1. What have you found most challenging as a CEO or executive of a large enterprise?

The most challenging piece in running a non-profit organization would be securing needed financial resources to continue the mission held by the association. Work in this sector is often demanding, nonprofit leaders need to have the humility to receive help and the expertise to balance creativity and productivity.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I have been involved in business continuity works in the marine construction sector for 10 years ago. There was a need to understand some of the latest Singapore Standards pertaining to my work, especially SS540 back then. That was the time when the President then took me into the association as a member and I have worked my way up to becoming a governing council member, to Chairing an IT Committee, to Honorary Secretary and now the President.

3. How do you structure your work days from waking up to going to sleep?

The ability to ensure that we constantly keep our members in touch and updated, we will ensure continuous search of partners to work with RIMAS on an ongoing basis is crucial. We will also be sourcing for sponsorships in financial and knowledge form to ensure we do justice to the membership fees paid by our members. Finally, in the evening, we will sometimes be involved in technical committee work to give back our knowledge to the standards committee to ensure we are aligned with the global standards.

4. What's the most recent significant leadership lesson you've learned?

The ability to chart a vision that is long enough to ensure the mission of the association is kept alive. With the emphasis on emerging risk coming from technologies such as Artificial Intelligence, RIMAS has embarked on this journey of defining AI Governance. We work with industry partners and also bring in global knowledge to share with our members. One of the most recent webinars was held together with Singularity Studio in the United States, talking about the 30 years of AI and Risk to come.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

The AI Ladder
Accelerate Your Journey to AI
By Rob Thomas and Paul Zikopoulos
The book is about how to infuse AI throughout the organization. AI can transform your organization—but it won’t if it’s limited to a few projects in a few departments.
The most exciting part of the AI Ladder isn’t the first few successes, it’s finding out how to make your entire organization more effective.
It was this book that led to my decision to move a traditional risk organisation into the future where no one is thinking about it today.

6. How do you build leadership capacity in a large enterprise?

I built it based on the following principles:

1. Practice discipline. Ensuring that I am a role model to my council by taking lead in many ways than simply directing.
2. Take on more projects. Stepping out of my comfort zone to lead and take on more projects to grow the association's awareness and subject matter authority.
3. Learn to follow. I have learned to respect others and maintain an open mind.
4. Develop situational awareness. I will anticipate problems before they occur, and provide suggestions for avoiding potential problems.
5. Inspire others. Always be the person to motivate and inspire those you work with to collaborate as best they can and be sympathetic.
6. Keep learning. Never stop learning and always keep your mind sharp, and your skills fresh.
7. Resolve conflicts. Speaking to members privately and resolving issues is an art more than a science.
8. Be a discerning listener. Always listens to suggestions, ideas, and feedback from other people, and builds on them.
9. Empower my members. Delegating tasks to others not only frees you up for things you do well, but it also empowers other people on your team.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

Recently I formed a chapter under my association which is led by a female leader. In this association, it has traditionally been a more male-dominated sector and some of our female members' ideas are often not heard. Upon taking on this leadership, one of the initiatives I wanted to embark on was to remove this barrier. After searching for months, I finally met a lady who is very passionate about what she is doing and has decided to join us to lead this chapter. This has been a tremendous breakthrough for the association, apart from us heading towards the digital future.