Bifu is recasting itself as more than a trading venue. In an interview with Foresight News, the company’s CEO said the firm is building a multi-market, multi-asset trading network centered on what he called “financial inclusion,” with the aim of giving retail users broader access to assets, strategies, and trading infrastructure.
The interview, written by Stan Li and conducted by Lucian Tian, focused on the company’s founding ideas, its dual-engine business model, the rationale behind its brand refresh, its compliance roadmap, and what the CEO described as the longer-term endpoint: a trustless trading network where users do not need to rely on the brand itself.
Financial inclusion as the starting point
Asked why Bifu emphasizes “financial inclusion” rather than the more common exchange themes of security or efficiency, the CEO said the phrase sits at the core of every business line. In his words, Bifu wants to build a freer financial ecosystem in which quality assets, quality strategies, and quality trading infrastructure are not reserved for institutions and high-net-worth users.
He said the idea is meant to show up in concrete product and governance decisions. That includes packaging market return paths that were previously more consistently available to professional institutions and opening them to ordinary users, as well as designing token and governance systems that gradually share platform rights with users.
The CEO described the team’s values as passion, professionalism, and steadiness, and said financial inclusion is the shared destination behind those principles.
From his perspective, the biggest problem in the exchange industry today is that Web2 and Web3 trading venues still have not truly merged. On-chain markets offer asset diversity and transparency, but the barriers to entry remain high and the user experience is fragmented. Traditional trading platforms are efficient and easy to use, but power is concentrated in the hands of the platform.
He said Bifu sees a Web2-style launch and rapid business integration as the right path for the current phase, though not the final state. Over time, he argued, platforms need to share power with users, including by using tokens and other structures to distribute user rights and reflect the will of communities built around financial inclusion. In that framework, Bifu sees itself as a bridge from Web2 to Web3 and as the builder of a cross-market, multi-asset trading network.
Two engines: external liquidity on one side, in-house pricing on the other
The CEO broke Bifu’s asset expansion strategy into two parts.
The first is a broker engine. Through a brokerage model, Bifu connects to order flow and external liquidity from other markets, covering products with mature pricing such as contracts for difference and prediction markets. He said the logic is straightforward: when high-quality liquidity already exists in the market, Bifu would rather connect to it efficiently than rebuild the same machinery from scratch.
Prediction markets are one example. The company currently accesses that segment through brokers and, according to the CEO, has no reason to create its own liquidity unless it can offer a better service.
The second engine is Bifu’s own liquidity engine, which is meant for unpriced primary assets and for standardized products such as spot and derivatives. He described that side as the company’s internal pricing and matching capability and a key moat for long-term competitiveness.
Together, the two engines form what Bifu calls BiNet, its broader asset trading network. Under that structure, cryptocurrencies, foreign exchange, commodities, stock CFDs, real-world assets, and prediction markets are meant to plug into the same account system and capital pool. After completing identity verification once, a user can access all of those markets through one account and one set of funds. As the CEO put it, Bifu is the user-facing platform, while BiNet is the network running underneath.
The company is also working on capital connectivity between traditional finance and blockchain finance, which the CEO framed as part of Bifu’s bridge role. At the same time, it is building a trader incubation system alongside instant messaging and live-streaming services. Over the next six to 12 months, he said, trader incubation will be a central development priority, combined with live content, IM functions, and AI agents to produce content that is both useful and engaging and to turn content and community into acquisition channels.
Why Bifu wants to be seen as a trading network, not just an exchange
Bifu’s recent brand refresh was intended to match how the business has already evolved, according to the CEO. He said products and operations had moved ahead of public perception, and that viewing Bifu merely as a conventional exchange understates what the company is trying to build.
In his account, the dual-engine structure, the multi-asset product set, the trader incubation system, and the bridge between Web2 and Web3 add up to a network rather than a standalone venue. The rebrand is meant to present that fuller picture to the market.
BiNet is central to that shift. The CEO said it addresses a structural issue that has persisted across trading markets for years: each asset class has its own market, while accounts, identity checks, and capital channels remain separate from one another.
He described the typical state for a trader active across several markets today. Crypto assets may sit on one exchange, forex and gold on a separate broker platform, and stocks in yet another account. When an opportunity appears, the capital is often not in the right market, or moving it takes hours or even days, by which time the window may already be gone.
He split that fragmentation into four layers:
- the same identity has to be verified repeatedly across different markets;
- the same capital is scattered across disconnected accounts;
- cross-market exposure lacks a unified risk-control framework;
- compliance processes run independently in each market.
That, he said, is not merely a user-experience problem but an infrastructure problem. The markets are missing a network.
Bifu’s answer, in his words, is to remove the walls. The point is not just to list more asset categories but to create a single entry point for all of them and allow funds to move across markets instead of remaining stranded in separate silos.
To explain the concept, he compared BiNet to global mobile roaming. Users do not need to change SIM cards every time they enter a new country because networks are interconnected and the same number can stay reachable. BiNet, he said, is meant to give capital a similar kind of mobility. His shorthand for the idea was: where the opportunity is, that is where you are.
From a venue model to a network model
The CEO framed the difference between an exchange and a trading network as the difference between a “place” and a “network.”
