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#Voicesof…Elaine Lim: Redefining Sales & Managing People

gjc on August 8, 2023

Despite a thriving decade-long career at the bank, Elaine Lim made a bold career switch into Recruitment with a passion for helping people find meaning in their jobs. Seventeen years later, now in a Managerial post handling three different portfolios, she’s still actively impacting the lives of those she encounters.

1. Why did you leave your career in Banking (non-sales role) for recruitment (sales role)? For context, some people have formulated negative impressions of salespeople: they’re only focused on closing a sale regardless of the method. As a sales-experienced individual, how can you help them see a recruiter differently?

When I left Banking to join the Recruitment industry, I thought the role was about helping people find jobs, without knowing it was a sales job—to say it took me by surprise was an understatement. However, salespeople are viewed negatively because they’re perceived as aggressive and pushy, trying to sell products or services people don’t need or want. Some might even resort to unethical means, even if it involves stretching the truth or outright lying about a product or service, further fuelling ill perceptions towards them.

Recruitment revolves around more than just sales. What’s crucial here is to understand the needs of our clients and candidates, whether it is finding the ‘right’ talent that potentially aligns with what clients are looking for and jobs for candidates they can find meaning and growth in. Being authentic in all my conversations with both parties builds trust and fosters respect that results in lasting connections. The goal of making a sale should ultimately be a transformation you create in the buyer’s life.

"The goal of making a sale should ultimately be a transformation you create in the buyer's life

2. Can you elaborate on ‘finding the right talent that potentially aligns with what clients are looking for’? What is this significance, and does it give people better lives and opportunities?

Every company that desires growth has a vision, mission, and goals. Our role as recruiters is to find talents willing to align with a company’s directions and values and those who desire to contribute to the company’s success and expansion. But this can only be done when talents understand what is expected of them; knowing and understanding makes it easier to contribute through their skills and experience with the right mindset.

Recruitment is essential as it ensures a proper fit; it contributes to societal well-being and economic growth by creating job opportunities and enhancing people’s lives.  Recruiters are driven by the impact of their role in shaping individuals’ careers and companies’ success, making recruitment a rewarding profession.

3. How do you manage your client relationships and team members over the phone and face-to-face to provide exceptional recruitment service?

I take pride in effectively communicating and facilitating productive interactions between my team, clients, and candidates. My role involves connecting with clients and candidates and keeping them updated on the progress of recruitment or interview. Understanding the needs of each stakeholder and fostering positive relationships for each required me to build a strong foundation through mutual understanding, showing interest and responding appropriately without unnecessary jargon or lengthy explanations.

I cannot stress how important it is to harness and build on people skills; it has helped me positively interact with stakeholders, promote more robust relationships, and significantly improve its dynamics. People skills involve interpersonal and social aspects, cultural and emotional intelligence; respecting and understanding that we all have differences in character and values and seeing and doing things differently, but ultimately honouring every relationship that comes my way.

4. Statements like ‘people are now pickier with the kind of work they do now’ seem to be louder since the pandemic, especially when more people are about work-life balance, and some prefer to work remotely. What are your thoughts on this?

The pandemic has indefinitely rewired the traditional work model, and working remotely is time, energy, and even cost-saving. It allowed people to structure their day-to-day life, be more productive and supposedly enjoy a better work-life balance, but such an arrangement has drawbacks.

Some might encounter more considerable interruptions: missing lunch hours, never-ending work piles and meeting calls, and longer hours of working compared to office hours. The lack of discipline could also result in poor time management and efficacy. Personally, I prefer to work in the office as it provides a better environment for face-to-face communication, collaboration, and overall productivity and efficiency, whereas working remotely lacks the personal touch most of us need as colleagues. Of course, this can’t be the same for all; some might find it a blessing, and some might think otherwise.

5. As the manager handling three portfolios, how do you approach and manage your team’s key performance indicators (KPI), target achievements and mentorship?

Firstly, to manage my teams’ KPI and target achievements, I set clear expectations and directions that make sure we’re always on the same page. Throughout my leadership journey, I emphasise and prioritise essentially on open communication—communicating what’s expected and required of my team gets them one step closer to their goals. Next, I encourage my team to manage their time effectively by completing important and urgent tasks to make time for productive work.

I firmly believe in leading by example by demonstrating to my team how to resolve an issue and making helpful suggestions to cultivate confidence and independence within everyone while also listening to their needs and concerns. This creates trust, respect, and accountability within our team.

