Why a Meeting Between Kamal Haykal and Chery Executive Vice President Li Xueyong Could Matter for JETOUR's U.S. Future

The most important question surrounding a potential JETOUR entry into the United States may ultimately have little to do with importing vehicles.

It may be where those vehicles are built.

That is why Kamal Haykal, founder of the independent JETOUR-USA initiative, sees a future discussion with Chery Automobile Executive Vice President Li Xueyong as an important part of examining JETOUR's long-term potential in America.

Li occupies a particularly relevant position.

Chery's corporate disclosures identify him as an Executive Vice President responsible for management that includes the JETOUR business.

That places a potential conversation with Li at a different level.

The issue isn't simply selling JETOUR vehicles in America.

It is whether JETOUR could eventually build an American strategy based on localization, investment and long-term presence.

The U.S. Challenge Is Structural

JETOUR has demonstrated extraordinary international growth.

But the United States presents obstacles that cannot necessarily be overcome using the same model employed in other international markets.

Tariffs are one problem.

Regulatory restrictions are another.

Political attitudes toward Chinese automotive companies represent yet another.

Connected-vehicle rules, data-security concerns and evolving U.S.-China trade policy add further complexity.

A conventional strategy of manufacturing vehicles in China and exporting them directly to American dealerships therefore faces substantial challenges.

That leads to a more interesting strategic question:

Could JETOUR approach America differently?

From Exporting to Localization

Long-term automotive expansion frequently progresses through stages.

A company may begin with exports.

As sales increase, it establishes a stronger distribution organization.

Parts operations and technical centers follow.

Eventually, manufacturing or assembly may become localized.

JETOUR's international strategy is already moving toward deeper localization in important markets.

For the United States, localization could potentially be part of the strategy from the beginning rather than the end.

That could mean examining North American assembly.

It could involve sourcing certain components regionally.

It could mean creating American engineering, compliance or research capabilities.

It could eventually involve significant capital investment and American employment.

None of these decisions would be simple.

But they change the nature of the conversation.

JETOUR would no longer merely be asking:

"How do we sell Chinese vehicles in America?"

The better question becomes:

"How could JETOUR become an American-market automotive company?"

Why Li Xueyong Matters

Li Xueyong sits at the intersection of JETOUR and the much larger Chery organization supporting it.

That distinction matters.

JETOUR benefits from belonging to an automotive group with engineering capability, manufacturing scale, global supply-chain experience and increasingly ambitious international operations.

Li has also been visibly involved in JETOUR's international development.

At JETOUR's 2026 global business activities, the company emphasized a strategy involving localized manufacturing, R&D, supply chains and quality systems.

Li has appeared personally at JETOUR events alongside JETOUR International President Ke Chuandeng, demonstrating his continued involvement with the brand.

For a conversation about long-term American localization, he is therefore one of the most relevant executives in the organization.

What Haykal Wants to Put on the Table

Haykal's objective is not to walk into a meeting with a predetermined factory proposal.

The first task is determining which structures are actually viable.

That means examining questions such as:

Which U.S. states would be receptive to a substantial automotive investment?

What incentives could potentially exist for manufacturing and job creation?

Could assembly in the United States or elsewhere in North America materially change JETOUR's economic or political position?

What parts of the supply chain could realistically be localized?

How would a JETOUR investment be received by federal and state policymakers?

Could a U.S. operation create enough American economic value to change the conversation surrounding the brand?

Which regulatory issues would remain regardless of where vehicles were assembled?

These questions require legal, political and commercial analysis long before a site is selected.

American Jobs Change the Conversation

There is an enormous difference between importing a finished automobile and investing in an American automotive operation.

A manufacturing facility can create direct jobs.

Suppliers create additional jobs.

Dealerships create employment.

Warehousing, logistics, engineering, service, parts and administration expand the economic footprint further.

State and local governments routinely compete for major automotive investments because of these multiplier effects.

For JETOUR, understanding this environment could become important even if an American factory remains a distant possibility.

The company doesn't need to decide today that it will manufacture vehicles in the United States.

It needs to understand whether localization could eventually solve problems that exports cannot.

JETOUR's Growth Makes the Question Relevant

This isn't a discussion about a small company seeking its first international market.

JETOUR has already expanded into numerous countries and regions.

Its international ambitions are substantial.

The company is targeting approximately 2 million annual sales by 2030, with around half potentially coming from overseas markets.

At that scale, some of the world's largest remaining automotive markets inevitably become strategically interesting.

The United States is one of them.

Yet America may require JETOUR to think differently from the markets it entered previously.

That is precisely why the analysis should start now.

A Potential Three-Level American Strategy

A serious American initiative could eventually require three separate conversations inside JETOUR and Chery.

The first concerns market entry:

Can JETOUR build a viable business in the United States?

The second concerns product:

What would JETOUR need to build specifically for American consumers?

The third concerns investment:

How deeply would JETOUR need to localize to create a sustainable American operation?

That third conversation is where Li Xueyong becomes particularly important.

Haykal's objective is to develop enough substantive analysis that when that conversation occurs, it begins with data and potential solutions rather than speculation.

The Role of JETOUR-USA

JETOUR-USA was created independently to explore the possibility of JETOUR's future in the United States and to begin building the intellectual and market groundwork surrounding that possibility.

That means researching regulatory pathways.

Studying competitors.

Understanding consumer demand.

Examining distribution.

Exploring government relations.

And, increasingly, examining localization.

The objective is not to pretend that JETOUR has made a decision about America.

It has not publicly announced such an entry.

Instead, the purpose is to make sure that if JETOUR leadership begins seriously evaluating the United States, meaningful groundwork already exists.

The Meeting Haykal Wants to Have

A future JETOUR or Chery global business gathering would provide an ideal opportunity for Haykal to present this analysis directly to Li Xueyong.

The presentation would not need to be long.

The core proposition can be summarized in one question:

Could investment and localization create a pathway into the United States that conventional vehicle exports cannot?

The answer may be yes.

It may be no.

It may require a completely different North American structure.

But for a company with JETOUR's international ambitions, the question deserves serious analysis.

JETOUR's next decade will be about much more than increasing exports.

It will be about deciding where the company wants to establish deep, permanent roots.

If America eventually becomes one of those places, the groundwork should begin years before the first factory, dealership or vehicle launch.

That is the conversation Kamal Haykal wants to begin with Li Xueyong.