I am Ryu Wanju, Senior Strategist at the WRMS Strategy Team within the WRMS Business Division. My work covers a wide range of functions related to the WRMS business, from design and communications to marketing and business management.

Most people have used a water purifier on a rental plan at some point. But very few stop to think about what it actually takes to run that rental behind the scenes.

Think about the mobile app a service coordinator uses in the field. The billing structure that calculates payments precisely across a 36-month contract. The constant stream of exceptions: relocations, reinstallations, product changes, bundled discounts. Rental is built on a far more complex operational structure than it appears from the outside.

There is a clear limit to how long that complexity can be managed through human effort alone. The question that became WRMS's starting point was: "Can we solve this structure through a system?"

WRMS is an integrated operations system that connects all the core processes of a rental and subscription business on a single platform. Sales, billing, service, procurement, logistics, asset management, and commission tracking were previously managed in silos. WRMS brings all of them into one unified structure.

Rental may look similar to an instalment plan, but it is an entirely different business model. Because ownership and usage are separated, a system capable of managing that complexity in a stable, reliable way is not optional. It is essential. WRMS's role is to provide exactly that: a stable growth foundation.

The foundation of WRMS is Woongjin's rental business experience, accumulated over more than 30 years. What set it apart was not simply a list of features. It was the fact that the rental business structure itself was modelled into the system.

By reducing the data fragmentation and operational inefficiency that comes from running multiple disconnected systems, and by designing the entire business flow to be managed within a single structure, WRMS earned its place as the standard that domestic rental industry customers came to trust.

At CES, we had the opportunity to meet customers from a remarkable range of countries. What was striking was how consistent the questions were, regardless of where people came from.

"Can we keep using this as the business grows?" "Can we operate to the same standard across different countries?" "If the people change, will the system stay stable?"

At the core of every question was the same need: a system capable of handling a business that keeps getting more complex. WRMS was introduced as the platform built to answer exactly that, and it generated a great deal of genuine interest.

Three points generated the strongest responses from global customers.

Above all, the trust that resonated most strongly with global customers was the sense that WRMS was built by people who genuinely understand the rental business. WRMS is oriented around data-driven operations, with plans to further enhance efficiency through AI-powered analytics, prediction, and automation.

Within the WRMS Business Division, roles and responsibilities are clearly defined, but there are no invisible walls dividing the work. We are an organisation that asks "What needs to be solved right now?" before asking "Whose job is this?"

In the course of any project, decisions frequently arise at the intersection of design, development, and operations. Rather than drawing boundaries around job functions, WRMS brings people together around the core of the problem. There is a shared understanding that WRMS as a solution is only completed through the collaboration of the whole team.

This culture is reinforced through the WRMS Education System, a structure where individual knowledge and experience become organisational assets, and where every team member can be both instructor and learner. Challenges are not treated as problems to be managed, but as opportunities to learn.

I started as a designer, and over time I have taken part in communications, branding, business management, and organisational culture work. The structure where personal challenge and learning connect directly to the team's competitiveness is how I understand Team WRMS.

WRMS's goal is to become a global business standard platform, one that can stably support not just rental, but the full range of industries connected to human life cycles, including subscription, sharing, and the circular economy.

WRMS does not want to be a system chasing the latest technology. It wants to evolve into infrastructure that sustains the stable, long-term growth of businesses. The aim is to build a structure where WRMS expands as its customers grow. Three directions are being prepared for that.

The goal is for "rental business = WRMS" to be a natural equation, not just in Korea, but in the United States, across Asia, and beyond.

WRMS is still evolving in the field every day. Grounded in an attitude of genuinely trying to understand the market, a culture of sharing knowledge with one another, and an organisation oriented toward growing together, WRMS will continue to expand into more industries, understand more diverse ways of operating, and evolve into a global platform that works smarter.