From breakthrough RF filters to stadium lighting and next-generation cooling systems, KMW is redefining global telecommunications and technology leadership.
In recent years, due to an increasingly saturated and competitive domestic market, it has become crucial for Korean SMEs to diversify their opportunities and adopt a global mindset to sustain growth. For many exporters, now appears to be an ideal time for Korean companies to capitalize on global supply chain realignments and onshoring strategies from Western countries, bolstered by governmental initiatives. Do you agree with this sentiment? What are the challenges and opportunities for Korean suppliers within global supply chains?
Korean SMEs are currently navigating a number of challenges, primarily due to their traditional reliance on large domestic conglomerates. When I founded KMW in January 1991, I had just left Hewlett-Packard with a vision to build something of my own. At the time, it was just me in an office smaller than the room we are in now. However, by 1996, the company began to grow, and we started receiving media attention, including coverage from KBS, as a promising venture business. I was invited to speak at universities to share our growth story.
Then in 1997, the Asian Financial Crisis hit. Up until that point, we had primarily supplied large Korean companies like Samsung and LG. Although we had maintained financial surpluses, the crisis put us in a difficult position. That moment served as a turning point. It made me realize the vulnerabilities of relying solely on the Korean domestic market. I decided that for the company to survive and grow, we had to look overseas—to the United States, Europe, Japan, and China.
Of course, entering global markets was extremely difficult, particularly for a Korean SME in the wireless communications sector, which was not yet well known internationally. When we visited the U.S., China, or Japan, we didn’t even have an apartment to stay in. Our focus wasn’t just on sales. I remember in 1997 or 1998, I flew 15 hours to Bell Labs in New Jersey, which was part of Lucent Technologies at the time. I didn’t have a scheduled meeting. I waited in the lobby for hours just to get 30 minutes with someone, where I would introduce KMW, hand over my business card, and fly back to Korea the same day. That was how our journey into the global market began—through sheer determination and grit.
Eventually, those efforts bore fruit. Thanks to our advanced wireless technologies, we were able to partner with the global OEM vendors. People often asked how a small Korean company like ours managed to do business with these giants. My answer was always the same: we had truly disruptive technology. KMW has consistently been built on breakthrough innovations. That’s what allowed us to penetrate markets that were historically closed to Korean SMEs—particularly in Japan, where the market is famously conservative.
In 2000, we established an office and manufacturing facility in China. But by 2003, a wave of local Chinese competitors began to emerge. Although we were the technology leader in RF communications, Chinese companies quickly replicated our products. In some cases, the same technology we had developed would reappear from a local Chinese competitor within a year or two after transferring it to one of the Chinese OEM vendors. It was a frustrating period. There’s a Korean saying: “The bear does the tricks, but the trainer takes the money.” That’s exactly how it felt. We invested in R&D and manufacturing, but when mass production began, Chinese firms would undercut us on cost and capture the market.
The history of our interactions with one of the Chinese OEM vendors illustrates this pattern clearly. In the 2G era, we worked with the company, only to see our technology leaked. When 3G emerged, they came back asking for our help again—and we gave them another chance. Within a year, they had again copied our technology. After that, I made a personal decision never to work with the company again. During the 4G/LTE transition, they returned once more, even offering to buy KMW outright, saying we could name the price. We declined. Instead, we chose to work with other partners. The company remains the only company we’ve chosen not to work with again, despite my personal respect for their capabilities.
From the early 2000s through 2020, we faced enormous pressure due to cost competition from Chinese companies. Chinese OEM vendors effectively dictated system pricing in the wireless communications space. However, the global landscape shifted significantly in 2020 with the escalation of U.S.-China trade tensions. Up until the early 2010s, the United States had strong telecommunications companies like Motorola and Lucent. But many of these firms disappeared over the next decade, and the U.S. telecommunications supply chain became fractured. Chinese firms tried to fill that void, but U.S. policy responded swiftly to counter their influence, particularly to safeguard critical infrastructure.
This geopolitical shift created new opportunities for us. In fact, following the Trump administration’s imposition of tariffs on Chinese products, we began to see significant changes in the market. I received an email from one of the global OEM vendors requesting that KMW supply 100% of the volume for one of their new projects. They had previously relied on Chinese suppliers, but geopolitical constraints forced them to seek alternatives. Even though our pricing was higher, they had no choice but to source from non-Chinese vendors—and they chose us. Naturally, we accepted.
In my view, challenges and opportunities always come hand-in-hand. We are currently living through such a moment. Global supply chains are realigning, and Korean companies like ours—those with true technological strengths and proven global experience—are uniquely positioned to benefit.
How do you see the market evolving this year and beyond, and what role will your company play in that transformation?