Photo by krakenimages on Unsplash

6. What traits should people learn and adapt to keep up with the evolving cultural and business landscape?

The constantly evolving culture and business landscape is a cry for continuous self-improvement and professional development. Technological changes, globalisation, societal norms, and market dynamics should be enough to drive people to stay curious and be updated with the times.

I want to stress how important it is to nurture the ability and willingness to adapt and demonstrate flexibility in learning new processes, knowledge, and skills, use tools and resources and improvise methodologies to keep up with these changes. Take every opportunity to share and exchange ideas, insights, and knowledge; collaborate and build on relationships that spur and encourage continuous growth.

7. As a recruiting expert, what is your definition of a ‘top talent’, and what strategies and methods do you utilise to attract and identify them?

Recognising top talent during a candidate search involves assessing a combination of factors. This includes candidates’ skills and experiences, the presentation and content of their resumes, and their personality traits. Talents as such are identified through their interview performance, problem-solving abilities, cultural fit within the company, commitment to ongoing learning and potential for leadership. However, the emphasis on each factor varies depending on the specific role and organisation.

Some of my strategies and methods to attract talent includes (but are not limited to):

  1. Building a strong employer branding strategy helps to create awareness and stand out from the competition.
  2. Employee referral program that allows employees/candidates to refer their friends or connections and at the same time be rewarded. This motivates them to refer qualified candidates.
  3. Using social media platforms to attract talent and crafting targeted job posts.
  4. Sharing about the benefits or perks of companies: unlimited GP consultation, shorter core working hours, culture, and team environment; elaborate on the opportunity for career growth, progression, and incentives.

Interview by Destiny Goh

Marketing Communications Executive

#Voicesof… Liu San Li: An Ex-Private Banker & Investment Specialist’ Perspective

gjc on July 4, 2023

Previously a banker of 10 years, San Li has held positions such as a private banker, investment advisor and stockbroker at Coutts, Citibank, DBS and more. He left banking in 2005 and pursued a career as a specialist recruiter for the Banking and Finance sector. Having direct banking and recruitment experiences allowed him to see and analyse both worlds from a vantage point of view.

Recently in March 2023, he joined Good Job Creations as the Banking and Finance Team Lead.

1. Your colleagues have known you to be passionate about your job, and every career has ups and downs. What keeps you going, especially in the face of challenges?

I was fortunate to have turned my passion into my career. At a young age, my relatives exposed me to topics and discussions about the financial market and stocks— I was intrigued and curious about its complexity. I joined the Banking and Finance industry in my early 20’s, stayed for about ten years, ventured into the recruitment industry, and still took on the Banking and Finance portfolio, and the rest is history.

Even the best careers have ups and downs; I understand that the Banking and Finance industry is ever-changing, yet it still piques my interest. I make it a point to stay on track and keep myself updated with the latest trends, educating myself with new knowledge and information about the industry. My passion is the foundation of why I love doing what I’m doing, but I’ve also invested a consistent effort and time, it makes what I do worthwhile, and it’s been a rewarding learning journey for me.

 2. If someone decides to do a mid-career switch into Banking and Finance, with its stringent acceptance rate, is it possible? Some may argue that they have transferable skillsets as their advantage. 

It is possible, but it’s extremely rare; let me explain. The Banking and Finance industry requires candidates to have had a certain level of exposure in the sector. It is also the most regulated sector in Singapore by Monetary Authority Singapore (MAS). Most key players in the industry find it challenging to train an individual from scratch if the individual doesn’t have the required hard skills. They need plug-and-play candidates with at least 70% Banking and Finance knowledge and hands-on experience.

However, for individuals already in financial institutions such as insurance and securities firms, there’s a slight chance that banks might consider them. Although some might argue that skillsets are transferable, the skills all banks require are hard skills such as head knowledge, hands-on experience, and technical skills.

I can’t guarantee you’ll like the loophole I’m about to give but look at the interviews that feature some of the biggest, most successful bankers. Most of them rose from humble beginnings, whether it was a sales role, admin, etc. They all made their way up through years of hard work, which they all claimed was worth it. So, if you do desire a mid-career switch, you must be willing to start from ground zero.

3.What trends and changes in the Banking and Finance industry should professionals be aware of?What can they do to prevent it?

