
China claims Wells Fargo banker blocked from leaving country is ‘involved in criminal case'
Chenyue Mao, an Atlanta-based managing director at Wells Fargo who was born in Shanghai, has been blocked from leaving in accordance with the law, Guo Jiakun, a spokesperson for the ministry, said during a news briefing.
The case is currently under investigation and Mao is obliged to cooperate, Guo said, though no details on the case or how Mao is involved were shared.
4 Chenyue Mao, managing director at Wells Fargo.
Trade Reboot
'Everyone in China, whether they are Chinese or foreigners, must abide by Chinese laws,' Guo added.
Wells Fargo quickly placed a ban on all travel to China, a source close to the matter previously told Reuters.
'We are closely tracking this situation and working through the appropriate channels so our employee can return to the United States as soon as possible,' a Wells Fargo spokesperson previously told The Post.
The US bank declined to comment on whether it has been in touch with Mao and efforts to expedite her return.
A spokesperson for the US Embassy in Beijing declined to comment on Mao's case but said it has 'raised our concern with Chinese authorities about the impact arbitrary exit bans on US citizens have on our bilateral relations and urged them to immediately allow impacted US citizens to return home.'
Mao's exit ban, along with two other cases of foreigners being restricted from leaving China, have set off alarm bells for foreign businesses with interests in the area.
4 China said that a US-based Wells Fargo banker is facing an exit ban because she is involved in a criminal case.
REUTERS
A Commerce Department employee who traveled to China several months ago to visit family is being blocked from exiting the country after he failed to disclose on his visa application that he worked for the US government, sources familiar with the matter told the Washington Post.
Guo said he had no information to provide when asked about a US government employee, whose name is currently unknown, facing an exit ban.
Meanwhile, a Beijing court on Wednesday sentenced a Japanese executive to more than three years in prison for espionage, according to the Japanese government.
Every morning, the NY POSTcast offers a deep dive into the headlines with the Post's signature mix of politics, business, pop culture, true crime and everything in between. Subscribe here!
The executive was detained in 2023.
Exit bans have become increasingly common in China, where they are used as intimidation tactics or to create leverage over another company or foreign government.
Mao, the Wells Fargo banker facing an exit ban, was raised in China and is now a US citizen, sources familiar with the matter who insisted on anonymity told the New York Times.
4 Wells Fargo declined to comment on whether it has been in touch with Mao and efforts to expedite her return.
REUTERS
Her case has stoked anxiety among naturalized American citizens who grew up in China, since the Chinese government has sometimes treated Americans who were born in China as Chinese citizens, these sources said.
Mao has worked at Wells Fargo since 2012 and specializes in international factoring, a process that allows companies to sell unpaid invoices to a third party, known in this case as the factor, for immediate cash.
Mao worked with Chinese firms and industry groups on international factoring matters, and sometimes traveled to China on business, according to the Wall Street Journal.
She was recently named chairwoman of FCI, formerly called Factors Chain International, and posted about the new role on LinkedIn just a few weeks ago.
4 Chenyue Mao has worked at Wells Fargo since 2012.
Facebook/Chenyue Mao
Eric Zheng, president of the American Chamber of Commerce in Shanghai, on Sunday called for the release of more details in Mao's case in order to reassure the foreign business community.
Many Japanese companies have already been limiting travel to China and withdrawing family members of managers stationed in the country.
