Ee Rong Chong

D'Pulze is staple in Cyberjaya and for that, KIP REITs made the right buy. I can attest to that because I lived and breathed Cyberjaya for 5 years. D'Pulze is staple because it's the only place you go almost daily because it's the only decent shopping mall in Cyberjaya. Tenant mix is easy to predict even if you're not from the trade because they have the usual suspects like Jaya Grocer, Daiso, DIY, TGV, Starbucks, Coffee Bean, Subway, Secret Recipe, FOS, Family Mart, MyNews, MPH, Baskin Robbins, A&W, Sushi Zanmai, Ace Hardware, an electrical appliances store, a dentist, car service centre, some other restaurants, it even has a hotel, apartment, a hybrid of apartment/hotel and office of which yours truly at one time operated from for a very decent price given its distance from city centre civilisation. It's not glitzy and definitely not glamourous but you do see every now and then couples dating like it was Fifth Avenue all dressed to kill! But if you need a birthday cake or have your tooth ache attended to, or get your tempered glass fixed on your mobile phone, this is the place. My only complaint is the ventilation could be better because you might end up smelling like the kitchen on the wrong day. Maybe the toilets could be better designed too because of the same reason. Parking rates too, a tad too expensive for such a small neighbourhood mall. Ok that's 3 complaints.... hehehehe... Other than that, oklah kalau nak cari screwdriver ke or destress walking the entire mall in 20 minutes....boleh je...

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“Why Is the Government Like That?” Whether we like it or not, the government is deeply embedded in our lives. They ensure our water is safe to drink, provide affordable pre-schools for everyone, and attract MNCs to invest in Singapore, creating jobs for Singaporeans. For social enterprises, NGOs, SSAs, and similar organizations, achieving the impact you aspire to can be challenging. Whether you're just starting out or have years of experience and are looking to level up your organization, partnering with the government could be a valuable strategy. They can offer connections, guidance, and resources to support your mission. However, working with the government can be complex and, at times, frustrating. That’s why I’m excited to share insights from my 10 years of experience across the public, private, and people sectors with participants in the Specialist Diploma in Social Entrepreneurship at SIMGE (SIM Global Education). This will be an interactive workshop where I’ll dive into how the government thinks, talks, and acts. I’m also looking forward to learning from the leaders in their respective fields. Can’t wait to meet everyone and exchange ideas.

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Watching oneself on a recording is….weird? Last month I had the the privilege to share at the Singapore Institute of Directors’ Annual Flagship conference on the Role of Directors in Workplace Mental Health & Well Being. Just had the opportunity to review the conference videos that have gone online. Directors exercise oversight on key matters of a company- from governance in financial matters, to business, to cybersecurity and sustainability issues. Likewise, directors also have a role in the health of its Talent & Human resource. Not just Physical Health but also the Mental Health of its employees and coworkers. From providing psychologically safe environments, to fighting the usual stigma associated with mental health, to providing and promoting an Inclusive workplace. These are All areas that fall within the remit of Directors. Thanks again Oon Jin YEOH , Terence Quek and Singapore Institute of Directors for the invitation and opportunity to share about Mental Health at the workplace. Thanks as well to my fellow panelists Abu Bakar Mohd Nor Henry Liew Anthea Indira Ong Jardine Matheson MINDSET Singapore MINDSET Hong Kong | The Jardine Matheson Group Charity MindForward Alliance Singapore One Mind One Mind at Work Singapore Association for Mental Health Institute of Mental Health TOUCH Community Services Silver Ribbon (Singapore) Intellect WorkWell Leaders ISCA SGListCos NUS Centre for Governance and Sustainability (CGS) #mentalhealth #workplacementalhealth #stigma #directors #sustainability