In a venue model, users enter a place to trade one category of assets, and every new market generally requires a new system. Each market runs largely on its own. In a network model, accounts, funds, and markets are linked together. Every additional market reuses the same account layer, routing, matching, and settlement capabilities, which allows markets to interconnect even as the number of markets continues to grow. The user still comes through one entry point.
He extended that distinction to the ecosystem level. An exchange, in his description, is a closed field where users arrive, trade, and leave. A trading network is an open ecosystem where different participants grow together. In Bifu’s view, the platform provides infrastructure, services, and access to instruments, while traders, retail users, and communities build on top of it.
The CEO also drew one hard line: the company will exclude fund-raising schemes of the “capital pool” type. What Bifu wants to build, he said, is a community-driven exchange in which multiple communities grow together, and he argued that this kind of differentiation has to be proven through execution rather than slogans.
On positioning against rivals, he said many competitors still emphasize the strengths of derivatives, spot trading, or exchange tokens. Bifu is instead focused on helping users profit from markets and on the advantages of strategy. The company’s goal, he said, is for any kind of trader or investor to find a suitable trading approach on Bifu, one supplied collectively by communities.
He also stressed that Bifu does not intend to appropriate the traffic of partners. The platform, he said, wants to build compliant and secure trading infrastructure together with users and partners. Community members, traders, and content creators in the ecosystem keep their own users; the platform serves as an amplifier, not an extractor.
Target users and current market perception
On customer focus, the CEO said financial inclusion should not impose a threshold in the long run and that Bifu wants to serve as broad a user base as possible. At the current stage, though, the company is more specifically targeting users who want relatively steady returns while also allocating part of their capital to capture market opportunities.
He described that group as users with some degree of financial understanding, a willingness to try new things, and their own perspective on trading, without confining themselves to a comfort zone.
He added that these users mainly come to know Bifu through communities and tend to view the company as a group that started from the brokerage side and holds multiple licenses. In his telling, outside feedback has centered on the real returns generated by trading strategies. For Bifu, that is evidence that its product value has been validated, while the next task is to make the company’s broader brand vision more visible.
Compliance, trust, and the path from trustable to trustless
Trust and security remain unavoidable topics for trading platforms. Asked what Bifu’s trust barrier rests on, the CEO split the answer into short-term and long-term factors.
In the short term, he pointed to the group’s operating history and what he described as the high cost of non-compliance. The group has operated for years and generates considerable revenue, which in his view means the cost of doing anything harmful to users would be much higher than it would be for a new entrant. He said that cost structure itself acts as a form of trust backing.
Over the longer term, Bifu plans to place itself under institutional constraints in jurisdictions with stable regulatory policy and to pursue top-tier compliance licenses that can function as a bridge between Web2 and Web3.
When asked about the repeated failures of major platforms in recent years and the resulting drop in trust toward centralized venues, the CEO said Bifu does not intend to capitalize on competitors’ collapses for publicity. The company’s response is to focus on its own work, including asset segregation, custody, and ongoing improvements to internal mechanisms.
He said Bifu is not inclined, at this stage, to rely on licenses alone as proof of strength. More important, in his view, is to establish separation at both the code layer and the asset layer and to use mechanisms to prevent internal misconduct, gradually turning those engineering certainties into trust that users can actually feel.
As Bifu expands into new markets, he said, negative public discussion is normal. The company’s stated principle is to take seriously issues that affect market development and to respond directly to content that is fabricated.
The CEO used the phrase “from trustable to trustless” to describe Bifu’s longer arc. Today, he said, choosing a platform still largely means choosing to trust a brand. Bifu’s current work on compliance, asset segregation, and group backing is intended to make it a more trustable platform.
But he said the endpoint should go further. Bifu plans to build a protocol-based exchange form with trustless mechanisms so that users no longer need to trust the brand itself. Rules would be written into the protocol, while asset ownership and transfers would be guaranteed by the mechanism rather than by the ethics of a particular team. At that point, he said, trust would no longer be a marketing message from the platform but a default property of the system. In his view, that is the form financial inclusion ultimately needs.
How Bifu sums itself up
Asked for a one-sentence introduction to people who do not yet know the company, the CEO said Bifu wants to build a multi-market, multi-asset trading network for retail users, deliver one-stop trading with high capital efficiency, and make sure that where the opportunity is, the user can be there too.
He added that whatever first brings users to Bifu, he hopes they stay because they find a trading plan that suits them and a group of people who can grow alongside them.
The article closes by describing Bifu’s evolution as a move from “trustable” to “trustless,” and from an exchange to a trading network. It also identifies Bifu as a next-generation full-asset trading platform that connects trading, assets, and future markets. Through a unified account system, the platform offers access to crypto derivatives, forex CFDs, tokenized stocks and real-world assets, prediction markets, Earn products, and copy trading.
Bifu’s tagline is: One Account, Trade the World.
The article also includes a disclaimer stating that markets carry risk and the text does not constitute investment advice. Users should consider whether any opinions, views, or conclusions in the piece fit their own circumstances and bear responsibility for any investment decisions made on that basis.