Company Setup
2021/08
Prototype I
2021/11
THE
VISION
Develop affordable and user-friendly non-invasive solutions and platforms for the treatment and prevention of cardiovascular diseases.
Create a better quality of life for people around the world to promote a happy, healthy, and long-lasting life.
COMPANY
LEADERSHIP
Helixism FOUNDER & CEO
Helixism
FOUNDER & CEO
CK Chung
President & CEO
As the current CEO of HBI, CK holds responsibilities for system design, integration, and manufacturing. With expertise spanning various domains, he has held key roles including R&D Project Manager and Special Assistant to the general manager at Microdiamond Wire Equipment Company, Deputy Manager at United Renewable Energy Co., Technical Manager at DelSolar Co., and Team Leader at the National Nano Device Laboratories. CK embarked on his career as an Equipment Engineer at TSMC.
Helixism FOUNDER
Helixism
FOUNDER
Prof. Fu-Liang Yang
Science Advisor
Prof. Yang is a Distinguished Research Fellow at the Research Center for Applied Sciences, Academia Sinica. His extraordinary career includes leadership roles as Director of the Intellectual Property and Technology Transfer Division, General Director of National Nano Device Laboratories located in Hsinchu Science Park, and a Deputy Director of TSMC R&D. Besides, he was honored to be elected as an Academician of TSMC Academy.
Prof. Yang holds a Ph.D. in Materials Science and Metallurgy from the University of Cambridge UK and boasts a remarkable track record with over 100 invention patents and 3 National Innovation Awards.
Helixism DIRECTOR
Helixism
DIRECTOR
KF Lee
Chief Strategy Officer
KF, a graduate of Washington University in St. Louis, brings a strong financial foundation developed through roles at HSBC, Mizuho Securities, and Sparx Asset Management. Serving as a problem-solving partner and investor, he has obtained funding and nurtured international partnerships, with a strategic focus on market expansion in the United States, Japan, and Taiwan.
About the Establishment of Helixism Biomedical
01
Can you tell us how the idea for ecp and the establishment of Helixism came about?
Professor Yang：
The inspiration for developing a next-generation ECP system came from my initial design for a non-invasive blood glucose monitor. Traditional blood glucose monitoring methods involve finger-pricking and can cost over a hundred dollars per day for multiple tests, creating a financial burden for the health insurance system or some patients.
The excitement surrounding our non-invasive glucose monitor led people to ask if we could also develop a treatment-focused product. This query planted the seed for our subsequent direction.
In Taiwan alone, over 2 million individuals suffer from diabetes and more than 4 million deal with hypertension. We decided to channel our efforts in this area and initiated comprehensive global research. We found that ECP (External Counterpulsation) devices have received U.S. FDA approval for effectively improving cardiovascular-related chronic disease. These devices are also in use across dozens of countries, and many leading hospitals in Taiwan have adopted this technology. However, the substantial size, the requirement for 35 hospital visits, and the high production costs of existing ECP systems have made the treatment both expensive and less accessible to a wider patient demographic. This led us to rethink the system’s design, and our initial prototype successfully demonstrated that we could both reduce manufacturing costs and enhance the efficiency of ECP.
02
What are the most important culture and values at Helixism?
CK：
In our startup environment, initiative, proactive engagement, and creativity are essential qualities for all team members. I believe that mutual trust stands as the cornerstone of effective teamwork. With trust in place, we can collaboratively tackle challenges and unlock each member’s full potential.
Since we have this level of trust, we don’t stifle creativity by imposing rigid guidelines on how tasks should be carried out. Instead, we encourage each other to explore various approaches. After we’ve developed our plans, we collaboratively evaluate their feasibility and make adjustments, continuously learning throughout the process.
Professor Yang：
When the objectives are clearly defined, it becomes feasible to give the team the autonomy they relish as ‘freedom.’ Moreover, our product is groundbreaking in every aspect—from regulatory considerations to software and hardware design—meaning there are no prior models to follow or experiences to leverage. This makes an open, proactive attitude indispensable.
In larger organizations where I’ve previously worked, each individual often only understood a specialized segment of the business. This made a comprehensive grasp of product development and market entry challenging. At Helixism, however, our daily morning meetings are platforms for transparent communication about our progress, future plans, and creative ideas. This open dialogue stands in marked contrast to, and is more valuable than, my experiences in other corporate settings.
03
What do you believe is the most valuable aspect of Helixism?
CK：
Helixism offers a unique opportunity for those interested in entrepreneurship or startups. Unlike teams starting from square one, Professor Yang and I bring decades of industry experience, expansive professional networks, and robust R&D capabilities to the table. We’ve both had roles at TSMC as well as other significant companies and national incubators. This equips us with a level of expertise and insight that exceeds that of a typical startup, even as we retain the startup essentials of flexibility, openness, and innovation.
Professor Yang：
Our vision sets us apart. Our products are designed to make a substantial positive impact on chronic health issues related to circulatory conditions. This allows our partners to deeply invest in their work, driven not just by professional expertise but also by a strong sense of mission and the belief that they are making a difference.
Every recruit is considered an executive trainee, a hallmark of startup culture. Team members should not only be problem-solvers who can work independently, but also be willing to cross-train in various domains. A pioneering spirit is essential. We lead by asking our team to constantly challenge themselves with two questions: “Is there a more efficient way to accomplish this?” and “Can this be done better?”
04
What kind of talent is Helixism seeking?
CK：
Even after our product launch shifts us toward a market-oriented focus, we continue to prioritize goals and efficiency—core aspects rooted in our deeply-held values. When searching for new team members, we seek not only professional skills but also a values alignment.
We are eager to onboard partners who prioritize integrity and intelligence, and who resonate with Helixism’s mission: “Develop affordable and user-friendly non-invasive solutions and platforms for the treatment and prevention of cardiovascular diseases.” We believe that holding this mission close to your heart empowers you to overcome current obstacles and challenges.
Professor Yang：
The two-year mark is often pivotal for many startups’ survival. Helixism has already been operational for over two years and, including the R&D phase before the technology transfer, our foundation spans over three years. Notably, our funding comes not only from Taiwan but also from investors in the United States and Japan— a very unique achievement for a startup at this early stage.
As we plan to expand into international markets like the United States and Japan following our Taiwan launch, we warmly invite those interested in contributing to such global initiatives to join our team.