An AI-powered company going global is gradually turning its entire staff into "super individuals" | Factory tour of "GOC: One Ding for Global Expansion"

36Kr "Career Bonus" (ID: ZhiChangHongLi)

"Career Bonus" has visited dozens of companies in its recruitment report series. As of now, "GOC Global OneClick" is one of the few companies that have truly integrated AI into its organizational DNA, rather than just paying lip service.

There are no KPI battle reports covering the walls here. In an AI-driven and rapidly iterating internal system, "whether one can quickly adapt to using AI to do their job well" is regarded as an important indicator for evaluating an employee's growth rate. We've seen that a fresh graduate can participate in multiple customer advertising projects with the support of team collaboration and AI tools three months after joining the company; a marketing specialist with a liberal arts background can iterate AI product prototypes faster than engineers with a formal education; and graduates from "ordinary second-tier universities" who were rejected by big companies' recruitment criteria also have equal opportunities for rapid promotion and salary increases.

As a company dedicated to providing full-link overseas expansion services for Chinese hardware brands, Global OneClick (hereinafter referred to as GOC) has gradually developed into a growth platform driven by AI. Its business covers brand incubation, efficient agency operations, technology-driven media advertising, and strategic capital investment, helping customers achieve high-value and large-scale growth with controllable risks.

In the past three years, Global OneClick has grown from a small team of dozens to a professional service institution of hundreds, with both the business complexity and service depth increasing simultaneously. During this process, its business results have been continuously amplified: the average amount of crowdfunding projects in 2025 reached $5.03 million; the AI advertising system has created over $100 million in sales for customers; more than 40% of agency operation customers can achieve monthly sales of over $1 million; from 2022 to 2025, the company's overall revenue maintained a high annual growth rate of over 300%, and its early investment project Oladance was acquired by ByteDance in 2024.

However, what really makes this company stand out is the organizational experiment it's conducting.

When AI tools are deeply integrated into the business process, will the traditional service model of the second party be reconstructed? In 2023, when "Career Bonus" first visited GOC for an interview, CEO Yi Wanyao shared his initial vision for Global OneClick: this company should be like a "law firm" - professional, vertical, and with talents as its core assets.

However, at that time, GOC had just begun to explore the possibilities of AI, and in essence, it was still a typical "labor-intensive" overseas service provider, with its business model relying on the meticulous execution of a large amount of human labor.

Now, compared with its general peers, GOC is breaking through the human resource ceiling with an "AI-native" organization: its core strategy is not simply to replace human labor with AI to reduce costs, but to cultivate each employee into a self-reliant "super individual" through a self-developed AI toolset covering the entire business process.

When we visited GOC's Shenzhen office again two years later, we quickly found the "Lego culture wall" we saw back then: it is said that each employee has a corresponding Lego figure on the wall, which they can take away as a souvenir when they leave the company. "Career Bonus" noticed that there is now a high-speed train pattern printed with "007 → 996 → 5.2-day weekend" on the wall. An employee told us that this is exactly the evolution path of GOC in the past two years - apart from other things, "being able to get off work early" is also one of the meanings of AI to them.

A good tool must be "zero-threshold" ╱ 01

Equip employees with "exoskeletons" for workplace capabilities ╱ 02

Don't sell AI, but use AI to help customers achieve results ╱ 03

Q&A ╱ 04

A good tool must be "zero-threshold"

Self-developed and self-used AI, a bold experiment on organizational efficiency

GOC's AI layout can be traced back to before 2022.

"At that time, the company first made a strategic investment in a Silicon Valley startup AI company because we couldn't find a suitable team in China at all (fortunately, they have also entered the pre-IPO stage this year)," recalled CMO Ding Yue (Dennis). "But starting in 2023, we completely shifted to self-development. Because they focus on algorithms, while we focus on applications. GOC needs to develop its own things."

In 2023, GOC officially established an AI technology team of 10 people. In just three years, GOC has successfully completed its transformation. For several founders, the company has evolved from a service provider "helping global enterprises go global" to a technology partner "helping global enterprises and platforms embrace future trends." To this end, they need to help customers build a data platform, optimize attribution models, cooperate with Google to promote the implementation of Marketing Mix Modeling (MMM) for Chinese customers, and make improvements through engineering + AI empowerment to clarify the real contribution of every marketing budget for customer brands.

Of course, any innovation experiment is accompanied by pain and trial and error. Ding Yue admitted that even with the strong promotion of the company's decision-making level, the early AI tools still faced a lot of doubts during internal popularization.

"For example, we developed a very fancy function that can automatically generate product selling points (FAB) - perhaps it will be very useful for experienced middle and senior management (G3 and above) - but for junior employees (G1/G2) and external customers, if they don't have mature experience and standards for judging the quality of copywriting, the product is still just a vase in actual business operations." Ding Yue reflected, "What the G1 colleagues need more is an end-to-end solution, rather than letting them make their own judgments."

● GOC's AI Dashboard: It integrates the underlying data of Google Analytics 4, Google, and Meta advertising backends. Through an advanced data-driven attribution model, it comprehensively evaluates users' full-link behaviors to achieve scientific decision-making, precise advertising, and improve ROI

36Kr "Career Bonus" (ID: ZhiChangHongLi)

This means that if a company wants its self-developed AI tools to be truly popularized and used internally, the products cannot just provide simple functions, but need to have a complete, end-to-end solution: users only need to input instructions (input), check the results (check), and output (output) without understanding the complex intermediate processes.

