Driving Prototype Excellence at Mastars: The Leadership of Arvin He

"When the company offers a chance to learn, I believe that opportunity must be taken seriously and turned into real work. Facing difficulties directly is the only way to gain real experience. Avoiding “troublesome” jobs is not an option. When a customer has a need, our prototyping team must find a workable solution and deliver quality above the normal industry level." said Arvin He.

Meet Arvin He

My name is Arvin He, director of the prototyping department and leader of Prototyping Division 1 at Mastars. Over the past six years, my work has grown from handling simple CNC parts to managing complete prototype programs. Responsibilities have expanded step by step: DFM reviews, machining strategy, surface treatment planning, and final inspection.

Today, daily work covers project management, DFM review, CNC machining, surface finishing, and product testing. Most programs are small-batch or prototype builds for customers in the United Kingdom, Israel, the United States, the Netherlands, and Germany, including projects linked to Bentley, Land Rover, Aston Martin, Boeing, BLOK, Aspect Imaging LTD, 21 Aero Limited, and Iscar LTD. In many cases, the first prototypes are already used like near-production parts.

Customer-focused prototype execution

In the prototyping department, the guiding principle is simple: respond fast and execute with discipline. A “yes” to a new project only has value when there is a reliable manufacturing plan behind it. Machinability, clamping, tool paths, critical tolerances, and risk points must be checked early, and any potential issue should be discussed with the customer before it becomes a failure.

For exterior parts connected to brands such as Bentley or Land Rover, gap, flush, and surface quality must already be close to production level during the prototype stage. On these jobs, I push the team to pay extra attention to polishing, coating stability, and dimensional consistency. Keeping our internal quality baseline higher than many competitors is, in my view, the only way to keep repeat orders and long-term trust.

Stronger projects, stronger team

Looking ahead five years, improving project management will be a key focus for me and my team. Clearer schedules, more structured risk control, and more stable delivery will help customers reduce uncertainty and make internal reporting easier. Strong planning reduces stress on both sides of the project.

Another important direction is team leadership and communication. As a director, I try to lead by example: taking difficult jobs, protecting the quality line, and keeping promises to customers. At the same time, I will continue to improve my English and expression skills, so risks and cost-performance choices can be explained more clearly to overseas engineers and buyers. The long-term goal is for Prototyping Division 1 to remain a reliable partner for urgent, high-value, and technically demanding parts.

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