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请介绍一下您的团队 

SPX Onboarding 专注于为住宿合作伙伴打造端到端的入驻产品体验，面向度假租赁和酒店等不同业务场景，从合作伙伴最初注册账号、创建房源，一直到正式上线、满足各个平台上架要求，都提供完整的在线流程支持。我们的目标是持续提升“高质量、可上架房源”的规模，同时在入驻漏斗中保持健康的转化率。虽然我常驻深圳，但我带领的SPX Onboarding团队分布在西雅图和奥斯汀。我们与多个后端团队紧密协作（如价格、税费、预订、内容等），同时对接整套通用平台服务(账号与身份、合规与监管、数据等)，并参与跨 SPX 的重要合作项目。通过清晰稳定的 API 设计、以工作流为核心的入驻变更治理机制，以及统一的支持渠道和运营流程，我们把各个团队对“什么是良好的入驻体验”对齐在一起。 

另一方面，SPX Content 团队则帮助合作伙伴在 Expedia Group 的多品牌平台中最大化展示其房源价值。我们在 Unified Onboarding(统一入驻平台)、Partner Central(合作伙伴管理平台)以及 Vrbo Dashboard(Vrbo 运营后台)中，为合作伙伴提供一系列工具，引导他们补充完整、优质且准确的房源内容信息，包括设施与服务、房型与空间信息、照片和视频、周边兴趣点、各类政策与费用，以及房源标题和描述等。我们通过Content Score和Content Coaching等机制，结合旅客行为数据，帮助合作伙伴识别关键内容缺口并给出可操作的优化建议，从而提升房源竞争力和转化率。 

自您加入公司以来，技术栈或工作方式发生了哪些变化？  

2007 年，我以外包工程师身份第一次参与 Expedia 产品开发。当时我们的酒店、机票和套餐产品的购物体验还运行在早期的 Expedia Classic 平台(Emain)上，当时刚刚开始向 E3 过渡，我们要把核心流量逐步迁到新的 Java 技术栈平台 E3 上，以更好地支持“多产品、一体化”的全球旅行购物体验。那次平台迁移持续了好几年，我们一边把搜索、结果页、详情页等关键流程一点点搬到新平台，一边保证业务持续运营。这个过程让我第一次深刻体会到，如何把一个全球性的大型系统，从高度耦合、逻辑重复的代码，逐步演进为一组职责清晰的服务、更清楚的契约定义，以及跨酒店、机票和打包产品共享的数据模型。最终，旅客得到的是更一致的购物体验，而我们在此基础上也能更快、更稳定地迭代新功能。 

而在SPX 供应合作伙伴领域，我们的技术栈经历了从“多个分散的老旧合作伙伴应用”，向“更少但更现代化的平台和工具”演进的过程。SPX 面向合作伙伴的产品正在逐步整合，为 Partner Central 和 Vrbo 提供更加统一的一体化体验。其中，Unified Onboarding 和 Content Convergence 就是典型例子，我们在这一过程中，逐步沉淀出更简洁、可复用的内容服务、统一的入驻能力，以及合规与监管功能，同时，需要运营和维护的应用程序也更少。我们把Self-service Onboarding 和 Content Management逐步迁移到新的平台上，对于我的团队而言，这意味着可以将精力从维护遗留系统，转向真正为合作伙伴和旅客创造新增价值。 

在 Expedia Group，我们经常谈到如何利用数据和人工智能。您在日常工作中是如何体现这一点的？ 

首先，我们是一个“以数据和实验驱动业务”的团队。每一项重要决策背后，都有完整的指标体系、A/B 测试结果和定期复盘。我们依赖可视化看板跟踪功能表现和关键合作伙伴指标，从而帮助团队聚焦在真正能提升旅客与合作伙伴体验的工作上。其次，我们利用 AI 来生成更丰富的房源内容。以合作伙伴提供的基础信息为出发点，模型能够生成完整的房源描述、设施清单和空间细节等内容，再由合作伙伴进行编辑和校正。这个闭环不仅提高了内容生产效率，也让各品牌站点上的内容更加贴近旅客需求并且更完整。第三，在研发方法上，我们采用“AI 辅助 + 规范驱动开发(Spec‑driven Development)”的模式，通过AI工具与智能代理，深度介入方案设计、编码和测试全流程，实现基于需求规格的代码片段自动生成、测试用例批量构建等能力，最终支撑团队高效交付具备高可扩展性与质量保障的技术解决方案。 

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您在深圳的工作与 Expedia Group 全球旅客的整体旅行体验有何联系？ 

