Professional profile
About Feng
Senior Partner | Corporate governance; contract risk; employment compliance; commercial disputes; foreign-company exit
Feng Jun is a senior partner in Suzhou Shengfang Law Firm's Suzhou office whose practice combines corporate governance, contract risk management, employment compliance and civil and commercial dispute resolution. His public profile states that he has more than fifteen years of litigation experience and has served as ongoing counsel to Chinese and foreign enterprises and organizations, providing preventive legal work on governance design, contract risk controls and employment compliance.
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One of the most relevant aspects of Feng's public practice for the Suzhou directory is his work assisting foreign-invested enterprises with exit from China. Foreign-company exit is rarely a single corporate filing. The company may need to terminate or transfer contracts, deal with employees, dispose of assets, collect receivables, resolve shareholder issues and complete liquidation or another restructuring procedure. A practitioner with corporate, contract, labor and litigation experience is well suited to this multi-workstream process.
His profile also describes representation in significant equity disputes and preventive governance advice. This matters because foreign-invested joint ventures can become difficult at exit when shareholders disagree about valuation, board control, information access or timing of dissolution. A well-planned exit needs both a corporate route and a dispute fallback.
Feng's employment experience includes internal investigations involving employee fraud and embezzlement and assistance with dismissal of senior executives. These matters are highly relevant to foreign companies because management departures can intersect with corporate authority. A senior manager may hold a company chop, control bank access, serve as legal representative or have authority over major customer relationships. Removing the employee without synchronizing corporate authority can leave the company operationally exposed.
His contract-risk work also supports exit planning. Long-term supply contracts, leases, distributor arrangements, guarantees and financing may contain termination penalties, change-of-control provisions or assignment restrictions. A company that announces closure before reviewing these obligations can lose negotiating leverage.
Feng's dispute practice means he can approach exit planning with enforcement in mind. If a local partner blocks liquidation, a landlord asserts a large claim, a former executive refuses to cooperate or a counterparty disputes termination, the company may need litigation or arbitration. Corporate resolutions and evidence should therefore be prepared with procedural validity in mind.
The revised Company Law makes corporate governance and liquidation planning more important. The law revised director and shareholder duties, capital contributions and company dissolution and liquidation rules. Foreign-invested companies established years ago should not assume that old articles or governance processes align perfectly with the new statutory framework.
For a foreign company deciding whether to sell, liquidate or restructure, the correct sequence begins with a legal health check. The company should map registered capital, shareholder obligations, governance, employees, contracts, disputes, assets and intercompany balances. Only then should management choose the exit route.
Feng's profile also indicates experience advising foreign enterprises, which is especially relevant in Suzhou's industrial environment. Foreign-owned factories often need local counsel who understands the operational consequences of corporate decisions rather than treating them as purely registry matters.
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