A MESSAGE FROM OUR FOUNDER · DAVID ZHANG

Building A Company Customers Want To Work With Again.

I have always believed that the strongest industrial brands are not built by being seen everywhere, but by being remembered for the right reasons — by customers who have actually worked with them.

For DROID, customer experience is not a marketing statement. It is the result of thousands of decisions — how we listen, what we prioritize, how we respond when things go wrong, and whether we remain as committed after an order as we were before it.

SELECTIVE GROWTH
Choosing the Right Projects, Not Simply More Projects

MORE THAN SALES
Investing Behind the Customer, Not Just Before the Order

NOT PERFECT
But Willing to Face Problems and Make Things Better

STILL BUILDING
A Company Worth Choosing Again

01

WHAT I CHOOSE
TO INVEST IN

ATTENTION IS NOT REPUTATION

Visibility Can Be Bought.
Reputation Has To Be Earned.

There are many ways to make a company visible.

We can exhibit at more trade shows. Buy more advertising. Produce more videos. Compete for more keywords. Put our name in front of more people.

All of those things have their place.

But none of them can make a machine perform better after it arrives at a customer's factory. None can solve a difficult production problem during commissioning. And none can make a customer trust us with their next production line.

THE QUESTION I KEEP COMING BACK TO

What happens after
someone chooses us?

That is why I have never believed marketing should simply be about generating more leads for DROID.

If we invest heavily in being discovered, but not equally in what customers experience after they discover us, we are building attention — not a brand.

That distinction has shaped many of the decisions we have made as a company.

02

A CHOICE
WE MADE

GROWTH WITH DISCIPLINE

We Chose To Grow
More Carefully.

In 2020, global demand for wet wipes production equipment increased dramatically.

DROID received around 600 international sales inquiries that year.

The obvious response would have been to recruit more salespeople, pursue more opportunities, and maximize the short-term demand.

We made a different decision.

600

INTERNATIONAL
INQUIRIES

→

13

CUSTOMERS
SELECTED

INSTEAD OF ASKING

HOW DO WE SELL MORE?

We asked how many projects our organization could genuinely support well.

WHERE SHOULD WE ADD PEOPLE?

We strengthened project coordination, technical communication, and customer support behind the sale.

It probably was not the fastest way to grow.

But it reflected something I still believe today:

Growth is only meaningful when the organization behind it can keep its promises.

03

WHAT CUSTOMER
EXPERIENCE MEANS

THE ENTIRE PROJECT

Customer Experience Isn't
A Department.

For us, it is the entire project.

A customer's experience with DROID is not determined by how quickly we answer the first inquiry or how polished the first presentation looks.

It is shaped by hundreds of decisions between that first conversation and stable production.

01

Understand

Start With The Production Need.

Product format, substrate, formulation, packaging, production capacity, factory conditions and operating requirements.

02

Engineer

Build The Right Configuration.

Translate the production requirement into machine configuration, process design and a project scope that makes practical sense.

03

Validate

Test Assumptions Before Production.

Review materials, conduct trials where needed, define FAT requirements, and agree on practical acceptance criteria.

04

Deliver

Control What Happens Before Shipment.

Manufacturing, assembly, testing, documentation, project coordination and shipment preparation.

05

Commission

Turn Equipment Into Production.

Installation, operator training, parameter optimization, troubleshooting and production stabilization.

06

Support

Stay Involved After Handover.

Technical support, spare parts, upgrades, optimization and support for future production needs.

WHAT THE CUSTOMER REMEMBERS

The experience is not one moment. It is the consistency between all of them.

04

WHEN THINGS DON'T
GO TO PLAN

THE TEST OF A PARTNERSHIP

We Don't Always Get
Everything Right.

Building machines is difficult. Building an organization capable of delivering them consistently across different countries, products, materials, and factory environments is even more difficult.

We have made mistakes.

We have experienced delays. We have encountered components that did not meet the standard we expected. We have underestimated problems and then had to put considerably more time, people, and resources into solving them.

I don't believe credibility comes from pretending these things never happen.

WHAT MATTERS MORE

What matters is what a company does when reality doesn't follow the plan.

01

Do we hide behind the contract?

02

Do we spend our energy explaining why something isn't our responsibility?

03

Or do we stay with the problem until there is a workable solution?

This is one of the standards I continue to push inside DROID.

Our goal is not to build an organization that never encounters a problem. That would be unrealistic.

Our goal is to build one that can be trusted to respond when a problem appears.

NOT PERFECTION.

Ownership.

05

THE STANDARD
WE KEEP PUSHING

WHEN GOOD ENOUGH ISN'T ENOUGH

Good Enough Is Expensive
In The Long Run.

“

Why go to all this trouble when good enough would have been enough?

I have heard some version of this question many times inside DROID.

And I understand why.

Improving something that already works usually means more discussion, more testing, more engineering time, more coordination, and sometimes more cost.

01

Sometimes it is a component nobody will ever notice in a photograph.

02

Sometimes it is another material trial before we are satisfied with the result.

03

Sometimes it is another design review because we believe the solution can still be improved.

04

Sometimes it is an engineer staying with a problem longer than originally planned.

FROM A SPREADSHEET

These decisions do not always look efficient.

FROM A LONG-TERM VIEW

They are part of building a company we hope will still matter decades from now.

When our name is on a project, I want our team to keep asking one more question.

ONE MORE QUESTION

Can this be made better?