Professionals should be aware of changes such as Fintech (financial technology), Robo platforms and Artificial Intelligence. Times are changing. With the introduction of highly advanced tech and equipment, what once required the hands of many is replaced with automation. Before Covid-19, the banks were bustling with people who worked at the front desks and booths, and two years later, you realise there’s an increase of more advanced technology; plenty of banking services are now automated.

I advise joining the game because these machines will still require human expertise to improve their technology. Pick up Fintech, Robo and AI and learn to evolve with them, get certified. There’s new knowledge to be learned every day, but don’t be left behind thinking you know everything just because you got certified by a piece of paper.

“There’s new knowledge to be learned every day, but don’t be left behind thinking you know everything just because you got certified by a piece of paper.”

 4.As an experienced recruiter, what’s the procedure like for fresh graduates and what’s your advice for those seeking a career in Banking and Finance?

Fresh graduates looking to do so can apply for the Management Associate programs launched by most banks. The new graduates hired are groomed to specialise in a specific area. In the first two years, they will be rotated around the departments, learning about the specialisations of each and getting a ‘taste’ of what each role entails. And after two years, these candidates will be evaluated on their suitability and interest, and from there, they will get a clearer picture of what they will pursue.

My advice is simple: constantly develop yourself, whether it’s your character, knowledge tank, or even your skillset and make sure you’re progressing as you go. Build a strong network with your peers, colleagues, managers, and bosses and get to know them. If you genuinely desire a fulfilling career, you’ve got to grow as you go. Don’t assume you know it all, be humble and teachable.

 5.Why did you leave your career in Banking and Finance, and what have you learned after you made a career switch into the recruitment industry?

There was a time when I thought my banking career couldn’t provide me with the organic growth I wanted, and I’m not implying I was right about my perspective then. Nevertheless, I have grown tremendously in the recruitment industry and don’t regret switching careers.

Since joining recruitment, I’ve developed a strong network of professionals from junior to C-level in the Banking and Finance sector. This sparked the development of deep knowledge with my analytical capability beyond private wealth management, such as corporate banking, investment banking, private equity and asset management. I’ve also developed a knowledge of the intertwined dynamics and relationships among all the sub-sectors mentioned above.

6.What are the three most crucial soft skills a Banking and Finance professional should harness? 

The first soft skill to adopt is effectively managing your internal stakeholders, from juniors to seniors; this skill helps you communicate and listen effectively to understand the needs and concerns of your team, creates room for mentoring, coaching and builds trust to ensure the result is a job well done.

Next, cultural intelligence and acceptance. It’s essential to learn and respect the culture of others; it breaks the habit of stereotyping when you try to observe their mannerisms, patterns, and how they react to a situation and be flexible around it. Remember this, what we consider normal might be alien to others.

Effective communication is critical, it means being clear and concise and making your intentions known. Avoid beating around the bush or expect people to read your thoughts. By doing so, you can avoid unnecessary conflicts and misunderstandings, increase teamwork and productivity among members.

Photo by Towfiqu on Unsplash

7.Why is it so important to be financially literate, and how can we learn more about it?

It’s essential to know the basics of managing your finances, apportion how much funds you’ll need from short, mid, and long-term, and setting aside a portion for emergency funds.

With such knowledge, you’ll understand the risk and return of investments better, and you’d be able to discern the motives of bankers and advisors, whether they have your best interest at heart or are merely pushing products that make you fork out money unnecessarily.

Learn from friends who work in the financial and investment advisory field or acquainted professionals. I recommend Stock Investing & Stock Market Research to learn more about investments and then supplement it with Motley Fool’s competitors.

As for financial planning, I would recommend the Singaporean website Money Sense, as I feel its information isn’t attuned to the agenda of product selling, then, I would supplement it with advice from other financial institutions.

Do exercise discernment on every piece of information you receive or absorb.

Interview by Destiny Goh

Marketing Communications Executive

#Voicesof.. Joshua Woo: Leading With Passion

gjc on June 1, 2023

My name is Joshua, General Manager for Oriental Aviation International & Good Job Creations Staffing Team. Presently, I oversee four teams across GJC and OAI. I joined this company in 2018 as a Team Leader. I make it my daily priority to maintain good communication with our stakeholders, building new relationships and garnering new ones.

1.How would you describe your leadership style, and why have you chosen it as such?

I will describe my style as leading through serving others; this creates a culture built on trust, transparency, an unselfish mindset, and fostering leadership within my team.

2.You are known to be a very passionate leader, but only a few know the reason behind that passion. Can you describe what motivates you and why?