深圳团队的工作与 Expedia Group“让每一次旅行都更美好”的使命紧密相连。通过持续优化入驻流程(Onboarding Flow)和内容工具(Content Tools)，我们帮助合作伙伴更快、更轻松地把房源准备上架，并用完整、准确且具有吸引力的内容呈现给全球旅客——包括房型与空间、设施与服务、图片与视频、价格计划和促销等。这样，当旅客在不同品牌和平台上浏览和预订时，更容易理解房源、形成信任，从而选择最合适的住宿，减少落地后的落差感。过去几年，深圳的 SPX Content 团队交付了多项核心功能。例如，Content Coaching功能围绕设施和图片的准确性(accuracy)、完整性(completeness)和吸引力(appeal)提供改进建议，让合作伙伴明确知道如何优化内容以提升展示效果和转化率；Partner Central 入驻流程 中实现了房型、设施和图片的自动填充同时，还开发了价格计划和促销配置功能，这些改进显著简化了合作伙伴的配置流程，让他们能够将更多精力投入到提供优质服务上。与此同时，我在深圳协同美国的 SPX Onboarding 团队，为 Vrbo 入驻流程构建了房源促销体验，使优质房源在旅客搜索和预订链路中获得更多曝光和预订机会。在这些 Content 和 Onboarding 功能的支持下，我们还将房源合规、监管要求和平台现代化工作融入流程。这样不仅提升了预订体验和转化率，也持续增强了平台的可靠性、安全性和合规性，为旅客从看到房源到安心入住提供完整保障。 

深圳办公室有什么独到之处？工作氛围怎么样？ 

深圳办公室的独到之处，是这里聚集了一批在中国软件和互联网一线长期打磨出来的工程团队——在高强度竞争和快节奏环境中成长，自然练就了能拆复杂业务、能快迭代、能跨多技术栈协同的本事。把这套能力带到 Expedia 后，深圳团队在端到端方案设计、交付速度和质量可靠性上都更能打：既能在复杂约束下给出务实可落地的方案，又能在短周期内完成实现、实验和数据复盘，勤奋高效、谦逊又乐于助人，在跨团队 collaboration 中迅速形成合力，把这些优势转化为合作伙伴和旅客都能感知的体验提升。作为深圳站点负责人，我负责整个办公点的日常运营和招聘，同时推动团队协作、营造良好的文化氛围，确保大家能够高效合作、不断成长，并在工作中充分发挥个人能力，同时为团队顺利交付高质量项目和技术成果提供支持。 

这里的工作氛围非常多元而有活力。从覆盖整个深圳站点的大型活动到各团队的小范围团建，从舞台表演、节日庆祝，到户外活动和运动，也包括围绕 AI 等前沿主题的学习分享、黑客马拉松，以及与其他海外团队之间的交流项目。这些活动共同营造出一种开放、包容的文化：每个声音都被看见，每个人都可以在这里找到归属并获得成长。 

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对于可能走上类似职业道路的人，您有什么建议？  

我的建议是，在保持技术深度的同时，尽早练习“组织领导力”。技术扎实是基本盘，但如果长期只盯局部实现，很难走到更高层的技术领导角色。可以刻意选择那些问题边界更大、牵涉团队更多的机会，主动承担影响范围更大的问题，通过项目逐步扩大自己的影响范围。我自己的路径也是这样，从工程质量和效率，到合作伙伴内容体验，再到端到端上线旅程，并不是等组织给我更大的 scope，而是在手头的项目中慢慢把影响圈做大。 

在跨团队、跨地域合作中，我也在有意识地让高级工程师承担更多跨团队项目的责任，让他们从方案推进到结果交付都发挥更大的领导作用，而我则更多专注于技术方向把关、关键决策、清除障碍、资源协调以及团队能力建设。这样的方式不仅让团队逐渐形成更多能够独当一面的技术骨干，也让项目推进更加高效。同时，对我来说，这也是从“自己做得好”转向“让团队整体做得更好”的过程——通过培养团队能力来实现持续稳定的交付，这才是技术领导力更长久的价值所在。在很多组织中，总会有一些跨团队、周期较长却对长期方向重要的事情，例如大型技术系统迁移、或跨团队的关键核心产品，这类工作往往更复杂，但也提供了在实践中学习、尝试新方法并探索包括 AI 在内的新技术的机会。在这种情况下，我鼓励团队成员在合适的时机主动承担，全程负责推动项目实施，通过数据和实验不断验证思路，同时把经验逐渐沉淀为可复用的实践。很多时候，这类项目带来的成长和信任，往往比单纯交付几个功能更能体现一个人的影响力，并逐渐塑造他在团队中的角色。 

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Spring Cui’s Tech Journey at Expedia Group, Shenzhen

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Tell us about your team.

SPX Onboarding builds the end‑to‑end onboarding UI experience for lodging partners, specializing in Vacation Rentals and Hotels, and supports partners from initial sign‑up and property creation through go‑live and marketplace readiness so we can increase high quality, marketplace‑ready supply at an optimal conversion rate. While based in Shenzhen, I lead onboarding teams in Seattle and Austin, partnering closely with downstream domain teams (Rates, Tax, Reservations, Content), shared platforms (Identity, Regulatory, Data), and cross-functional SPX programs. We drive alignment through well-defined APIs, workflow-governed onboarding changes, and shared support channels and operational processes.  