With over 30 years of experience in the telecommunications industry, I’ve observed that this sector operates in clear cycles—there are peak seasons and off seasons, particularly because it’s tied to large-scale infrastructure investments. Recently, we've seen the emergence of disruptive technologies such as AI, big data, and autonomous driving. These innovations depend not only on wide telecommunications coverage but also on significantly greater capacity and speed—many times beyond what today’s systems can deliver.
However, due to global uncertainties, including COVID-19 and high interest rates, telecom carriers have been cautious about investing. That said, I believe we've reached a tipping point. These investments can no longer be delayed if we are to support the next wave of disruptive innovation. While it is difficult to predict the exact timing, I am confident that another "big bang" is approaching, and I remain very optimistic about the future of the telecommunications market.
Global OEM vendors, and even ourselves, are all heavily investing in R&D for next-generation telecommunications technologies. The quality and automation of these new systems will be key. Previously, a device might have required only four filters. Today, with 5G and beyond, we use more than 100. The market is increasingly demanding solutions that are high-powered, high-density, energy-efficient, and lightweight. Traditional technologies can no longer meet these demands. That’s why we are focused on advancing our capabilities to deliver the next wave of disruptive innovation.
Looking ahead, we believe that FDD-based Massive MIMO will replace the current TDD-based systems. We expect this new technology to be deployed beginning in the United States by the end of 2025. When that happens, filter usage will increase exponentially—from around 100,000 units to several million. This scale requires full automation in manufacturing and a substantial upgrade in product quality. Recognizing this, I have been making frequent business trips to China and Vietnam to prepare our production infrastructure and ensure we are ready for this next phase.
When do you expect the R&D, testing, and mass production phases to be completed?
For FDD-based Massive MIMO, we’ve already completed development for key components like filters and antennas. We are now on the brink of full-scale mass production, with all processes automated.
Some of the global OEM vendors will have their own mass production lines in operation by 2025. We plan to begin supplying filters and components starting from 2025, and mass production in 2026.
I’m very optimistic about the market’s future. Achieving mass production while maintaining performance and quality is critical. What sets KMW apart in the filter space is our unique 100% tuning process. We have developed a proprietary, fully automated technology called Bellows, which is highly regarded by the global OEM vendors. Thanks to this system, we are very confident in our ability to meet the demands of the next-generation market.
Could you explain more about the Bellows technology—how it works and why it enables high-volume production without compromising quality?
Bellows Filter Technology
Bellows is our patented technology used in the tuning and assembly of RF components. We developed it to make products smaller and lighter, while also addressing the labor-related challenges posed by seasonal demand fluctuations. In the past, tuning was done manually by skilled technicians. During peak seasons, we struggled to secure enough qualified personnel to keep up with rising orders. In off-seasons, maintaining that workforce became inefficient. This inconsistency hindered both quality and scalability.
Bellows eliminates that problem by replacing manual tuning with a fully digital, automated process. It's a fundamentally different approach. Traditionally, the industry relied on analog techniques to sort and tune components. Bellows moves us into the digital realm, delivering greater precision and significantly faster throughput. This allows us to scale production to meet future demand while maintaining consistent quality—something that is essential as the industry transitions to more complex and demanding 5G and AI-integrated telecommunications systems.
How do you envision your company today, given your deep-rooted expertise and historical know-how in the telecommunications sector? You also operate subsidiaries like Gigatera and have developed technologies such as Your Plate. Do you still define KMW primarily as a telecommunications specialist?
KMW is fundamentally a wireless telecommunications company, with a strong foundation in RF components and RF technology. Over the past 30 years, we have built a solid reputation in this field and grown into a global business. To some, our expansion into areas like LED lighting and thermal exchangers may appear unrelated or opportunistic. But in reality, these moves are far from random.
Just before this interview, I had a meeting with our Dallas office in the U.S., where we discussed how our LED lighting business is not about standard lighting products. What we’re offering is advanced, high-tech LED solutions specifically designed for professional sports and entertainment venues. For example, we have delivered lighting projects for the New York Yankees, Nationals Park in Washington, D.C., and earlier this year, we completed a project for Dickies Arena in Texas. These aren’t conventional lighting installations—they’re comprehensive systems that combine lighting, telecommunications, and control technologies. In that sense, it’s much closer to the entertainment business than traditional lighting.
Our background in wireless communication and control systems has given us a significant edge in entering this specialized lighting market. Traditional lighting companies without expertise in telecom or control systems would find it extremely difficult to break into this segment, especially when it comes to stadium lighting. In venues like baseball stadiums and soccer arenas, lighting plays a critical role in shaping the audience experience. It’s about creating atmosphere and energy.
One recent example is our LED project for Borussia Mönchengladbach (BMG) in the German Bundesliga. We provided color-changing LEDs and integrated event lighting for their stadium. That was only possible because we possess the advanced telecommunications and control technologies required to handle such dynamic lighting systems. These lights don’t just stay static—they move, change direction, and shift colors based on the event.