I always strive and thrive to serve our colleagues, clients and candidates better. The 3 ‘C’s have always stuck with me since I started my recruitment career. I’m constantly motivated by my colleagues’ feedback when they let me know they feel happy and satisfied with our work environment and being in a culture that not only attracts but retains its talent; I’m also motivated by our client satisfaction with our services and the solutions we offer—where candidates are given a better livelihood that improves their living standards.

3.What industry trends impact your role as a manager, and how do you get your team to be on the same page?

One of the industry trends is working from home, which was first implemented when Covid-19 broke out. However, our line of work requires us to be present when we meet prospective and existing candidates, some of our staff have on-site client and face-to-face meetings within and across the teams, and some members work long hours. Hence, we have introduced flexible working hours that allow our team members to recharge before another day of work.

I have witnessed working in the office and having flexible timing has dramatically increased our productivity and promoted a healthy work-life balance culture.

4.Have you ever had to execute a project with a small budget or a need for more resources? Can you share with us how did you manage it?

This brings me back to 2 April 2018, when I first heard these words from our Managing Director (MD), Kimiya Shibazaki, “Justice without force is powerless; force without justice is oppression. Never stop growing, and never stop believing in our possibilities.”

The biggest project was to create a Staffing Team that same year. We had zero clients, candidates, and colleagues; we didn’t have a single recruitment tool or technology to help us with our process. This seemed like an impossible project; nevertheless, we were determined to make it work.

I made good use of my existing tools to keep track of all my candidate and client base and made endless cold calls from leads I generated from newspapers and online job portals. I wrote countless emails to prospective clients to introduce our services and the solutions we offered and leverage the Permanent Staffing Team’s existing clientele base. I also participated in plenty of HR events. I participated in networking sessions to grow our contacts and reconnect with past clients that previously engaged me.

With those encouraging words spoken by our MD, through grit and determination, we continued building everything from the ground up, from setting the rules and regulations to recruiting members to join our team. We then moved on to implementing a payroll system. We hired individuals with an entrepreneurial mindset, willing to take risks and exhibit humility in all aspects. Through this, we created a culture that adhered to the statement ‘All for One, One for All.’

Today, I am happy to share that we have over 20 dedicated consultants and 800 contractors under our payroll.

5.Employees often seek to be mentored by inspiring leaders. Describe how they were performing initially and what they are doing now.

Two years ago, I noticed a member had performed exceptionally well in her role. Early last year, the management was planning an expansion project, and we needed all the support we could garner. Hence, after taking note of the spirit of excellence this individual has exhibited, I decided to mentor her to smoothen the transition into her role of supporting the business project. Today, she is happily contributing to the team working on payroll.

I’ve always made it a point to mentor and share my experience with members regardless of their title or position, and in return, I learned so much from them. The newly joined consultants I mentored years ago are now Team Leads of their respective teams.

6.What goals have you set for your team this new financial year, and how do they align with your company’s core goals?

Things run differently in the recruitment industry, and some of our goals are sales driven. Some internal goals that were set were identifying and promoting the generation of our current members and hiring more fresh graduates that majored in HR consulting to join the staffing and recruitment industry team to unearth different portfolios of our business. In this process, we are determined to raise experienced leaders in our industry to continue the legacy—of providing jobs for people and improving their quality of life.

“We are determined to raise experienced leaders in our industry to continue the legacy—of providing jobs for people and improving their quality of life.”

7.If there is one advice you’d give to your younger self, what would it be and why?

In the earlier years, I behaved selfishly, had unrealistic expectations and was even stubborn sometimes. All those actions resulted in me making some rash decisions and having unnecessary confrontations in the early days of my career.

Some advice I would give my younger self is to exercise more patience, take time out to think things through before I speak and act, and practice putting myself in the shoes of others. By doing so, I could have avoided those mistakes.

Interview by Destiny Goh

Marketing Communications Executive

#Voicesof… Ayumu Matsuki: An Effective Leaders’ Guide

gjc on May 4, 2023

My name is Ayumu, and I joined this company three years ago as a fresh graduate. I’m currently a Business Development Team Lead handling the Manufacturing portfolio. I am responsible for client handling and making sure my team performs to their utmost excellence. I have been with the company for three years, and I hope my insights and experience on the job will help you see things from a new perspective.

1.What strategies will you implement as a newly appointed Team Leader to build a cohesive and productive team?