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From Boardroom to Storeroom: my curious journey into SMEs. Southeast Asia is a region of contrasts. On one hand, it’s home to over 71 million SMEs—businesses that drive up to 60% of GDP and employ more than two-thirds of the workforce. On the other, many of these businesses operate in fragmented industries, face operational inefficiencies, and lack clear paths to succession or scale. This duality raises an intriguing question: how can these small, often family-run businesses unlock their full potential? At M3I, we’ve built a model to explore this opportunity, and it starts with a simple idea: transformation doesn’t happen in boardrooms alone—it also happens in storerooms, factories, and offices. How We Approach the Problem Our process begins with curiosity. Before investing, we embed an operating partner into the business. This isn’t about control—it’s about understanding. By working alongside the founder, we get a clear picture of what works, what doesn’t, and where the opportunities lie. Once we invest, the operating partner transitions into a Co-CEO role, sharing responsibility for executing the transformation plan. This hands-on approach allows us to turn theory into action, focusing on operational improvements that drive real results. Why This Approach? The SME landscape in Southeast Asia is a study in contrasts: Fragmentation: Many industries consist of small players that compete independently, leaving room for collaboration and scale. Growth Challenges: Founders often face roadblocks—limited capital, outdated systems, or a lack of strategic direction. The Succession Gap: Over 60% of SMEs have no succession or exit plan, leaving founders with hard-earned businesses but no clear next step. By embedding operational leadership and co-creating a path forward with founders, we gain the transparency and trust needed to solve these challenges. What Makes This Space Interesting? There’s something fascinating about working in this space. SMEs are not just economic engines; they’re personal, human ventures built on years of effort, relationships, and trust. Unlocking their potential isn’t about imposing change—it’s about respecting what’s already there and finding ways to make it better. Every business is different. Each has its quirks, challenges, and untapped strengths. And that’s what makes this work compelling—it’s not one-size-fits-all; it’s about uncovering the unique opportunities hidden within each company. A Broader Perspective With Southeast Asia rapidly urbanizing and digital adoption accelerating, the potential for these businesses to scale is growing. But it’s not just about financial returns—it’s about enabling a new generation of SMEs to thrive in ways they never thought possible. From the boardroom to the storeroom, the journey of transformation is never straightforward. It’s messy, complex, and deeply rewarding. And it’s a journey we’re committed to exploring, one business at a time. Small wins, at #3

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The Civilizational Reset Yesterday evening’s fire side chat at Singapore Apex Business Summit's opening dinner had both substance and style. That’s because the speaker was KP Ho Executive Chairman of Banyan Group and the moderator was Prof. Annie Koh, PhD. I want to share a few gems of wisdom from the speaker for you to think about: 🦉 Business as usual is complacency. Life is always about the end of business as usual because most businesses need and want to keep improving and progressing. 🦉 The paradigm shift in hospitality in the last 15 years or so is the rise of the middle classes from the global south. They now outnumber Western guests. There’s no high or low season now. 🦉 To be a successful entrepreneur you need to put in lots of hard work and you need to love what you do. You also need empathy: for your team members and for your customers. Banyan Group calls this “I am with you.” 🦉 In the service industries you need self respect in order to provide service with a genuine heart. Hence, "I am with you". The customer is not always right. 🦉 Organizational culture is the most underestimated (and, therefore, the least invested in) strategic asset a business has. So true. So sad. Businesses need to fix this asap. 🦉 The world is in the process of a civilizational reset. We are seeing the end of Western dominance which has lasted for 500+ years and the re-emergence of the multipolar world which existed before Europeans started their voyages of discovery. The jury is out whether or not we will experience a clash of civilizations or whether we can all find the path to peaceful coexistence and the acceptance of multiple political systems none of which are perfect. Let us all work and pray for peaceful coexistence. 🦉 Singapore as a hybrid between civilizations has a strategic advantage to both leverage and win: both for itself and as a beacon of what is possible in a multicultural society. 🦉 Scenario planning for various geopolitical, economic and environmental outcomes is a must for every business today. We can’t be found napping when the next pandemic arrives. Because it will. Hamizawati Ab Karim Dawn Tan Ly-Ru Yuit Ang Ping Soon Kok Michael Chang Shirley Tan Sharon Lim Evelyn Yeo Kelly Toh Derek Yang Cherylyn Chew Singapore International Chamber of Commerce Singapore Business Federation #trueinsights #responsiblebusiness #entrepreneurship #positiveworkplaceculture #positiveoutcomes.

