VR on the tip, how Chen Chaoyang became a discreet and innovator

At the end of June and July this year, I (Liu Weihua) visited Shanghai Lexiang Technology, also known as Da Peng VR, twice to meet with its founder and CEO, Chen Chaoyang. Each time, we spent nearly two hours in deep conversation, and during those talks, I gained a real sense of the courage and concerns that many domestic VR entrepreneurs face. Chen Chaoyang had already been exploring AR/VR technologies at the University of Electronic Science and Technology of China in Chengdu over ten years ago. His research included applications of AR in aviation maintenance, emotional computing, and VR head-mounted displays, under the guidance of Professor Dr. Chen Dongyi. He was among the pioneers of the current VR wave in China, and in 2014, he founded the Big Friend VR team. During his college years, Chen studied various VR-related technologies, including how to achieve high-resolution immersive experiences on small displays. However, he later admitted that this approach was not the right path back then. He shared, “The Oclum founder can easily do it now—just use a phone screen and focus on FOV first. Resolution is secondary, but the immersion is much better.” After graduating, Chen worked at Intel, focusing on chip technology development, and later joined a friend's company for a year working on OTT R&D. But after discovering the Oculus Rift DK1 in 2013, his passion for technology and his experience in the wearable computer lab at Chengdu University finally led him down the path of VR entrepreneurship. Using personal connections from his time at Intel, Chen formed the founding team of Big VR. When discussing team building, he emphasized his careful selection of experienced talent, preferring individuals over 30 who had proven expertise. He believed that younger generations, especially those born in the 90s, often failed to recognize potential risks, which could lead to disastrous mistakes in startups. He said, “We spent more than three years in development, living on the edge every day. It’s all thanks to our talent strategy.” Even with an experienced team, however, mistakes were inevitable. At the start of the venture, Chen showed both fearlessness and caution. One early project involved a reflective Cardboard VR glasses case, where the phone was placed inside and the screen reflected through the lens. This solution ultimately failed due to mass production challenges. Today, mobile VR uses a direct approach, placing the phone directly in front of the lens. The software "3D Broadcast" originally designed for the reflective case had inverted content, requiring correction for the market. Chen recalled, “Back then, there were many optical solutions, but no one knew which was the right path. Now everyone knows it’s the direct method, but at the time, we didn’t.” When asked if they had known about Google Cardboard before launching their own version, Chen hesitated, saying, “At the time, I didn’t expect it to become a standard. Later, as more products emerged, we realized it was widely accepted, so we followed suit.” This project eventually failed, falling victim to Huaqiang North’s Google Cardboard trend. It made Chen realize how fast the market changed. He said, “Everything changes daily. New vendors release new products constantly. In an unstandardized industry, things are always shifting.” From 2013 to 2017, these rapid changes made Chen more pragmatic and cautious. He said, “In 2013 and 2014, many things were unclear and impetuous. I wasn’t sure what the final form of the headset should be. The supply chain wasn’t mature, and most factories hadn’t heard of VR. I had to convince factory owners about the future of VR.” On my second visit in late July, Chen immediately mentioned something that reminded me of past mistakes. He asked, “Weihua, do you know how Oculus’ next product is designed? Before you see it, there are reports about a zoom head.” It was clear he was still thinking about the lessons learned from earlier projects. Chen is confident in his technical abilities. He once contributed to Intel’s chip design for Google TV, earning the company’s highest honor. At Da Peng VR, he showcased his R&D confidence through details like the binocular laser positioning system. At CES this year, the internal structure of the Big Brother VR base station was open for inspection, even drawing attention from Valve and HTC engineers. Despite his technical strengths, Chen faced long-term uncertainty and anxiety. Not every startup has the support of a big investor like Facebook. By 2015, he started taking more precautions, leading to the phrase “Da Peng VR is the Chinese version of Oculus Rift.” One reason was his early adoption of Samsung AMOLED displays, which reduced motion sickness due to their lower persistence. Even with strong tech, as a resource-limited startup, minimizing risk became key. Today, Chen prefers to be a keen innovator rather than a bold explorer. He said, “We need to make fewer mistakes than others. Money is limited, and a single mistake can cost everything.” I call him a keen innovator—not a follower or imitator. While other companies copied Huaqiangbei, Da Peng focused on future development. Their independent R&D, such as the binocular laser positioning system, set them apart from the reflective Cardboard era. Since 2013, Big Brother VR has stabilized its product lines in the M series of all-in-one VR devices and the E series of PC headsets. According to Canalys' August report, Da Peng VR has become the top brand in China’s market share. Ying-dimensional Network believes this success stems from Chen’s accumulated experience and heightened awareness, making him a resilient and thoughtful leader in the ever-changing VR landscape.

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