Ayoung Song, who joined UD IMPACT as a Team Lead and has spearheaded business operations at the forefront of entrepreneurship education, has been appointed as the new Vice President (VP).Her role has expanded from an operational leader accountable for project excellence and execution to an executive leader tasked with fostering talent and connecting possibilities across diverse business verticals.We sat down with her to discuss her thoughts on stepping into these new responsibilities, the future direction of entrepreneurship education, internal growth for team members, and building a sustainable organizational culture.
Q. How did you feel when you first heard about your promotion to the executive team?
Since I didn't enter the company as an executive but rather started as a Team Lead, I was initially quite surprised and grateful for
such a wonderful opportunity. I was also curious about the specific role the company expected me to play. As time passed,
however, the weight of the responsibility truly sank in.
While I’ve had previous experience running organizations and serving as a CEO, UD IMPACT isn't a company I founded.
That is why I believe it is essential to deeply respect the values and trajectory the company has built so far,
while finding my own footing to fulfill my role effectively as an executive.
Q. As your role expands from a hands-on leader to executive leadership, what perspective shifts the most?
If my focus previously centered on project completion and individual operational deliverables, moving forward,
I expect to devote far more energy to discovering and nurturing talent.
UD IMPACT is home to outstanding talent and diverse business domains. I see my role as connecting the distinct strengths of each initiative,
keeping an eye on the broader picture beyond individual projects, and driving both top-line revenue and sustainable organizational growth.
Beyond our existing entrepreneurship education programs, I also want to expand initiatives that cultivate local talent and connect the resources
and cultural assets of regional communities and universities.
Q. What are the key competitive strengths and upcoming challenges of UD IMPACT’s entrepreneurship education business?
Working with diverse partners nationwide has given me many opportunities to hear candid market feedback about UD IMPACT.
What I heard most consistently was that we manage programs systematically and reliably deliver high quality. I believe this is a definitive competitive edge.
However, nationwide programs inherently demand substantial operational and logistics resources, alongside the challenge of continuously discovering
and connecting local assets. If we leverage AI and data more effectively, we will be able to boost operational efficiency and offer clients much more streamlined, structured solutions.
I also consider it crucial to refine and modularize our educational assets—which have already been proven domestically—so they can be packaged and delivered in
global markets as well. By elevating our competitive edge in entrepreneurship education, I want to firmly anchor and support the company's next growth engine.
Q. How have your diverse career experiences shaped your decision-making today?
Having directly founded, operated, and taken responsibility for multiple organizations, I tend not to get easily swayed by short-term highs and lows.
That resilience comes from the hard-earned conviction that as long as work is done by people, it can ultimately be resolved together with people.
In the past, I also led an organization that was large in scale but faced clear business model limitations.
At UD IMPACT, our objectives are relatively clear: generating revenue and profitability while simultaneously developing people.
Those past experiences now serve as "mental muscle," keeping me grounded even in challenging situations.
When an issue arises, rather than asking "Who did this?", I ask "What should we do first?"
I focus on finding solutions rather than dwelling in emotional reactions.
I believe that an issue we worried about yesterday can get a little better if we tackle it together today.
That’s why I often say, "Today is better than yesterday."
Q. What has been the driving force behind your sustained focus and engagement over such a long period?
External incentives might give you a temporary boost, but at the end of the day, intrinsic motivation is what matters most.
You have to continually reflect on whether you are genuinely enjoying what you do.
Intrinsic motivation acts like an engine that keeps you moving without burning out.
Work has always held a high priority in my life. Because of that, there were times when I felt apologetic toward my family.
But recently, my child told me, "I want to work at mom's company when I grow up." When I asked why, the answer was that they'd get to see mom often
and that the people working with mom seemed so great. Knowing that my child views my work life in such a positive light felt like the greatest reward.
Q. What kind of culture is needed for team members from diverse backgrounds and life stages to work sustainably over the long term?