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Are you male, 56 years old, with CEO experience and skilled in strategy and management? If this describes you, you are the “typical” new director that took on their first appointment at a top 100 SGX-listed company in 2023.   👨 👨 👩 Yes, women were appointed too. Of the record 71 first-time directors* appointed by these 100 largest Singapore-listed firms last year, 23 are women (basically, one woman director for every two male directors).   The 71 first-time directors range in age from 32 to 72.   70% were appointed as Independent Directors.   20% were appointed Non-Executive Non-Independent Directors.   And 10% were Executive directors.   Among this 2023 cohort, 80% have overseen revenue generating units, and 58% is a current or former CEO.   39% of the new directors have expertise in Strategy & Management, 38% in Finance & Investments and 7% have a Legal background.   💡 In fact, first-time directors account for 66% of all new appointments to the boards of top 100 listed companies last year, a noteworthy increase from 47% in 2022. We’ve been keeping count – in total, between 2018 and 2023, the top 100 appointed 310 first-time directors (51%) out of a total 606 new appointments.   💡 All these indicate a growing willingness to embrace fresh thinking and new skills as Singapore’s talent pool of directors and board-ready leaders expands. The new appointments also show that recent regulatory measures to encourage board renewals are being met with the spirit that was intended.   For more data points, click below, or visit our website (https://lnkd.in/g_gVEhxB) for the latest edition of the Singapore Board Diversity Review, published by Council for Board Diversity Singapore in collaboration with Nanyang Business School’s Centre for Sustainable Finance Innovation. *𝘋𝘦𝘧𝘪𝘯𝘦𝘥 𝘢𝘴 𝘢 𝘥𝘪𝘳𝘦𝘤𝘵𝘰𝘳 𝘸𝘩𝘰 𝘩𝘢𝘴 𝘯𝘰𝘵 𝘱𝘳𝘦𝘷𝘪𝘰𝘶𝘴𝘭𝘺 𝘣𝘦𝘦𝘯 𝘢𝘱𝘱𝘰𝘪𝘯𝘵𝘦𝘥 𝘵𝘰 𝘵𝘩𝘦 𝘣𝘰𝘢𝘳𝘥 𝘰𝘧 𝘢𝘯 𝘚𝘎𝘟-𝘭𝘪𝘴𝘵𝘦𝘥 𝘤𝘰𝘮𝘱𝘢𝘯𝘺. 𝘚𝘰𝘮𝘦 𝘧𝘪𝘳𝘴𝘵-𝘵𝘪𝘮𝘦 𝘥𝘪𝘳𝘦𝘤𝘵𝘰𝘳𝘴 𝘮𝘢𝘺 𝘩𝘢𝘷𝘦 𝘦𝘹𝘱𝘦𝘳𝘪𝘦𝘯𝘤𝘦 𝘰𝘯 𝘣𝘰𝘢𝘳𝘥𝘴 𝘰𝘧 𝘤𝘩𝘢𝘳𝘪𝘵𝘪𝘦𝘴, 𝘶𝘯𝘭𝘪𝘴𝘵𝘦𝘥 𝘤𝘰𝘮𝘱𝘢𝘯𝘪𝘦𝘴, 𝘴𝘵𝘢𝘵𝘶𝘵𝘰𝘳𝘺 𝘣𝘰𝘢𝘳𝘥𝘴, 𝘰𝘳 𝘰𝘵𝘩𝘦𝘳𝘴.   #boarddiversity #diverseleadership #boardofdirectors

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The Importance of asking for Feedback One of the aspects of living in Singapore I have also loved, is the very direct feedback you get, particularly on physical appearance. A common one (for me it seems) has been "Wah you got fat ah", the best one being "baby due when"? from a particularly humorous security guard I saw every day at Samsung Hub. More recently, after a slightly tricky conversation with a client on one of our job processes, Chezereen Williams (one of our bright new recruits) - sat me down and asked me 'how do you think I could have approached that differently'. Which got me thinking how rare it can be that people seek out feedback on direct issues - and how much of a difference it could make if they did. One of the undervalued aspects of career development in my view, is seeking and understanding feedback from those around you, in order to improve and move your skillsets forward. It also shows accountability, a willingness to learn and make sure we are challenging and validating the manner in which we approach aspects of our work. On the other hand, pro-active delivery of feedback, often needs to be managed carefully. I recall an experience I had with a very senior candidate a few years ago who was interviewing for a new role. The feedback from the interviewer was detailed and critical and I decided that it was in the best interest of the candidate to pass this on to help them learn and understand. Outcome being the candidate has never spoken to me again ! : ) I too am trying to get better at this and trying to get some perspectives on myself from those around me. Michelle Koh 许欣颖 and I the other day had a bit of a feedback session, with her feedback to being that I am too nice, and I go red when I have to deliver a difficult message. So I now working on becoming much less pleasant and I apply blusher and foundation every morning. Never stop learning !! : ) #teamedge #feedback

