Her Strength | BMC Remait Co-founder and Vice General Manager Chen Bei: Standing firm with gentle resolve, advancing warmly in the field of respiratory health

From 18 years of dedicated research at a military research institute to over two decades of entrepreneurial perseverance at BMC Reimate (formerly Yihe Jiaye); from technical expertise in R&D management to representing China in the field of international standardization; from innovative exploration in the respiratory health industry to hands-on practice in public welfare and charity. BMC Reimate co-founder and vice general manager Chen Bei’s life journey has always been driven by a firm commitment to “never settle, never disappoint.” With the unique gentleness and resilience of a woman, she has quietly dedicated herself to the field of respiratory health, forging her own depth of life through years of accumulation.

Below are excerpts from some of the conversations:

On Breaking Through: Startups, Dare to Explore to See the World

Q: You spent 18 years at a military research institute. Why did you choose to leave and join Reimate, which was only two years old at the time?

Chen Bei: After graduating from Xi’an Jiaotong University, I worked at a military research institute. Perhaps it’s in my nature not to be content with the status quo, or perhaps a simple desire to “see the world.” Later, I chose to step out of my comfort zone and join BMC Reimate, a startup that had just been established two years prior.

At that time, I wasn’t without concerns—startups can face many unknown risks—but I was very calm. I didn’t set high goals for myself, like building a huge company, but focused on achieving phased objectives and doing each task solidly.

Q: Was the transition smooth?

Chen Bei: I had accumulated rich technical experience and industry resources at the military research institute. After joining Reimate, I quickly immersed myself in R&D and product registration, aligning what I had learned with the company’s needs precisely.

The challenges of transformation are obvious, but I set a goal—to do my best to realize it. If I tried all methods and still couldn’t succeed, I would accept the outcome and choose another route to keep trying.

From a small team of a few people to a global leader in respiratory health, from obscurity to the second-largest home-use respirator seller worldwide and number one in China, I have witnessed and participated in every key milestone of the company’s development. The company’s growth has also expanded my horizons to new realms.

On Deep Cultivation: From Technology R&D to International Standards

Q: You have been responsible for enterprise standards. What is the value of participating in international standard-setting for a company?

Chen Bei: “Top companies set standards”—this is a consensus in the industry and the development direction my team and I have always adhered to. When I first engaged with international conferences, compared to many experienced European and American experts, my team and I were not very familiar with all aspects of international standards. But complaining was useless; I had to focus, learn international rules, study standard systems, and refine technical viewpoints.

Q: When did you start shifting from “following standards” to “setting standards”?

Chen Bei: First, integrate, then innovate. Let others understand you to build trust, and ultimately gain influence. After several years immersed in international standardization, some proposals we represented for China have gradually gained attention. Now, we are delving deeper and more precisely, and we have our own voice.

My standardization team previously led the project for the international standard of medical high-flow humidified oxygen therapy devices, and took the lead in drafting ISO 80601-2-90:2021, filling a gap in global standards for this field.

Over more than two decades of dedicated effort, our company has transformed from a “bystander” to a “leader” on the international standards stage. Participating in standard-setting has become embedded in our corporate DNA: staying ahead of updates from various countries, integrating new standards into product design early, avoiding redundant R&D, saving costs, and speeding up product launch.

Insight: From Industry Development to Livelihood Needs—Adapting Medical Devices to China’s Soil

Q: The home-use respirator market is highly competitive now. What do you think the industry should focus on in the next phase?

Chen Bei: Our country has a large population, but medical resources are relatively scarce. The home healthcare service system is not yet fully developed. Simply copying foreign chronic disease management models is neither practical nor suitable for China’s conditions.

In my view, future competition in the respirator industry will not be about price alone, but about product adaptability and service accessibility: making devices “easy to use and affordable,” suitable for users across different regions and education levels in China, especially the elderly;

It also involves making services “reach the grassroots,” leveraging remote management technology to deliver high-quality medical resources via the cloud to remote areas, compensating for the shortage of primary healthcare resources, and building a new ecosystem for home respiratory health management.

BMC Reimate always focuses on self-developed technology, creating a product matrix covering home, medical, mobile oxygen therapy, and nebulization scenarios. Relying on the “Respiratory Health Management Cloud” platform, we enable full-cycle respiratory health management from hospitals to homes, making once-expensive respiratory medical devices accessible to ordinary families.

On Doing Good: From Corporate Responsibility to Life Resonance—Using Public Welfare to Spread Warmth and Strength

Q: Can you tell us about the public welfare and charity projects you are responsible for?

Chen Bei: Success in business is never the only pursuit. Giving life more warmth and depth is what we always uphold.

Since 2018, BMC Reimate has partnered deeply with the “Great Love Clean Dust” charity organization to assist patients with pneumoconiosis and their families. Over eight years, I have represented the company in this collaboration, visiting families affected by pneumoconiosis, donating respirators, oxygen concentrators, and funds, with total donations exceeding 3.6 million yuan.

Every year during National Day, I visit children in the Qinling Mountains. It takes five or six hours by car, crossing mountain ranges, to reach these remote villages. Most children there have lost their labor capacity due to their fathers’ pneumoconiosis, and their families struggle economically, often unable to ensure proper nutrition for three meals a day. Yet, they have the purest smiles and the strongest vitality.

We often feel we are helping them, but in fact, we gain even more from them. These children, despite their hardships, remain hopeful about life and eager to learn. Their resilience and optimism always bring me endless energy.

To do well in business is to do better in charity. As of June 30, 2025, BMC Reimate has donated over 20 million yuan to individuals, families, and social organizations with respiratory health needs. This warmth continues to spread.

Q: What would you like to say to young professional women?

Chen Bei: Less internal conflict, more action. Set your goals and go all out. Even if you fail, don’t regret. At the same time, find something that fills your heart—inner richness is something you must explore yourself.

Yang Yan / Text

Xu Nan, Lin Chen / Editors