"To put it more simply, we're not making pre-packaged meals, but 'wheelchair-level' products," Ding Yue explained. A good tool must be 'zero-threshold', enabling people without any foundation to use it and achieve at least 85 points of results. To this end, they came up with an idea: adding a multi-layer 'Agent' verification mechanism to the AI workflow, simulating the judgment standards of G3 and G2 employees to correct and guide the outputs of G1 employees, forming an end-to-end closed-loop system with 'human in the loop'.

Based on this insight, GOC's technology team has gradually evolved into an "AI platform." The product functions it launches are not "bestowed" on the business departments after being developed by a closed technology platform, but are derived from the real pain points of front-line employees. "When colleagues encounter repetitive needs in their work, we turn them into highly automated tools."

For example, an advertising placement specialist found that manually pulling data and writing daily and weekly reports every day was inefficient. The "AI platform" then developed an AI tool that can automatically generate and send daily and weekly reports. This tool not only liberated him but also benefited the entire advertising placement team.

This process also gave rise to a unique role of "quasi-product manager" - temporarily called "AI application responsible person" internally. They usually transfer from business positions, understand business logic, and have a certain understanding of technology. Their core work is to act as a "bridge" between the business and engineering teams, quickly transform business requirements into a runnable demo through AI coding, and promote its implementation.

This "bridge role" coincides with Gartner's trend prediction regarding "citizen developers": by 2026, the number of citizen developers in large enterprises will be four times that of professional software developers.

"They've been in the rain, so they'll hold an umbrella for others." This role has subtle differences from traditional product managers. "We don't have a PRD (Product Requirement Document) culture internally," Ding Yue emphasized. "We always make a demo first and then communicate with engineers with the demo in hand." This agile development model has greatly shortened the development cycle of tools, and since the developers themselves are the users, the 'occupancy rate' (i.e., actual usage rate) of the products is extremely high.

36Kr "Career Bonus" (ID: ZhiChangHongLi)

Equip employees with "exoskeletons" for workplace capabilities

Pursuing super individuals for all, can new employees grow "five years' worth in one year"?

In the past, an advertising placement specialist might need three to five years to master their job proficiently before having the energy to learn about upstream and downstream links such as influencer marketing and market strategies. However, at GOC, all this is being rewritten.

Currently, the development and iteration of GOC's internal AI toolset are accelerating, and its functions cover advertising, marketing, website building, and influencer analysis and other sub - links. Employees can quickly master the full - link approach through these tools.

"AI directly empowers new employees in the workplace with very hardcore business capabilities," said advertising placement manager Shawn. "Fresh graduates can quickly absorb a lot of information and reach the level that used to take three to five years to achieve in just one year of work." He has also witnessed a fresh graduate getting a special promotion three months after becoming a full - time employee.

According to colleagues, the reason this new employee stood out was that he could proficiently use the company's internal AI tools to simultaneously follow up on four different customer projects in different categories and stages in a short period. The AI tools handled all the basic data pulling, report generation, and preliminary analysis work for him, allowing him to focus on higher - level strategic thinking.

However, this doesn't mean that soft skills are no longer important. On the contrary, when the threshold of hard skills is leveled by AI, "soft skills" such as communication and coordination, priority management, and cross - project switching become the key to distinguishing talents. Therefore, the company encourages new employees to engage in diverse projects across different business lines (such as crowdfunding, agency operations, and advertising placement) to broaden their horizons and accelerate the maturity of their comprehensive professional abilities.

HR manager Alice further explained that the company has established a training system covering from the first day of employment to key nodes: one - on - one mentoring, individual training plans, HRBP supervision, job course schedules, and exam acceptance... The premise of this training model is "learning by doing."

"The first three months are the learning stage, but all the training content is closely related to the actual projects at hand. You only learn the corresponding courses when you need a certain skill, and you can use it immediately after learning," Alice said. The company hopes to avoid the common "cramming education" and formalism in traditional corporate training.

At GOC, an interview with partners is a must for all candidates. Currently, at least one of the three founders personally participates in the final interview of each new employee. As the saying goes within the company, "Who you travel with is more important than the destination," they hope to ensure a high degree of alignment among team members in terms of values and cooperation methods.

In a sense, the pursuit of "super individuals" has profoundly influenced GOC's recruitment philosophy. In the minds of the three founders, academic qualifications are no longer the only ticket, and not even the most important consideration.

36Kr "Career Bonus" (ID: ZhiChangHongLi)

"What we need now are people who can apply knowledge faster," Ding Yue gave a vivid example: A liberal arts student with ordinary academic qualifications is much faster than engineers with a formal education in the iterative innovation of AI products. The reason is that he is better at describing requirements and backgrounds to AI in clear and structured language, which is precisely the core ability in the current era of AI application - "being able to raise requirements."

"Being able to raise requirements is actually a language problem, not a math problem." Ding Yue joked. "This gives many opportunities to liberal arts students with excellent basic qualities."

In addition, Yi Wanyao also emphasized two other qualities: "vision" and "kindness."

"Vision is more important than ability. Ability can be cultivated or even replaced by AI, but vision determines whether you are willing to persevere in the long term." And when the vision is strong enough, the more senior a person is, the more they should not lose their kindness. "For example, those who deceive customers into spending money for the sake of performance may achieve short - term numerical growth, but in the long run, they will damage the company's reputation and lead the whole team astray. I also tell the team that you can make me lose money, but you must never let me lose my reputation."

The pragmatic values also eliminate "ineffective overtime" in the organization. "Whether to work overtime has never been the standard for measuring the value of GOC employees. Result - orientation is the only truth," said HR manager Alice proudly. "One of the meanings of using AI internally is also to enable everyone to achieve results faster and get off work earlier."

This employment concept of "ordinary people doing extraordinary things" has brought positive feedback to GOC in terms of organizational stability: In 2024, the retention rate of GOC's campus recruits after becoming full - time employees reached 80%, and