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Was great to be a part of the HKMA / EY Theme Year Summit 2024! Especially as someone who normally presents at finance, legal, technology and startup related events, it was refreshing to be amongst such diverse "real world economy" industry leaders, professional managers and business owners in Hong Kong. Some key takeaways: - maintaining and growing family-owned businesses carries the pressure of past successes, but can also inspire a spirit of innovation to set the next generation's mark on society - 30% of Fortune 500 CEOs switched industries, which recognises that generalist #management skills beyond industry expertise can be invaluable for success in the C-suite - travel patterns are evolving post-COVID, with Millennials preferring atypical and hidden travel experiences as influenced by social media and KOLs, which data reinforces that managers need to appreciate how consumer decision-making is changing - #digitisation and #sustainability are indeed long term trends across all industries, which managers and workforce members would benefit from embracing, especially in the face of #AI and #climatechange With the theme of Embarking on a New Chapter for Hong Kong as a #worldcity, one of my contributions to the discussions was to emphasise the need to rediscover of what it means to be a #hongkonger, the same way so many people from all parts of the world who live where I previously did before moving here are proud to call ourselves a #newyorker

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Corporate Climb vs. Entrepreneurial Leap: Patrick Teow, former CEO of AIA Singapore, who has walked both paths shares his insights Which is the better path to success: the climb of the corporate world or the fast-paced, unpredictable journey of entrepreneurship? Patrick Teow, former CEO of AIA Singapore, and co-founder of BestOfMe, breaks down the realities of both paths. In this candid discussion, Patrick shares: 💼 How corporate careers often offer security but follow a slow, structured progression. 🚀 Why entrepreneurship, while risky, can bring rapid success with the right mindset and tenacity. 🎯 The importance of understanding your personal calling and how it drives your career choices Patrick has seen it all—from leading insurance teams to sitting at the top of corporate leadership. His insights will shed light on climbing the ladder and taking the leap into entrepreneurship. This is a ‪Money Playschool x Me-ssion collaboration. 🔗 Check out the full interview here: https://lnkd.in/gG7f9Cw9 . . . #careeradvice #career #entrepreneurs

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Do you know who this is? 😏 First item on the agenda upon arriving in Singapore: Attending the book launch of KP Ho - CEO & co-founder of Banyan Group. Whose journey has been so fascinating, I ended up with 4 full pages of notes! Especially when he touched on themes that are often covered on the So This Is My Why Podcast), e.g. 🍿 𝐏𝐚𝐬𝐬𝐢𝐨𝐧: 𝐖𝐡𝐚𝐭 𝐫𝐞𝐚𝐥𝐥𝐲 𝐝𝐫𝐢𝐯𝐞𝐬 𝐊𝐏? Not wasting time & sleepwalking through life. 🍿 𝐈𝐭'𝐬 𝐬𝐭𝐢𝐥𝐥 𝐯𝐞𝐫𝐲 𝐡𝐚𝐫𝐝 𝐟𝐨𝐫 𝐀𝐬𝐢𝐚𝐧 𝐛𝐫𝐚𝐧𝐝𝐬 𝐭𝐨 𝐩𝐞𝐧𝐞𝐭𝐫𝐚𝐭𝐞 𝐭𝐡𝐞 𝐖𝐞𝐬𝐭 (but easier than before) Before, Asians weren't thinking about building brands. They were just assembling and manufacturing items for other people. It's different today. When Banyan Tree was being built, 85% were foreigners. So they leaned into that. Pushing the idea of visiting an 'exotic' location & being genuinely Asian without feeling like they were selling their soul. The rest was just very hard slogging. Ultimately if you don't get your own brand into the market, you won't survive in the long run 🍿 𝐁𝐢𝐠𝐠𝐞𝐬𝐭 𝐰𝐚𝐫𝐧𝐢𝐧𝐠 𝐭𝐨 𝐲𝐨𝐮𝐧𝐠 𝐒𝐢𝐧𝐠𝐚𝐩𝐨𝐫𝐞𝐚𝐧𝐬: 𝐌𝐞𝐝𝐢𝐨𝐜𝐫𝐢𝐭𝐲 Given Singapore's wealth and success, its people can be lulled into a state of complacency, hubris and entitlement. Mediocrity can arise precisely because Singaporeans think that they are exceptional & don't need to do anything about it. 🍿 𝐏𝐮𝐫𝐩𝐨𝐬𝐞 𝐝𝐨𝐞𝐬𝐧'𝐭 𝐧𝐞𝐞𝐝 𝐚 𝐜𝐚𝐩𝐢𝐭𝐚𝐥 𝐏 KP's purpose is asking why. And not sleepwalking through life!! You don't want to walk up every day and live a life floating on a river, letting things go by. 🍿 𝐅𝐫𝐨𝐦 𝐡𝐢𝐬 𝐰𝐢𝐟𝐞 𝐂𝐥𝐚𝐢𝐫𝐞: 𝐂𝐮𝐫𝐢𝐨𝐬𝐢𝐭𝐲 One of KP's biggest strength is his curiosity. When he visits hawker stalls, he'll spend half an hour visiting every store, talking to every stall owner and comparing every food item on the menu. That same curiosity and passion is what brought him to today. 🍿 𝐅𝐮𝐧 𝐟𝐚𝐜𝐭: 𝐊𝐏 𝐢𝐬 𝐭𝐡𝐞 𝐡𝐞𝐚𝐝 𝐨𝐟 𝐭𝐡𝐞 𝐡𝐨𝐮𝐬𝐞𝐡𝐨𝐥𝐝 𝐛𝐮𝐭 𝐡𝐢𝐬 𝐰𝐢𝐟𝐞 𝐢𝐬 𝐭𝐡𝐞 𝐧𝐞𝐜𝐤 𝐰𝐡𝐢𝐜𝐡 𝐭𝐮𝐫𝐧𝐬 𝐭𝐡𝐞 𝐡𝐞𝐚𝐝! 🤣 * Thank you Hong Koon Chua World Scientific Publishing for the invite!

