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Straits Times
6 days ago
- Business
- Straits Times
From Singapore to the world: Homegrown leaders in emerging fields
Sign up now: Get ST's newsletters delivered to your inbox Three Singaporean leaders blaze trails in global MNCs, from chasing biopharma breakthroughs to redefining construction, and charging ahead with AI innovation. Their bold career leaps and relentless determination show how local talent can shine in global corporate leadership roles, fuelled by grit, collaboration, and a thirst for impact. The trio give a glimpse of what it is like to be part of new growth industries, in manufacturing and tradeable services, that Singapore has pivoted towards. These efforts have been led by the Economic Development Board (EDB), which is responsible for planning and rolling out economic and industrial development strategies, together with government agencies and industry partners, to achieve sustainable growth, vibrant businesses and good jobs. Singaporeans are equipped to take unconventional paths, says Kajima's youngest leader 'If you are able to contribute meaningfully, there is room to thrive within global platforms,' says Luke Wu, managing director at The GEAR, Kajima. When Luke Wu stepped into a leadership role in one of Japan's oldest and largest construction groups, he did not just take an unconventional path, he redefined what leadership at the firm looks like. The 34-year-old is the youngest managing director at construction and engineering conglomerate Kajima, which is behind iconic buildings including Parkway Parade, OUB Centre and Resorts World Sentosa. Four years after joining Kajima in 2021, he rose to oversee The GEAR company, a new business unit within Kajima – the group's first and only overseas research and development (R&D) facility, as well as the firm's regional headquarters. Wu, who completed his law degree at the National University of Singapore, has always been drawn more to building ventures and ecosystems than to traditional legal practice. 'Early in my career, I worked across startups and innovation initiatives, where I saw how ideas could be turned into real-world impact. While moving into the built environment and a multinational corporation (MNC) like Kajima may seem unconventional, many of the skills I had developed proved highly transferable,' he says. What was particularly compelling was that the group gave him the chance to tackle complex, long-term challenges that shape the world we live in. He adds: 'Kajima, with its 180-year history, continues to evolve and was willing to back someone with an unconventional profile to lead a completely new function. That openness reflects how MNCs today are rethinking leadership and innovation.' Top stories Swipe. Select. Stay informed. Singapore Luxury items seized in $3b money laundering case handed over to Deloitte for liquidation Singapore MyRepublic customers air concerns over broadband speed after sale to StarHub Singapore Power switchboard failure led to disruption in NEL, Sengkang-Punggol LRT services: SBS Transit Singapore NEL and Sengkang-Punggol LRT resume service after hours-long power fault Business Ninja Van cuts 12% of Singapore workforce after 2 rounds of layoffs in 2024 Singapore Hyflux investigator 'took advantage' of Olivia Lum's inability to recall events: Davinder Singh Singapore Man who stabbed son-in-law to death in Boon Tat Street in 2017 dies of heart attack, says daughter Singapore Man who stalked woman blasted by judge on appeal for asking scandalous questions in court Wu says in the process of building and leading innovation-centric functions in large organisations, he found that trust is foundational, translation or the ability to align perspectives and priorities is essential in implementation, and that long-term thinking matters. 'Real innovation does not happen on a quarterly timeline. It requires patience, consistency, and a clear sense of purpose. I was fortunate to be involved in the launch of The GEAR building, and the decision to set it up as a new function to build capabilities for Kajima and the region from the early days. The shift from physical infrastructure to innovation platform allowed me to bring my past experiences into something future-facing, rooted here in Singapore,' he notes. Located in Changi Business Park, The GEAR is a smart building that houses the technology services business as well as the open innovation platform of the Kajima group. Despite the journey being rewarding, it is not without prejudices. One of the biggest hurdles for Wu was earning credibility, particularly as leadership is often associated with seniority. 'One key lesson is that credibility is earned through clarity, consistency, and contribution,' he says, adding that he also had to get comfortable with not having all the answers. What also helped Wu was that he stayed curious, learnt quickly, and focused on the work and the people around. He adds that it is vital to be able to work across cultural lines, balance global expectations with local execution, and build influence through trust rather than authority. Singaporeans, he says, are often better equipped than they think for global roles. This is because people here grow up in a diverse, fast-paced society that teaches them the ability to work across systems and cultures. 'I hope my experience shows that young Singaporeans don't need to wait for permission to lead or stick to predefined roles. If you are able to contribute meaningfully, there is room to thrive within global platforms. 'Your training might start in one area, but with curiosity, adaptability, and a willingness to challenge assumptions, new paths can open up in unexpected ways.' Grooming Singapore's new tech leaders starts with collaboration and mentorship at SAP 'My early international assignments... have profoundly influenced my approach to teamwork and collaboration,' says Manik Narayan Saha, managing director of SAP Labs in Singapore and Vietnam. Much like how artificial intelligence (AI) improves continuously, Manik Narayan Saha is constantly learning to keep his ideas fresh. Such is his belief in upskilling that he has pursued numerous training programmes, including a Masters in applied finance in 2008, an executive education from INSEAD in 2016, and an executive programme from Stanford in 2023. And this motto has served him well in his 29-year career. Now, Saha is on a mission – to help develop a vibrant AI community in Singapore. The managing director of SAP Labs in Singapore and Vietnam says it boils down to collaboration and mentorship. Nearly all of the German enterprise application and AI company's new hires at SAP Labs Singapore are from local universities – about 90 per cent are from Nanyang Technological University (NTU) and the National University of Singapore (NUS). 