ACT - TWO

The future of dynastic institutions depends on leaders who dare to question their inheritance and forge new, often untested paths. We speak to three of them.

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How has being a third-generation leader shaped your understanding of risk?

I've come to understand that risk management goes far beyond financial prudence. Our horizon is very long-term. In addition to meeting this quarter's earnings and next year's budget, we must protect a legacy cultivated over decades and advance the business for future generations.

One of the risks I've taken was refurbishing our flagship hotel, Amara Singapore. I wanted to breathe new life into this 38-year-old property, preserving its deep roots in Tanjong Pagar while incorporating the energy of the Chinatown heritage and modern business district.

Partnering with Studio HBA, we replaced traditional check-in desks with a Lobby Bar that transforms from a coffee hub by day to a champagne lounge by night. This vibrant space is now a lively nucleus that blends seamlessly with the neighbourhood's beat.

How do you navigate personal relationships with professional responsibilities?

In a family business, business talk often takes place outside the formal office setting. My father and I have open conversations in boardrooms and over family popiah lunches. These informal moments frequently spark our best ideas, as family dynamics allow for more candid, thoughtful exchanges. Each family thoughtful exchanges. Each family member brings a unique perspective and domain expertise to the table. What's most important is viewing the family legacy as roles and focuses on the bigger picture.

How do you balance preserving legacy with bold, transformative decisions?

It entails honouring the wisdom of previous generations while not allowing it to hold us back. Bold moves whether in business strategies, investments, or asset enhancements must align with the company's narrative and vision.