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Introducing Panel 4: VUCA Leadership - “Leading during the Storm”   Wendy Koh, PCC Founder, Executive Coach & Facilitator; Life By Design Coaching   Eric Tanoto Founder; Ark Capital Fund   Tunku Fauzi Malek Founder & Principal; TFM Property Consultancy Chairman; Rimbun Majumas Former Chief Private Secretary to HRH Sultan of Kedah   Jeffrey Ong Senior Director; Azimut Investment Management   Michael Aw, RMC Founder & Managing Director; 38 Consulting Chairman; Katong Shopping Centre Management Council Former Chief Executive Officer; Mekong Group   Zainul Rasheed Singapore's Non-Resident Ambassador to Kuwait Member, Board of Trustees; Nanyang Technological University Senior Advisor, Stratagem Group   VUCA stands for Volatility, Uncertainty, Complexity, and Ambiguity. It is a concept that originated in the military and has since been adopted in leadership and business to describe the rapidly changing, unpredictable, and complex nature of the modern world. VUCA leadership refers to the skills and strategies leaders need to navigate this VUCA world. Leaders must be agile and flexible, able to respond quickly and effectively to rapid changes. Leaders need to be comfortable with ambiguity and able to make decisions without having all the information. Leaders must be able to analyse complex and interconnected problems, and come up with innovative solutions. Leaders need to be able to operate in situations where causal relationships are not clear, and interpret ambiguous situations accurately.   This panel explores the uncertain sociopolitical environment, in light of the challenges of climate change, the onset of the fifth industrial revolution, the increasing adoption of Artificial Intelligence, and developments in finance such as cryptocurrency derivatives. VUCA leadership is about being prepared for the unexpected, being able to adapt on the fly, and having the foresight to see and the courage to seize opportunities in a complex and uncertain world.   Register here: Eventbrite: https://lnkd.in/gMEbJnHx.   Terence Nunis Terence K. J. Nunis, Consultant Event Chair

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“As the new academic year began in August, students at the National University of Singapore (NUS) saw an unusual number of foreign visitors on campus. Tourists crowded shuttle buses and canteens, and milled about libraries, research labs and even accommodation facilities. This was not the first time that Singapore universities had received an influx of tourists. They flocked to NUS and the Nanyang Technological University Singapore (NTU) in February. NTU responded by imposing a fee on tourists and requiring tour groups to seek approval prior to visiting. Many Singaporeans were bewildered by the phenomenon. Why were tourists treating NUS and NTU, places for teaching and learning, as attractions? To put it simply, they look at NUS and NTU just like how many in Singapore perceive top universities such as University of Oxford and University of Cambridge in the United Kingdom. Tourists to NUS and NTU generally hail from China, and some told reporters that they came to show their children what Singapore campus life is like. In recent years, NUS and NTU have emerged as top universities globally, placing 8th and 15th respectively in the latest QS Quacquarelli Symonds World University Rankings. This is an attractive factor for parents and prospective students, who believe that high-ranking universities might give graduates a competitive edge in the job market. Visiting the campus in person is the best way to find out if the faculty and academic environment is suitable for them.”

