Jiangang Luo
About Jiangang Luo
Jiangang Luo is an independent director of AlphaVest Acquisition Corp (ATMV). He is a technology and cleantech investor/operator with over two decades of experience in IT consulting, asset management, and SPAC leadership; education includes degrees in applied mathematics and computer science from Tsinghua University, a Master’s in Computational Mathematics from Tsinghua University, and a Master’s in Computer Science from New Jersey Institute of Technology . He is classified in the first board class (with Li Wei) whose term expires at the first annual meeting; the board has determined he is independent under NASDAQ standards and SEC rules .
Past Roles
| Organization | Role | Tenure | Committees/Impact |
|---|---|---|---|
| Faith Asset Management LLC | Managing Partner | 2011–2016 | Led global clean energy investments |
| Oracle | Principal Consultant | 2000–2006 | Enterprise systems consulting |
| China Resources Group; Liz Claiborne | Senior information systems professional | Prior to 2000 | Fortune 500 IT roles |
External Roles
| Organization | Role | Tenure | Notes |
|---|---|---|---|
| Cleantech Global Limited | Manager | Since 2014 | Investment consulting in cleantech |
| Prime Science & Technology, Inc. | President | Since 2006 | Computer/software consulting & IT outsourcing |
| PNE Limited Partner LLC | President | Since 2021 | SPV to invest in Princeton NuEnergy (US cleantech) |
| Luo & Long General Partner LLC | President | Since 2021 | SPV to invest in Princeton NuEnergy |
| Bowen Acquisition Corp | Chief Executive Officer | Since March 2023 | Blank check company (SPAC) leadership |
| Tsinghua Alumni Association (New York) | Chairman (non-profit) | N/A | Community leadership |
| NJ Chinese Computer Professionals Society | President (non-profit) | N/A | Community leadership |
| Tsinghua Entrepreneur & Elite Club | Member | N/A | Professional network |
Board Governance
- Independence: The board has affirmatively determined Luo is an independent director under NASDAQ and SEC rules; independent directors hold regular executive sessions without management present .
- Board structure: Classified board with three classes; Luo in Class I with term expiring at first annual meeting .
- Risk oversight: Board and Audit Committee oversee risk; Audit addresses financial reporting quality, auditor independence, legal/regulatory matters, and must pre‑approve audit and permitted non‑audit services .
- Committee memberships:
- Audit Committee: Members — Shu Wang (Chair), Li (Helen) Wei, Jiangang Luo .
- Compensation Committee: Members — Li (Helen) Wei (Chair), Shu Wang, Jiangang Luo .
- Committee meeting cadence: Audit Committee charter requires at least quarterly meetings .
| Committee | Members | Chair |
|---|---|---|
| Audit Committee | Shu Wang; Li (Helen) Wei; Jiangang Luo | Shu Wang |
| Compensation Committee | Li (Helen) Wei; Shu Wang; Jiangang Luo | Li (Helen) Wei |
Fixed Compensation
- Policy framework: Directors may receive an annual retainer or salary and meeting fees (cash or securities), plus reimbursement of reasonable expenses; the board has authority to set director compensation .
- SPAC restriction (pre‑business combination): No cash remuneration to directors prior to consummation of a business combination; out‑of‑pocket expense reimbursement is permitted .
| Component | Disclosure | Source |
|---|---|---|
| Cash retainer (pre‑combination) | None; prohibited until business combination | |
| Expense reimbursement | Permitted for reasonable meeting/committee expenses | |
| Meeting fees/retainer authority | Board may pay fixed meeting sums; annual retainer/salary in cash or securities |
Performance Compensation
- No performance-based director compensation metrics are disclosed for non-employee directors at the SPAC stage; the Compensation Committee charter focuses on executive pay policies, CEO evaluation, incentive plan administration, and director remuneration reviews but provides no quantitative director performance metric targets .
Note: As a SPAC, director compensation prior to business combination is constrained (no cash pay), and documents do not specify director performance metrics or equity award structures for non-employee directors .
Other Directorships & Interlocks
| Company/Entity | Type | Role | Potential Interlock/Conflict Consideration |
|---|---|---|---|
| Bowen Acquisition Corp | SPAC | CEO | Dual SPAC leadership may create time/allocation conflicts; corporate opportunity renunciation language in articles mitigates duty to present opportunities but is a governance watchpoint |
| PNE LP; Luo & Long GP LLC | Investment SPVs | President | Investments in Princeton NuEnergy; no disclosed related-party transactions with ATMV; Audit Committee must pre‑approve any Item 404 transactions |
Expertise & Qualifications
- Technical and analytical: Applied mathematics and computer science; enterprise systems consulting (Oracle); cleantech investing .
- Governance/committee readiness: Financial literacy; service on Audit and Compensation Committees .
- Industry experience: Cleantech, fintech, IT outsourcing, global investment management .
Equity Ownership
- Beneficial ownership: Company’s 2025 proxy table lists no beneficial ownership for Luo; his Form 3 initial statement indicates “No securities are beneficially owned” as of December 5, 2024 .
- Ownership alignment: No disclosed director stock ownership guidelines or pledging/hedging policies specific to directors; Code of Ethics and committee charters are referenced but guidelines not specified .
| Metric | Value | Source |
|---|---|---|
| Shares beneficially owned | 0 | |
| Ownership percentage | “–” (not shown in table) | |
| Pledged shares | Not disclosed | — |
| Stock ownership guidelines (directors) | Not disclosed | — |
Governance Assessment
- Strengths:
- Independence affirmed; Luo serves on both Audit and Compensation Committees, supporting board oversight of financial reporting and pay governance .
- Audit Committee responsibilities explicitly cover auditor independence, related‑party transaction pre‑approval (Item 404), and quarterly meeting cadence, bolstering risk oversight .
- Watchpoints / Red flags:
- No director equity ownership disclosed (Form 3 shows zero), reducing “skin-in-the-game” alignment before any business combination .
- Articles include corporate opportunity renunciation for Investor Group Related Persons, which can permit overlapping business pursuits; this mitigates legal duty conflicts but warrants monitoring for information flow and prioritization risks .
- Sponsor and SPAC directors have agreed to vote in favor of the business combination, increasing approval likelihood but raising concerns about potential entrenchment and misalignment with public shareholders under heavy sponsor control .
- Pre‑combination prohibition on cash director compensation means incentives may skew toward transaction completion rather than long‑term operational performance; absence of disclosed performance metrics for director pay weakens pay‑for‑performance alignment .
Related-party exposure: None specifically disclosed involving Luo; Audit Committee must pre‑approve any Item 404 transactions and review conflicts, providing a procedural safeguard .