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This is a Simplified Chinese version. Martin Fassler's dynamic entrepreneurial and innovative skills were evident when he saw an opportunity in the smoked marlin market and started his now-successful company, Fassler Gourmet (FG). After coping with the initial challenges that every new entrepreneur faces, he found success in supplying airlines flying out of Singapore, Bangkok and Seoul with original seafood dishes. Airline travel 'and FG's revenues' were decimated by the Asian Financial Crisis in 1998, the SARS epidemic in 2003 and the global economic downturn in 2008. During these hard times, Fassler excelled in innovation and diversification and developed five distinct and growing markets for exotic seafood. Rather than fire employees during these crises, Fassler instead reduced their work hours and thus cultivated an extremely loyal workforce. FG now works with many wholesalers, exporters, re-sellers, hotels, airline caterers, restaurants, cafes and sandwich shops and has factory outlet and home-delivery customers. Martin Fassler, now in his fifties, has reached a critical moment in his business career. Should he continue to lead, innovate and diversify further or should he begin to reduce his involvement? Selling a share to a new partner, handing responsibilities to his younger managers or divesting himself of this successful company altogether are all options, but risk alienating his loyal workforce.