06

GROWING WITHOUT
BECOMING DISTANT

FROM 2020 TO TODAY

The Principle Hasn't Changed.
The Organization Has.

DROID today is very different from the company I was writing about in 2020.

Our projects have become larger. The applications we work with have become more diverse. Our customers operate in very different markets, factory environments, and production conditions.

Our international team has expanded as well, allowing us to support customers across more regions and at more stages of a project.

But scale itself has never been the goal.

40+

COUNTRIES

Markets where DROID projects and machines have been delivered.

170+

PROJECTS

Different products, factory conditions, and production requirements.

16+

YEARS

Of learning what reliable wet wipes production really requires.

4

GLOBAL OPERATING BASES

Bringing commercial and technical support closer to customers.

THE REAL CHALLENGE OF GROWTH

How do we become more capable without becoming more distant?

For me, that is one of the most important questions as DROID grows.

A larger organization should give customers access to more engineering capability, stronger project coordination, better regional support, and faster problem solving.

It should not mean more layers, less ownership, or a customer feeling further away from the people responsible for their project.

Bigger should mean more capable.

Never more distant.

A PERSONAL COMMITMENT

What I Want DROID
To Be Known For.

I don't expect every manufacturer looking for wet wipes machinery to choose DROID.

We may not always be the cheapest option. We may sometimes ask more questions before recommending a machine. And there will be projects where we decide we are simply not the right fit.

I am comfortable with that.

What matters much more to me is what happens when a customer does choose us.

THE EXPERIENCE I WANT US TO EARN

“These people care about my project as much after receiving the order as they did before receiving it.”

That sentence means more to me than being the biggest company in our industry, having the most inquiries, or appearing everywhere our customers look.

Because if a customer genuinely feels that way after going through an entire project with us, then the engineering, communication, problem solving, service, and countless small decisions behind that experience have done their job.

And if we can earn that trust consistently, project after project, then we will have built the kind of company I originally set out to build.

THE WORK CONTINUES

And we are still building it.

DAVID ZHANG

Founder · DROID GROUP

Zhengzhou, China · 2026

COMMON QUESTIONS

A Few Questions About
How We Choose To Work.

A founder message only matters if the ideas behind it influence real decisions. These are some of the questions customers may have about how DROID chooses projects, handles challenges, and builds long-term partnerships.

01 Why does DROID ask so many questions before recommending a machine?

Because we do not believe the right machine can be selected from capacity alone. Product format, substrate, formulation, packaging, production target, factory conditions, and future plans can all affect the final configuration.

We would rather spend more time understanding the project at the beginning than discover important limitations after the equipment has already been built.

02 Does DROID take every wet wipes machinery project?

No. We prefer to take on projects where we believe our equipment, engineering capability, and support model are genuinely suitable for the customer's production requirements.

If we believe a project is outside our strengths, technically unrealistic, or simply not a good fit, we would rather communicate that early than make a promise simply to win an order.

03 Why does DROID sometimes recommend a simpler solution instead of more automation?

Because more equipment does not automatically mean a better project. The right level of automation depends on production volume, labor, product variety, budget, operating conditions, and future expansion.

If a simpler configuration can meet the customer's current needs reliably, we believe it is better to recommend that than add unnecessary complexity.

04 What happens if a project encounters problems after the order?

Machinery projects can involve unexpected issues related to materials, machine settings, installation conditions, components, product design, or production processes.

Our approach is to understand the root cause, define what can realistically be improved, and work toward a practical solution. We believe the quality of a partnership becomes most visible when something does not go exactly according to plan.

05 Is DROID always the lowest-priced option?

Not necessarily, and that is not the position we are trying to build.

We focus on the total value of the project: equipment configuration, component quality, engineering input, testing, project coordination, commissioning, and long-term support. For production equipment, purchase price is only one part of the lifetime cost.

06 What does DROID mean by “customer experience” in an industrial project?

For us, customer experience is not limited to sales communication. It includes how clearly we understand the requirement, how honestly we discuss technical limitations, how the machine is engineered and tested, how commissioning is handled, and how we respond after production begins.

The experience is the consistency between all of those moments.

07 What kind of customer is the best fit for DROID?

We work best with manufacturers who value transparent technical discussion, realistic project planning, and a long-term production perspective.

Whether the customer is entering wet wipes production for the first time or expanding an established operation, the best projects are those where both sides are willing to share information, test assumptions, and solve problems together.

08 Does the relationship with DROID end after installation and commissioning?

No. Installation and commissioning are only part of the equipment lifecycle. Ongoing requirements may include technical consultation, troubleshooting, spare parts, maintenance guidance, operator support, production optimization, and future upgrades.

Our goal is to remain useful after the machine enters production, not only before the purchase decision.

Build With DROID

Build Your Wet Wipes Production Line With Confidence

Whether you are starting a new wet wipes factory or upgrading an existing production line, DROID can help you plan, build, and improve your manufacturing system with greater confidence.

Building A Company Customers Want To Work With Again.

Visibility Can Be Bought. Reputation Has To Be Earned.

We Chose To Grow More Carefully.

Customer Experience Isn't A Department.

Understand

Engineer

Validate

Deliver

Commission

Support

We Don't Always Get Everything Right.

Good Enough Is Expensive In The Long Run.

The Principle Hasn't Changed. The Organization Has.

What I Want DROID To Be Known For.

Start Your Wet Wipes Project

A Few Questions About How We Choose To Work.

Build Your Wet Wipes Production Line With Confidence

DROID

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