Other international companies have canceled business trips or released new policies discouraging employees from entering China alone.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

Business Insider
28 minutes ago
- Business Insider
Ghana's military helicopter crash kills ministers of defence and environment
A Ghanaian military helicopter en route from Accra to Obuasi crashed, claiming the lives of Defence Minister Edward Omane Boamah and Environment, Science and Technology Minister Ibrahim Murtala Muhammed. A Ghanaian military helicopter crashed en route from Accra to Obuasi. Julius Debrah labelled the incident a 'national tragedy,' and Ghana mourns the loss of these senior officials. The helicopter, Z9, took off from Accra before disappearing from radar, with the cause of the crash unconfirmed. A Ghanaian military helicopter en route from Accra to Obuasi has crashed, claiming the lives of Defence Minister Edward Omane Boamah and Environment, Science and Technology Minister Ibrahim Murtala Muhammed. Chief of Staff Julius Debrah described the incident as a 'national tragedy' as the nation mourns the loss of the senior officials. The helicopter, identified as Z9, took off from Accra at 9:12 a.m. before vanishing from radar, according to a statement from the Ghana Armed Forces cited by the Accra-based broadcaster. Crash sparks national grief The cause of the helicopter crash remains unconfirmed. In response to the tragedy, Ghana's Chief of Staff has ordered national flags to be flown at half-mast in honour of the victims. Among those confirmed dead are Alhaji Muniru Mohammed, Ghana's Deputy National Security Coordinator and former Agriculture Minister, and Samuel Sarpong, Vice-Chairman of the ruling National Democratic Congress (NDC). The helicopter crew members were identified as Squadron Leader Peter Bafemi Anala, Flying Officer Manin Twum-Ampadu, and Sergeant Ernest Addo Mensah. Boamah, who previously served as Communications Minister and Minister of Environment under Mahama, had been leading efforts against growing jihadist threats along Ghana's northern border with Burkina Faso. Alhaji Muniru Mohammed was a key figure in Ghana's fight against illegal gold mining, known locally as Galamsey, a practice that has devastated the environment and polluted water bodies. Protests against Galamsey intensified during Mahama's presidential campaign last year.


Bloomberg
28 minutes ago
- Bloomberg
Trump, Apple to Announce Fresh $100 Billion US Investment
President Donald Trump plans to announce that Apple Inc. will commit to spending another $100 billion on domestic manufacturing, the latest pledge by the tech giant to increase US production of its products as it seeks to avoid punishing tariffs on its flagship iPhones. The announcement at the White House on Wednesday includes a new manufacturing program designed to bring more of Apple's supply chain to the US, with an eye toward assembling additional critical components domestically, according to a White House official who detailed the announcement on the condition of anonymity. Apple Chief Executive Officer Tim Cook is expected to attend the event. Bloomberg's Managing Editor for Global Consumer Tech Mark Gurman reports. (Source: Bloomberg)


Forbes
28 minutes ago
- Forbes
How Smart Leaders Use Constraints to Drive Strategic Innovation
Recently, reports began circulating that Nvidia was developing a detuned version of its next-generation Blackwell chip for China. The new chip would be slower on paper, lower priced, and engineered to comply with U.S. export limits. This wasn't a retreat—it was a redesign. Rather than waiting for the wall to move, the company chose to build right up to the wall. Nvidia's decision captures something essential about leadership under pressure. When reality draws a hard line, the instinct is to negotiate for more room. Another quarter. Another budget cycle. Another exemption. The alternative is to treat the line itself as part of the brief. Nvidia's response is less about salvaging a market than about reframing the problem: take the rule, freeze it, and optimize around it faster than anyone else can respond. The limit becomes an input. The boundary becomes an edge to cut against. Most organizations don't work this way. Most teams treat constraints as temporary inconveniences. They lobby around them, litigate them, or wait them out. Yet the firms that keep outmaneuvering their peers treat constraint as a forcing function for clarity, speed, and differentiation. Leadership is difficult even in the best of times. And these aren't the best of times. Markets are unsettled, geopolitics shows up inside product roadmaps, and investors ask for discipline and outsized growth at the same time. Teams are stretched. Wanting more room is understandable. The task is to find clarity inside the room that actually exists. The Power of Constraints Psychologists and designers have long understood the power of limits. If you were asked to name as many white objects as you could, many of us would stop after five or six: clouds, snow, paper, teeth... But narrow the frame to white objects in the refrigerator and people's lists grow quickly: milk, eggs, yogurt, cauliflower, sour cream, leftover rice... The boundary doesn't reduce imagination; it directs attention and sharpens perception. Amazon's two‑pizza team rule was introduced as that kind of structural discipline. Teams were capped at the size that could be fed with two pizzas, not as a gimmick but as a principle. It was a deliberate constraint on group size that encouraged accountability, clear ownership, and speed. With a small enough team, there's little room for ambiguity. Decisions are made closer to the work. Apple, often discussed as a company of boundless ambition, operates with an unusual level of internal constraint. Consider the number of SKUs and the narrowness of the design language. With artificial intelligence, privacy is prioritized, on-device processing is preferred, and partnerships are introduced cautiously