SEO to GEO: From Discoverable Pages to Reviewable Answer Evidence
Connect SEO page engineering, AI-search observation, and claim–evidence evaluation into a replayable loop.
Case
8 min read
Part of the column “Search Engine Growth” · Chapter 9
Writing
Turning experience into
shareable judgment.
Technology, work, leadership, and field notes.
“Last updated” prefers the update date; posts never updated are sorted by publication date.
SEO Value Is Not Traffic: Connect Search to the Funnel
A practical value model for search, page consumption, Web2App handoff, and retention.
Case
3 min read
Part of the column “Search Engine Growth” · Chapter 2
Governance Boundaries for Managers of Managers
How safety, fairness, evidence, dissent, and accountability constrain authority when managers of managers control outcomes and resources.
Short
2 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 6
Managing Teams as a Manager of Managers: Authority and Resources
How a manager of managers can coordinate frontline managers, make cross-team choices, and use authorization and resources without taking back daily management.
Short
3 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 3
Why Manage Managers, and What Kind of Person Fits the Role?
Why a manager of managers is needed, what complexity the role must carry, and how to judge whether a person fits that responsibility.
Short
3 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 1
Retaining and Replacing Frontline Managers
How a manager of managers builds durable succession by transferring capability, relationships, and outcomes rather than preserving empty positions.
Short
1 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 5
My DSH Workbench: Nine Plugins
DSH has been out only a few days, and I've already installed nine plugins on it. Notes on what each one fills in, how it works, and which one is the most useful.
Short
5 min read
Business Model Canvas: Nine Boxes
Business Model Canvas explained through nine questions: what each box answers, how the pieces fit together, and why a project's needs change across company stages.
Method
5 min read
Three Lenses on One Project: Canvas, Pitch, Due Diligence
A note on a distinction: the business model canvas is 'made for yourself,' the startup pitch is 'told to others,' and investor due diligence is 'others scrutinizing you'; the three differ completely in purpose, focus, and framing — don't mix them up.
Method
5 min read
Management Retrospective: Eight Judgments from Execution to System
A practical management framework built from eight recurring judgments: problem definition, boundaries, alignment, context, closed loops, resources, teams, and retrospectives.
Short
8 min read
Thinking Training (4): Structured Thinking in Practice
A hands-on companion to the Five Lenses method: four scenarios — interview, promotion, reporting, and cross-team collaboration — show how to apply the structured tools and the Five Lenses to real problems.
Short
3 min read
Part of the column “Thinking Practice” · Chapter 4
A Fresh Start
This site is being rebuilt from an old static blog into a personal publication about technology, work, and life — and it also records the trade-offs made along the way.
Method
4 min read
Building a Return-to-China Proxy from Scratch: VLESS + Reality Pitfall Notes
From a temporary SSH direct connection, to accommodating phones and family, and finally converging on sing-box as a maintainable return-to-China network setup.
Case
10 min read
Departure Under Sunlit Flames
A farewell, reflection, and word of thanks at the end of an eight-and-a-half-year career journey.
Short
2 min read
Turning Spoken Ideas into Decision-Ready Documents
Distill scattered thoughts into a document that can be discussed and acted on: tools handle the organizing, people handle the judgment.
Short
3 min read
Part of the column “Documentation & Knowledge” · Chapter 3
Technical Planning Is Fundamentally Business Analysis and Competitive Analysis
Technical planning is not a project list. At its core it is two things: understanding the business you serve (business analysis) and understanding the gap and level against competitors (competitive analysis), then linking them into a causal chain of goals, trade-offs, and execution.
Short
16 min read
Part of the column “Technical Systems” · Chapter 1
Thinking Training (2): The Counting Game — How to Turn Vague Expressions into Clear Questions
Starting from saying 1, 2, 3 clearly, practice listening, restating, answering, and self-review, so that messy information gains an actionable structure.
Short
4 min read
Part of the column “Thinking Practice” · Chapter 2
An Eight-Step Routine for Everyday Full Makeup
From skin prep to finishing touches, a practical full-makeup routine that leans natural and emphasizes long wear and bone-structure definition.
Method
4 min read
From Skin Observation to Product Selection
Choosing makeup doesn't require memorizing shade numbers or brands first: observe your skin tone, lightness, and how your skin feels that day in natural light, then narrow your choices down to colors and textures that suit you.
Method
7 min read
Recruiting and Professional Relationships (II): A Referral Is Not Forwarding a Job Posting
A responsible referral is not about prompting an application, but about helping both sides gain enough truthful information to judge whether it is worth getting closer.
Short
4 min read
Part of the column “Recruiting & Professional Relationships” · Chapter 2