'When we proposed setting up SAP's AI research and development (R&D) teams in Singapore in 2021, we used data on university and research rankings, and conversations with professors to back our pitch,' says the NTU alumnus. Currently, Saha oversees a team of 600 in Singapore and Vietnam. SAP has been in Singapore since 1989 and the office here is the organisation's first Asian subsidiary. In Singapore, the Labs team has grown to 410, of which 250 are in the AI division and as a global AI centre of excellence, it is filing patents regularly, says Saha. He notes that SAP's collaboration with EDB and the Infocomm Media Development Authority (IMDA) not only helped accelerate the team's growth, but also aligned the company with Singapore's National AI Strategy 2.0 to foster a vibrant AI community. For instance, SAP, NUS and EDB announced in 2024 an industrial Doctor of Philosophy (PhD) scheme to rope in about 10 PhD candidates in SAP research projects. The company also encourages cross-border partnerships to expand staff skill sets. 'We believe that these comprehensive approaches, including research collaborations and recruiting graduates into AI roles, will contribute to a more capable and skilled AI workforce n Singapore,' Saha says, adding that some of these employees could be the next generation of tech leaders here. Beyond that, Saha is a firm believer of international experience. This, as competition for global roles has intensified partly due to remote working, a broadened talent pool, and higher demand for better paying roles. Companies now favour candidates who can navigate complex global markets to drive innovation, so Singaporeans should be bold to embrace overseas opportunities, says Saha. 'My early international assignments to Dalian, China, and Seattle, United States, with port operator PSA Corporation, followed by my tenure as a trainee at US tech firm Sun Microsystems in 2005, and two years in Germany with SAP (2009-2010), have profoundly influenced my approach to teamwork and collaboration,' he notes. The overseas stints provided him with significant insights and appreciation for a myriad of cultures, which is crucial for any leadership role within a global company. Increasingly, having an international mentor or coach is valuable in handling the complexities of senior leadership roles, says Saha, who adds: 'This mindset, along with a commitment to continual learning, is instrumental in achieving success within global organisations.' Connecting science to save lives in a biopharma career at MSD 'I have always taken a liking to biological and life sciences since my teenage years,' says Luisiawati Khalil, director in global clinical trial operations for Singapore and Malaysia, MSD Research Laboratories. All it took was an optional course just before graduation to ignite Luisiawati Khalil's career in the biopharmaceutical field. The 'Good Clinical Practice' course in 1994 at the University of Surrey, where she earned her degree in nutrition and dietetics, was a game-changer. Further inspiration came in 2011 when she earned her Master of Public Health at the National University of Singapore. 'I attended it, and the entire contents just 'spoke to me',' she says, drawn by the fact that she can save lives through clinical work. And this is at the heart of what good clinical practice is about – to provide care for patients through excellent teamwork, flawless clinical operations, and collaboration with Singapore's top institutions. It typically involves diagnosing, treating, managing medical conditions, assessing patients and evaluating treatment outcomes. 'I have always taken a liking to biological and life sciences since my teenage years,' says Luisiawati, whose interest was piqued by the idea that she too, could play a role in drug development that gives hope to patients. That spark brought her to MSD, a global biopharmaceutical leader, where she has stayed for over 20 years and now serves as director in global clinical trial operations for Singapore and Malaysia within MSD Research Laboratories. Luisiawati, now in her 50s, started at MSD as a clinical research associate and climbed the ranks over the years to lead trials in oncology, vaccines, and general medicine. Her journey has been rewarding, but it has also been demanding. Monitoring clinical trials in hospitals is hard work, but the challenges invigorate Luisiawati. And there are plenty in this field – having to deliver under stress, to follow ethical and time-sensitive standards, to stay up-to-date with regulations, and policies in different jurisdictions that may not be as friendly for trials to be conducted. What adds to the shine of the sector for her is the fact that Singapore has many key opinion leaders in selected therapeutic areas. What this means is that the industry is vibrant and collaboration is plenty. It then ensures that Singapore is competitive and comparable to international standards, says Luisiawati. MSD, known as Merck & Co Inc in the United States and Canada, has been in Singapore for 30 years, employs over 1,800 people, and manufactures and supplies four of its top 10 global products from Singapore. Multiple functions including research, manufacturing, and commercial operations are located in Singapore, with its Asia-Pacific headquarters. The group has an extensive presence in Singapore and invested in expanding its operations, which include manufacturing facilities, an animal health site, a translational medicine research centre, and an information technology hub. In Singapore, MSD has made investments in excess of US$2 billion for manufacturing assets since 1997 and over US$240 million in research since 2009. So how can other Singaporeans excel in global MNCs like her? 'Go back to first principles,' says Luisiawati, who adds that people should remind themselves of what they are passionate about and good at. Another tip – be comfortable with the uncomfortable, she says. So what lesson has she learnt along the way that matters a great deal? Ask and Luisiawati will say it is best summed up by MSD's founder, George Merck: 'We try never to forget that medicine is for the people. It is not for the profits. The profits follow, and if we have remembered that, they have never failed to appear.' This, she says, 'is a tenet that gives me reason and purpose to wake up every day and do what I do'.
