final and will be at the continent’s top table again next season.
而今季，先喺外圍賽淘汰賀芬咸，再經過分組賽，利物浦而家已經嚟到歐聯決賽，而且已經穩奪下年嘅歐聯參賽資格。

Whatever happens against Real Madrid in Kiev, Liverpool’s advancement is unarguable.
無論喺基輔對皇家馬德里嘅決賽結果係點，利物浦嘅進步都係有目共睹。

Rewinding to Hong Kong, that they have made it here - one objective boxed off, one well surpassed - through the disruption, the injuries and the sale of Coutinho mid-season, is masterful.
回帶重溫由香港開始嘅球季，經歷風風雨雨，古天奴離隊同埋傷兵滿營，最終前四目標達到，歐聯之路令人驚喜。

Liverpool have the opportunity to be the ultimate conquerers of Europe this season having already dispatched Porto, Manchester City and Roma, smashing scoring records en route to the NSC Olimpiyskiy Stadium.
利物浦先後闖過波圖，曼城同羅馬，向住奧林匹克國家綜合體育場進發，有機會成為歐洲嘅盟主。

Most significantly though, there is a wealth of confidence within the club that this will not be a rarity, that spellbinding nights under Anfield’s lights will become a divine right again.
而最重要嘅係，球會上下充滿信心，今季嘅成績唔係偶然，以後仍然陸續有嚟。

They believe Liverpool will not just be fine, Liverpool will be fucking flying.
佢哋相信，利物浦唔單止會掂，仲會係好撚掂。

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