This ability to integrate telecom with lighting systems is our core competency. It’s what differentiates us in the market and enables us to deliver value far beyond what traditional lighting companies can offer. The LED system at the BMG stadium will be fully installed by June, and starting from the next season—around July or August—you’ll be able to witness a vibrant new lighting experience during matches.
You’ve described how you've strategically diversified your product investments, especially by expanding into the LED lighting business alongside your core RF technologies. This kind of agile response to market cycles is something we’ve seen in several Korean companies. Do you see your LED business as a short-term hedge until the 6G or Open RAN boom, or do you envision it playing a larger role in KMW’s future?
KMW has built its foundation on RF telecommunications components, and we've been on that path for over 30 years. However, between 2026 and 2028, I firmly believe this will change. While we will certainly maintain our traditional wireless communications business, we are now focusing aggressively on LED lighting and thermal exchanger technology. I am 100% confident that these two sectors will grow rapidly and eventually surpass our RF component business.
That doesn’t mean we’re abandoning our roots. Rather, we’re embracing the fact that technology is constantly evolving, and businesses must evolve with it. While many Korean SMEs are attempting diversification, as you pointed out, very few actually succeed. In our case, the LED business wasn’t a sudden shift—it’s something I’ve been preparing for over a decade. I truly believe it’s a powerful, future-focused sector.
Beyond wireless and LED, thermal management is another key area for us. With the rise of AI servers, semiconductors, and energy storage systems, proper cooling technologies are absolutely essential. Our proprietary thermal technology—PTX, or Plate Thermal eXchanger—is incredibly powerful. It can be applied across a wide range of sectors, including LED lighting, telecommunications, AI servers, ESS, and batteries. I believe the potential of this market is limitless. And since we possess core, patented technologies, we are not merely entering a market—we are positioned to lead it. We're not diversifying for the sake of diversification. We're doing so because we have the technology, and we are already seeing positive market responses.
In fact, I believe that by 2026, our thermal technology business will surpass our RF communications segment in terms of both revenue and strategic importance.
As an engineer, I admit I can be quite stubborn—but over time, that mindset has served me well. Our current business structure is quite straightforward. First, we will continue operating our traditional filter and RF component business, which remains relevant in the 5G and even 6G eras. Second, we are expanding our LED lighting business, which aligns naturally with our telecommunications and control systems expertise. Third—and most importantly—we believe our PTX thermal technology will become our most profitable and impactful business. In terms of focus and growth potential, thermal will be first, followed by LED, and then our original wireless communication technologies.
I say this with confidence: we are the best in the world when it comes to RF filters. And I believe the same will be true for our LED and PTX technologies. We’re not chasing markets because they are trending—we are entering them because we have the technology and the products to lead. Regarding our PTX technology, we were officially recognized by the Korean government last year with the award of the NET (New Excellent Technology) certification. That gives me even more confidence in our direction and capabilities.
Your PTX solution stands out for combining superior thermal exchange performance with an ultra-thin form factor, achieved through innovative materials and cooling design. How were you able to balance such high performance with minimal thickness?
PTX (Plate Thermal eXchanger)
People often ask how someone with a background in electronics managed to develop such an advanced thermal device. To be honest, I believe it came down to sheer will. I was determined to solve this problem. Instead of using conventional materials like aluminum, I chose stainless steel for its durability and thermal properties. For the coolant, I made a deliberate decision to avoid chemical-based solutions, opting instead for water. This was important not only for performance but also because global regulations are increasingly restricting the use of chemical coolants.
As for the lightweight design, people often ask how we kept the form factor so thin. The answer isn’t simply deep technical knowledge. It came from passion, persistence, and, I believe, divine inspiration. I was desperate to create something that could solve a real challenge. I like to think that this innovation was a gift from God—born out of necessity, commitment, and a relentless pursuit of progress.
The goal of this report is to bring together thought leaders in Korea and share their perspectives on the latest global trends. What would you most like readers to take away from your contribution?
From a technological standpoint, I believe one of the greatest strengths of Korean companies is their speed and agility. We are remarkably fast when it comes to adapting and executing—often faster than competitors in other countries. Of course, we can’t always match the scale of larger nations like China. It’s a bit like David versus Goliath. But Korean companies have a unique advantage: the ability to drive innovation through convergence and integration. By fostering collaboration across industries—through communication, openness, and cross-sector synergy—we can create powerful, differentiated value. Cross-disciplinary innovation is exactly where Korean companies can thrive. I believe that embracing convergence will enable us not only to survive but to lead in an increasingly complex global environment. Sharing stories like ours helps foster the kind of collaboration that will drive the next wave of innovation.
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