It’s crucial to remind the team members to set individual goals and goals to be achieved as a team. I encourage open discussions between team members to let them know I’m always ready to listen and help.

Being transparent with them about our performance and letting them know where we stand is essential too. With that information made known, it’s easier for us to work together to achieve a unified, clear goal.

2.What tools and resources do you use to make your work more effective?

I have been using these three tools and resources to help me produce great work and productivity.

a. Journal: I keep a journal where I write down everything, from thoughts, ideas, and emotions into it. Daily self-reflection helps me be aware and intentional: to improve in areas I’ve not done so well and to celebrate little victories of that day.

b. E-hailing services: I acknowledge I am not a morning person and value my sleep more than anything, and being stuck in traffic is not a good start to anyone’s I used Grab or Gojek to minimise the hassle of travelling so that I can concentrate on myself without being bothered by others and have a moment of silence before I start a long day.

c. Miro: This is a fantastic tool I use daily to help me sort out information using flowcharts to improve my daily workflow and formulate my mid to long-term planning.

3.How do you plan to track the productivity of your team members? And what will you do to support them if they underperform?

Being engaged and involved in their tasks is something significant to me. I prefer to be kept in a loop to know what is being done daily, but I trust my team enough not to micromanage them. It’s essential to give them feedback on what they have done well and to let them know the areas they lack that can be improved.

When a team member underperforms, I will set aside time with them and have them discuss things with me. Understanding the challenges and difficulties (the root cause) is vital, and we can both develop a solution that improves the situation.

4.Give us an example of a skill you have acquired on the job and which areas of work it has been helpful in.

As time went by, I picked up people skills after working with so many individuals. I learned the importance of teamwork and getting everyone involved, making each other feel important.

As a Business Development personnel two years ago, I wanted to do everything on my own—from finding my clients to candidates and having to follow up with either of them took a tow on me. Hence, working together has also improved my communication skills and emotional intelligence.

5.What advice, lessons or insights have you gotten earlier in your career that has guided or inspired you?

My mentor constantly reminded me of the value of staying humble. This is especially important in a work setting. Our company’s average age group is relatively younger than other companies, and promotions are often handed out to people with excellent qualities and performance.

Often, some people think it’s okay to be arrogant just because they are handed out a new title and elevated to a new position. They think it’s solely due to their hard work and begin to treat others differently. Learn as much as you can from others with a good attitude.

‘The key to growing is to stay humble, regardless of your position.’

6.What would you like to impart to those who aspire to follow the same path as you did?

Results come first. In our industry, it’s somewhat competitive due to respective sales targets. We all know that hard work and perseverance are necessary, but the outcome is your results. If you want to advance the corporate ladder, you must be able to show and prove what you can do and do it well. Wherever you are, whatever designation you’re in, it’s essential to keep track of your progress and account for it. Based on my experience, many people demand a promotion or benefits before showing they can contribute to the entity or even their team first.

Next, being able to garner the support of others would help you advance further. Often, achieving something significant is done through the support of others. The ones that believe in you will naturally encourage and journey with you.

7.What are your preferred methods of communication with your team members to ensure all of you are on the same page?

I prefer the utilise tools that increase productivity and efficiency. At the office, all our communications are done via Microsoft Teams; it’s also where every individual can get the latest updates, reply to chats, schedule and attend meetings and use various productivity tools on the platform.

I do my best to share all the information within our group chat to allow them to grasp the rough idea of my plan first, and then it will be followed by a short face-to-face chat to ensure we’re all on the same page.

Interview by Destiny Goh

Marketing Communications Executive

#Voicesof… Kimiya Shibazaki: Going Above & Beyond

gjc on April 4, 2023

1. Can you describe your typical week on the job?

In a typical work week, I attend about 15-20 internal meetings back and forth between two companies under my leadership and Will Group Japan. On top of that, I also have regular meetings with our external parties consisting of vendors, suppliers and clients. Next are approval matters such as payments and hirings, report preparations for Will Group Asia Pacific (this group oversees Will Group Japan’s overseas operations), the occasional mid-term business planning and setting aside time to catch up with my colleagues regularly.

Aside from the heavy work schedule, I made it a point to plan my exercise sessions at the beginning of each week. Sports are great stress relievers, but it also helps keep my mind sharp throughout the day. This is one of my many small efforts to maintain a work-life balance.

2. Only a few individuals have the ability and capacity to lead two companies at once, and you are one of them. Give us an example of one of the many challenges you face managing them, from maintaining corporate culture to strategising business directions, and what you did to overcome it.