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BREAKING NEWS: SNEF President Resigns Amid Governance Lapse! 🚨 Dr. Robert Yap, a stalwart of Singapore's business community and president of the Singapore National Employers Federation (SNEF) for the past decade, has abruptly resigned following a "governance procedural lapse" discovered during a routine internal review. But here's the burning question: What are they hiding? 🤔 SNEF's statement is a masterclass in vagueness, leaving us all wondering: - What exactly was the governance lapse? - How deep does this rabbit hole go? - What are the real implications for SNEF's 3,300 member companies and their 800,000 employees? The Ministry of Manpower (MOM) has been informed and is waiting for the review's outcome. But are they just as much in the dark as we are? And what about the financial implications? SNEF claims there are none thus far, but how confident can we be without transparency? This is not just about one man's resignation. It's about the integrity of our institutions and the trust we place in them. Should we be demanding more accountability and transparency from SNEF and similar organizations? 💬 What do you think is really going on here? Should there be a more rigorous public disclosure? How will this affect the future of SNEF and the businesses it represents? #LeadershipCrisis #Governance #Transparency #SNEF #BusinessIntegrity #Accountability

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Last night, I had the pleasure of catching up with old friends at a private dinner. Among them was Albert Moh, a dear classmate from Maris Stella High School and the visionary founder of Freshening Industries Pte Ltd. It was not just a gathering of old friends but also a celebration of Singaporean ingenuity and perseverance. Under Albert's leadership, Freshening has navigated numerous challenges to emerge as a beacon of innovation in the hygiene sector. From rigorous R&D efforts to navigating the complexities of attaining global certifications, their journey is a testament to what a differentiated offering, strong leadership and execution capability can achieve. Each attendee was gifted a range of products – a memento of their tangible impact. Reflecting on that evening, I notice similarities between Freshening’s journey and how our Vertex network of venture capital funds has built enduring technology and healthcare startups globally. At the core, it’s about three things: 1. Exceptional offering: A solution that solves a real problem and resonates with the market. 2. Strong founding team: Passionate and talented individuals who believe in the vision. 3. Flawless execution: The ability to navigate challenges and turn ideas into reality. Whether it’s developing hygiene products or building the next global champion, the core ingredients for success remain the same. Albert’s journey is a powerful reminder that great companies start with global aspirations. From their modest beginnings in Eunos (Singapore) to making their mark on the world stage, it is inspiring to see his vision come to life - not just for him but for Singapore’s growing reputation as an innovation hub. This is akin to the gems we have witnessed emerging from our global network, such as Nium and Patsnap. Wishing Albert and the Freshening team many more years of innovation and success.

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Market talk about the scuppered the Income Insurance Limited - Allianz deal has turned to why no one stitched the picture together and it took the MAS alerting MCCY to bring all the pieces to light. Yuanwen Hu spoke to me about how M&A deals are usually done and how big a role the non-disclosure obligation plays. Basically, what went wrong in the process? While we all want answers, I think it's wrong to speculate about who knew or ought to have known about the deal. NTUC central committee is akin to a majority shareholder of the seller in this deal. Very often, unless that shareholder is bringing the deal together, they would not be involved in negotiations. In more sensitive deals, the board can empanel a smaller sub-committee to handle the project to protect confidentiality even. I told Lianhe Zaobao 联合早报 that typically it's the senior management team who usually work on the specifics of a transaction and then brief the board, whose obligation it is to ask pertinent questions and critically assess the transaction. But the real question, as I see it, is who, among the persons putting the deal together, had two specific data points: that representations were made to MCCY just two years ago that $2 billion was needed to keep the Income business going and assurances were also given to keep the social mission alive. #CorporateLaw #MergersAndAcquisitions #SingaporeLaw #CorporateGovernance #Confidentiality #NDA

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