Straits Times
11-08-2025
- Business
- Straits Times
S'pore start-up among 5 global picks for Japan construction group Kajima's mentorship and funding
Sign up now: Get ST's newsletters delivered to your inbox The construction robotics lab at The Gear, which operates as the technology services and open-innovation platform of the Kajima group. SINGAPORE – A Singapore start-up is one of five global picks by Japanese construction group Kajima Corp for a programme to help accelerate the commercialisation of their concepts. CityBot Technology, which makes robots to inspect confined or hazardous underground facilities such as drains, sewers and pipes, joins two British companies, one from the US and another from Hong Kong for The Gear Startup CoLab programme. Chief executive Chen Zhi hopes to take his robotic and artificial intelligence-powered analytics systems global in the next 12 months. The start-up is also trialling its concepts with PUB after winning the national water agency's annual global innovation challenge in 2023 with its smart drain inspector. CityBot and the other four companies were picked from 96 applications from 17 countries after the programme was launched in April. About 57 per cent of the applicants are from overseas. The five companies will receive mentorship, funding and access to Kajima's regional headquarters and research facility at Changi Business Park to test their technologies. The companies, which were picked for their potential to go commercial, had submitted ideas for innovations ranging from wearables that enhance worksite safety and multi-use toolbox robots to dirt-repellent coating and carbon-reducing technologies. Top stories Swipe. Select. Stay informed. World Trump seizes control of Washington police, deploys National Guard Business Lower-wage retail workers to receive up to 6% pay bump from Sept 1 Singapore Keppel to sell M1's telco business to Simba for $1.43b, says deal expected to benefit consumers Singapore ST Explains: Who owns Simba, the company that is buying M1? Singapore Telco price undercutting expected to subside after sale of M1 to Simba: Analysts Singapore ST Explains: What is Vers and which HDB estates could it be rolled out in? Singapore For Vers to work, compensation should account for varied needs of HDB flat owners: Observers Singapore At least $2m lost in S'pore to govt official impersonation scams involving cryptocurrency in Q1 Kajima also identified from among the applicants 10 candidates at earlier stages of development to help them validate concepts on its premises or online, and plans to identify another batch of firms in the next few months. The Gear managing director Luke Wu said: 'We hope to engage with the emerging start-ups that are pushing the boundaries of our imagination towards more productive processes, occupant-responsive environments, resilient infrastructure and sustainable practices.' The Gear, which operates as the technology services and open-innovation platform of the Kajima group, has been engaging start-ups since 2023. One of these, ConcreteAI, delivered two proof-of-concept projects with Kajima construction sites. The start-up's system validates the early-age strength and temperature development of job-site concrete. Another start-up, Wattif Technologies, credits the Gear team for helping it demonstrate the real-world value of its energy intelligence solution, which boosted customer confidence and led to more installations. The start-up is deploying its solution in a commercial building in Tokyo in 2025 and is eyeing more opportunities in Japan, Australia and Singapore. Wattif CEO Dharani Malladi said: 'The Gear team here – from research experts to facility managers – are all highly knowledgeable with deep domain expertise. Our discussions with them helped us validate, and even invalidate, some of the hypotheses we had.' Mr Heng Teck Thai, deputy CEO of the Building and Construction Authority (BCA), said acute needs for greater productivity, design coordination, as well as ambitious sustainability targets and complex facility operations, are pushing companies towards innovation. BCA supports initiatives such as The Gear's, which also help start-ups gain cross-border partnerships and global perspectives, he said. BCA is one of The Gear's programme partners, together with JTC Corporation, Enterprise Singapore, Hong Kong Science & Technology Parks Corporation, Action Community for Entrepreneurship and the Singapore Management University. CityBot's Dr Chen said Kajima's support provides the start-up with a peek into current industry practices and real-world operational challenges. 'By engaging with these real-world scenarios, we can validate our products and services not only within Singapore, but also on a global scale,' he added.