One of my many challenges is managing three different business emails, three TEAMS accounts (our designated communication channel), three calendars, and shared files between OAI, GJC and Will Group. I use both application and web versions for most tasks as I check multiple accounts.

Communication with colleagues regarding different matters is another challenge. But I make it a point to engage in multiple levels of communication within the workplace to set an example of our culture and openly share our company’s direction with all members. I believe a relationship between corporate culture and communication will be solidified when there’s a good communication network within the workplace.

I would also like to acknowledge my fellow committed General Managers: Gabriel, Joshua and Terence. Over time, I’ve developed a sense of trust in them to lead each business unit, steering our members in the right direction with our unique culture.

3. In your opinion, what do you think makes up a good leader and why?

Hands-on skills, knowledge, speed, and proactiveness make up a good leader. A leader should also know what the ground situation is like, as his ultimate task lies in decision-making. When equipped with sufficient information, their decision-making would be fast and accurate in every way possible.

To put things into perspective, a good leader must possess hands-on skills to make swift decisions. If you aren’t proactive in ensuring you have full knowledge of what’s happening on the ground, your choices will likely be impractical and have an adverse effect. The trust of others diminishes in a leader if they can’t present practical and feasible solutions.

4. What values do you hold firmly, and how does that affect how you carry yourself in and outside work?

One value I firmly hold is to ‘always strive to be above average, no matter what.’

This value has been engraved in me, and it always pushes me to work harder when I’m surrounded by people of calibre­­­, whether in or outside of work. It also factors into everything I do in and for my career, my role as a son, husband and father to my two children, and even my hobbies and sports.

There’s an unspoken beauty about consistently investing your best efforts into what you care about and what is important to you. You reap what you sow.

‘Always strive to be above average, no matter what.’

5. As the leader of both firms, there are difficult decisions for the company’s good, but you know that the outcome can’t please everyone. So, how do you deal with criticism?

This takes me a quick trip down memory lane when I first took up the leadership role in 2014 as an Assistant Manager at GJC. Perhaps I was too soft-hearted and hesitated to give direct or harsh feedback to my members. But I was persistent in bringing up the morale through my hard work and having meals with my fellow colleagues to get to know all of them better.

However, there came a time when some of my members could not perform, and the criticism fell back on me. Harsh comments were spoken, such as myself being unsupportive; some even went as far as to claim that I was showing favouritism to certain members and that I was not doing much at work.

As a leader, I clearly understand that my role is to expand the OAI & GJC business capacity and possibility while ensuring its operations’ stability. Every decision I made aimed toward that particular goal. To make it happen, I’ve always been ready to make painful decisions, bearing in mind that I can’t always please everybody, but as long as it’s for the company’s good.

On the other hand, as an experienced recruiter and in business development, I know that ‘answers are always on the ground‘; in other words, to every problem, there’s a solution, and you must look for it. In a way, constructive criticism taught me to reflect on areas I can improve, thus enabling me to be and do better.

6. What was one of the most challenging moments you’ve experienced throughout your career? Was there a breakthrough moment?

I remember a time in my career all too well, and I think it’s a story worth re-telling. Three years ago, when Covid-19 was rampant across the globe, I was assigned to take over OAI as the Managing Director. The economy’s stability was not looking great; truthfully, it was a nightmare for every working individual, especially those who ran businesses. I knew there was much to be done and absolutely no time to lose to keep the company afloat at a time like this. I needed to get to work immediately.

My immediate action was to list all the problems and challenges that would take place, and some were already happening. One by one, we worked as a team to tackle every single one for a year. Throughout that arduous journey, I worked with some of the most persevering, receptive and flexible colleagues. They all played a role in keeping the company’s operations running seamlessly. When I look back at it, yes, it was one of the most challenging moments in my career, but it was also a season I will always cherish.

To wrap things up, I believe there’s still much work to be done during my tenure as Managing Director for GJC and OAI. There are still areas in my leadership I want to improve, plenty of business ideas to be explored, and growth and development to be continued­. After all, the path to long-term success is an endless journey.

My advice is to make every challenge and defeat a learning curve, to acknowledge but not succumb to them. Make it a point to improve at what you do every day, learn and sharpen a skill, accumulate knowledge and practice; perseverance and consistency is your best friend.

In all you do, never give up and strive to be above average, no matter the cost.

Interview by Destiny Goh

Marketing Communications Executive

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