Policies and institutional support are important, but formal policies alone cannot encompass every team member's unique circumstances.
Some may place work as their highest priority, while others may dedicate more weight to family or other aspects of life.
What truly matters is an organizational culture where people do not casually evaluate or pass judgment on one another’s choices and circumstances.
Every household has a different way of dividing caregiving responsibilities. Rather than viewing individuals through rigid, predefined roles,
we need a culture that respects each person’s situation and work style. Creating an atmosphere that naturally embraces diverse ways of living is just as vital as having well-crafted policies.
Q. In your view, what defines a good leader?
I strive to be a leader who provides stability and psychological safety to team members. Whether they are executing day-to-day work or communicating with clients,
I want them to feel supported. Providing that sense of stability also includes building systems and structures that enable team members to do their work well.
I don't consider my leadership to be perfect. But I want to build a team where people can leverage their individual strengths while genuinely enjoying their work.
I hope we can be an organization where we can share a laugh together, trust one another, and deliver exceptional results.
Q. What is essential for Cell Leaders who are preparing to step up as the next tier of leadership?
As leaders accountable for the performance of their respective cells, our Cell Leaders have driven significant growth this year,
putting us on track for our highest revenue since inception. Every single person gave their absolute best without passing the buck.
Going forward, what’s needed is experience in delegating effectively and looking at the bigger picture beyond individual projects.
I would also love to see a peer community where Cell Leaders can openly share their challenges and learnings.
If our work until now felt somewhat like isolated battles, moving forward we need to learn from and lean on one another.
To develop broader strategic vision, leaders also need to protect their health, time, and mental energy to reflect.
Q. What advice would you give to team members seeking new growth opportunities within the company?
I encourage people not to confine their roles too early. If you define your scope by saying "I'm only someone who does this,"
it becomes difficult to discover new possibilities.
Even if your primary role is program operations, you can take on varied roles such as a facilitator, coach, or evaluation panelist.
You can also broaden your horizon by participating in other initiatives within the same cell or experimenting with new positions.
Of course, the very first step is to perform well in your current responsibilities and build trust.
On that solid foundation, talk frequently with your leaders and peers about your areas of interest and intrinsic motivations.
Casual conversations and small experiments, rather than grandiose plans, are often what uncover the next opportunity.
Q. What kind of colleague do you most want to work with?
When a task comes up, I want to work with someone who doesn’t draw a line saying "That’s not my job,"
but instead proactively asks, "How should we divide this?" or "How can we solve this together?"
I value passion and attitude far more than pure years of experience. Even if someone doesn’t have extensive experience in entrepreneurship education,
as long as they have the willingness to learn and a professional business demeanor, we can definitely work well together.
I appreciate people who continuously learn on their own initiative, test what they've learned, and take ownership without putting things off.
Q. What does being an 'Actpreneur' mean to you?
An Actpreneur is someone with clear intrinsic motivation who places high value on execution. I believe an Actpreneur is someone who isn’t afraid of work,
doesn’t shy away from the next challenge, and has the resilience to keep going.
Mistakes can be daunting, but the potential for growth is far greater when you try something and make a mistake than when you do nothing at all.
Most mistakes are nowhere near as fatal as we fear. I hope everyone remembers they have leaders and teammates to solve problems with,
and feels empowered to take that next step forward.
Q. Any final words you’d like to share with the team?
If the picture of UD IMPACT consists of 100 puzzle pieces, I see myself as just one of those pieces.
While that piece may have grown slightly larger with this promotion to Vice President, I want to fulfill my role well so that I contribute meaningfully to the greater picture.
I hope UD IMPACT continues to be an organization that deeply values both its people and its business. I intend to dedicate much of my heart and effort to both.
Looking back later, I’d love to be remembered as someone with whom working together was both joyful and reassuring.
Hearing someone say, "Working with her was so much fun, and she was exceptionally good at what she did"—that would be the highest compliment.