On the other hand, SPX Content helps partners maximize the value of their properties in our marketplaces by guiding them to add complete, high‑quality, and accurate content and media (amenities, photos & videos, room types, policies) across Unified Onboarding, Partner Central, and Vrbo Dashboard. 

How has the tech stack or ways of working changed since you joined?  

When I first started working as a vendor engineer on Expedia products in 2007, our hotel, flight, and package shopping experiences ran on the older Expedia Classic platform (EMain), and we were just beginning a multi‑year shift to E3, a new Java‑based platform designed to support multi‑product travel shopping in a more scalable and consistent way. That journey took years of gradually moving search, results, and details flows while keeping the business running, and it taught me how to evolve a large global system from tightly coupled code and duplicated logic to shared services, clearer contracts, and a common data model across hotel, flight, and package. The result was a more consistent shopping experience for travelers and a foundation where we could add new product features faster and with better performance. 

On the supply partner side, our tech stack has moved from many separate legacy partner apps to fewer, modern platforms and tools. Our SPX partner‑facing products have been consolidating into more unified experiences across Partner Central and Vrbo – with onboarding and content as key examples – backed by simpler services for content, unified onboarding, and regulatory features and a smaller set of applications to run. For my teams, that has meant moving content management, coaching, and self-service onboarding journeys onto these newer platforms so more of our time goes into delivering value for partners and travelers. 

We talk a lot about leveraging data and AI at Expedia Group – how does that show up in your day-to-day work? 

First, we run the business on data and experiments: every major decision is informed by metrics, A/B tests, and regular reviews. We rely on dashboards showing feature performance and key partner outcomes, helping us focus on what truly improves the traveler and partner experience. Second, we use AI to help generate rich property descriptions, amenities, and space details from partner inputs; partners then refine these suggestions, creating a feedback loop that makes content more relevant and complete across our marketplaces. Third, we follow an AI‑assisted, spec‑driven development approach, using AI tools and agents to support design, coding, and testing so we can deliver scalable, high‑quality solutions efficiently. 

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How does your work in Shenzhen connect to the overall travel experience for Expedia Group travelers around the world? 

Our work in Shenzhen is tightly connected to Expedia Group’s mission. By improving onboarding flows and content tools, we help partners quickly become marketplace‑ready with complete, accurate, and inspiring property information so travelers can confidently find the right place to stay, wherever they are in the world. In recent years, our Shenzhen‑based Content teams have delivered capabilities like Content Coaching, Partner Central onboarding room auto‑fill, and rate‑plan and promotion flows that simplify product creation, surface hundreds of thousands of content improvement opportunities for partners, and drive tens of thousands of new video uploads with measurable conversion uplift. From Shenzhen, I also lead U.S.-based teams, which built Vrbo onboarding promotion experiences that support hundreds of thousands of partner bookings. Teams in different regions share roadmaps, reusable components, and learnings. Regulatory and platform‑modernisation work is built into these programs so reliability, compliance, and experience quality move forward together. 

What makes the Shenzhen office unique and what is the community like? 

The Shenzhen office is unique for its high‑density collaboration and engineering ownership: SPX, DST, EWS, Data, Market Management, and key vendor partners teams are all co‑located, which means content, pricing, inventory, mobile, and data teams can solve partner problems together in real time and support major Expedia Group China partner events. As Shenzhen’s Site Leader I oversee office operations, hiring, and team engagement, supporting the teams above, ensuring our teams deliver transformative technology while fostering collaboration and growth.  

The community is vibrant and multi‑layered, with site‑wide and team events ranging from performances and seasonal celebrations to outdoor activities and sports, as well as ongoing learning experiences like AI‑focused sessions, hackathons, and international exchanges – all of which foster belonging, connection, and an open culture where every voice matters and everyone can grow.  

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What advice would you give to people who may be following a similar career path to you?  

My advice is to balance technical depth with organizational leadership: become excellent in your domain, but also look for opportunities to contribute across teams, lead initiatives, and support your site’s broader ecosystem – this combination creates unique paths to roles like Tech Director or Site Leader. In my own journey, that meant leading the SPX Tech OpEx team, then moving into SPX Content and later also leading SPX Onboarding, growing from a focus on operational excellence into leading partner‑facing products in Supply Partner Experience – with onboarding and content as key parts of a broader partner journey across brands and regions. 

Invest in relationships with product, design, operations, and commercial partners across geographies – and give your senior engineers real ownership of cross‑team work – because collaborating on initiatives like content coaching, regulatory expansion, self-service onboarding, and cross‑brand convergence both accelerates delivery and stretches people’s careers. Finally, be a problem solver and owner – willing to step into complex challenges like migrations, office relocations, partner events, and hiring for other teams – and keep learning, running experiments, and leaning into new technologies like AI.  

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