and selectively. A peculiar paradox now defines strategy work. Many leaders face too much of everything: too many tools, data, priorities, and meetings to align too many stakeholders. In that context, additional resources often slow the system down. The surface area of indecision expands, and momentum leaks away. Seen through that lens, Nvidia's move is instructive. Instead of lamenting what can't be built or sold, the question shifts to what must be built to win inside the boundary. Constraint ceases to be the bottleneck. It becomes the clarifier. Reacting to Constraints Most businesses face three kinds of constraints. There are imposed constraints: regulators, geopolitics, macro shocks, activist boards. Nvidia's China strategy sits here. The boundary is hard, public, and rarely negotiable on the timelines that matter to product and go‑to‑market teams. There are structural constraints: legacy tech stacks, capital availability, brittle supply chains, outdated incentive systems, operating‑model debt, and talent gaps. These constraints are rarely acknowledged because they feel like the water the organization swims in every day. But there are chosen constraints, too: limits leaders set deliberately to produce sharper strategy and faster execution. Amazon's team size rule and Apple's SKU discipline fall into this category. The distinction matters. An imposed constraint demands adaptation. A structural constraint demands redesign. A chosen constraint demands leadership. When it's no longer plausible that more is the answer, it becomes easier to see that less often can be. Operating Inside a Boundary Many companies have intricate criteria for funding projects and almost none for killing them. Under a constraint, the kill criteria are built into the brief from the outset. The team knows what would cause them to stop. That clarity accelerates learning. Of course, constraints amplify accountability only if it's obvious who holds the pen. If a project has five sponsors and ten reviewers, the constraint turns into politics. If it has one owner, it turns into progress. And make no mistake: the narrative matters. There's a psychological cost when constraint is framed as austerity. People feel punished and hide their ambitions. Framed as concentration, the same constraint invites professionalism rather than martyrdom. Trust builds when leaders say no to expansion, but then protect the teams working inside the smaller mandate. Constraints work best when people understand the game they're playing. Telling an organization to do more with less generates anxiety. Explaining where the line sits, why it exists, and how the team intends to win inside it generates focus. Budget becomes a design instrument when it's fixed early and defended. Teams turn time into a forcing function when they announce a release date before work begins. When Netflix decided to start developing its own content, it didn't launch into it with a sprawling studio and Game of Thrones budgets. It began with House of Cards, a show free of expensive CGI dragons. Still, the company had a focused, data‑informed thesis of what would appeal to its audience. Working inside limitations led to sharper choices and a stronger debut. Getting Started with Constraints Leadership under constraint tends to follow a recognizable sequence. The boundary conditions are frozen. The rule, the regulator, the budget, or the headcount is treated as an input rather than a grievance. The design brief then makes explicit what must be true to win inside that line, what has to ship, and what will be deliberately cut. Ownership is concentrated in a small, fast team rather than diluted across a large coalition. Decisions are time‑boxed so that momentum is protected. The constraint is narrated so the organization understands why the wall exists, what it's teaching, and how the team intends to win inside it. One initiative that truly matters can be selected and treated with the same clarity Nvidia is applying to its China strategy. The central constraint can be written in a single sentence—regulation, budget, timeline, talent, compute, attention—and held fixed. That constraint can then be translated into a specification: what has to be true to succeed inside it, and what will be cut. A small team can be appointed, given no more than sixty days, and asked to deliver something concrete rather than something perfect. To be sure, not every constraint produces clarity. Some are arbitrary, performative, or so severe that they starve the work rather than focus it. The task is to decide which boundaries are worth accepting, which must be redesigned, and which should be chosen on purpose—and to move faster once that difference is clear. The Deeper Challenge for Leaders In a zero-interest-rate environment, conversations tended to revolve around removing limits: more funding, more hiring, more time. All of that signaled ambition, yet it often spread attention thinner. But there's another way to view the game. A small, focused mission signals that the work matters and that the organization trusts the team to move with speed and clarity. Constraint, in this reading, isn't a penalty. It's a commitment to coherence. When leaders embrace constraint, they force prioritization. They grant permission to be decisive. They encourage a kind of moral clarity: this is the thing being built, for these people, at this moment. Everything else is noise. That clarity shows up in shorter feedback loops, in smaller teams making bigger calls, and in an organization that tells a consistent story about what matters. So the brief can be frozen. The timebox can be set. The constraint can be named. The final step is to help the team see that the work isn't about operating with less, but about discovering what's essential and executing against it with speed and care. The future won't be won by the company with the most room to run. It will be won by the companies that know how to find the wall and run up against it. To use it not as a limit, but as