Business Times
06-08-2025
- Business
- Business Times
From Singapore to the world: Homegrown leaders in emerging fields
Singaporeans are equipped to take unconventional paths, says Kajima's youngest leader 'If you are able to contribute meaningfully, there is room to thrive within global platforms,' says Luke Wu, managing director at The GEAR, Kajima. When Luke Wu stepped into a leadership role in one of Japan's oldest and largest construction groups, he did not just take an unconventional path, he redefined what leadership at the firm looks like. The 34-year-old is the youngest managing director at construction and engineering conglomerate Kajima, which is behind iconic buildings including Parkway Parade, OUB Centre and Resorts World Sentosa. Four years after joining Kajima in 2021, he rose to oversee The GEAR company, a new business unit within Kajima – the group's first and only overseas research and development (R&D) facility, as well as the firm's regional headquarters. Wu, who completed his law degree at the National University of Singapore, has always been drawn more to building ventures and ecosystems than to traditional legal practice. 'Early in my career, I worked across startups and innovation initiatives, where I saw how ideas could be turned into real-world impact. While moving into the built environment and a multinational corporation (MNC) like Kajima may seem unconventional, many of the skills I had developed proved highly transferable,' he says. What was particularly compelling was that the group gave him the chance to tackle complex, long-term challenges that shape the world we live in. He adds: 'Kajima, with its 180-year history, continues to evolve and was willing to back someone with an unconventional profile to lead a completely new function. That openness reflects how MNCs today are rethinking leadership and innovation.' Wu says in the process of building and leading innovation-centric functions in large organisations, he found that trust is foundational, translation or the ability to align perspectives and priorities is essential in implementation, and that long-term thinking matters. 'Real innovation does not happen on a quarterly timeline. It requires patience, consistency, and a clear sense of purpose. I was fortunate to be involved in the launch of The GEAR building, and the decision to set it up as a new function to build capabilities for Kajima and the region from the early days. The shift from physical infrastructure to innovation platform allowed me to bring my past experiences into something future-facing, rooted here in Singapore,' he notes. Located in Changi Business Park, The GEAR is a smart building that houses the technology services business as well as the open innovation platform of the Kajima group. Despite the journey being rewarding, it is not without prejudices. One of the biggest hurdles for Wu was earning credibility, particularly as leadership is often associated with seniority. 'One key lesson is that credibility is earned through clarity, consistency, and contribution,' he says, adding that he also had to get comfortable with not having all the answers. What also helped Wu was that he stayed curious, learnt quickly, and focused on the work and the people around. He adds that it is vital to be able to work across cultural lines, balance global expectations with local execution, and build influence through trust rather than authority. Singaporeans, he says, are often better equipped than they think for global roles. This is because people here grow up in a diverse, fast-paced society that teaches them the ability to work across systems and cultures. 'I hope my experience shows that young Singaporeans don't need to wait for permission to lead or stick to predefined roles. If you are able to contribute meaningfully, there is room to thrive within global platforms. 'Your training might start in one area, but with curiosity, adaptability, and a willingness to challenge assumptions, new paths can open up in unexpected ways.' Grooming Singapore's new tech leaders starts with collaboration and mentorship at SAP 'My early international assignments... have profoundly influenced my approach to teamwork and collaboration,' says Manik Narayan Saha, managing director of SAP Labs in Singapore and Vietnam. Much like how artificial intelligence (AI) improves continuously, Manik Narayan Saha is constantly learning to keep his ideas fresh. Such is his belief in upskilling that he has pursued numerous training programmes, including a Masters in applied finance in 2008, an executive education from INSEAD in 2016, and an executive programme from Stanford in 2023. And this motto has served him well in his 29-year career. Now, Saha is on a mission – to help develop a vibrant AI community in Singapore. The managing director of SAP Labs in Singapore and Vietnam says it boils down to collaboration and mentorship. Nearly all of the German enterprise application and AI company's new hires at SAP Labs Singapore are from local universities – about 90 per cent are from Nanyang Technological University (NTU) and the National University of Singapore (NUS). 'When we proposed setting up SAP's AI research and development (R&D) teams in Singapore in 2021, we used data on university and research rankings, and conversations with professors to back our pitch,' says the NTU alumnus. Currently, Saha oversees a team of 600 in Singapore and Vietnam. SAP has been in Singapore since 1989 and the office here is the organisation's first Asian subsidiary. In Singapore, the Labs team has grown to 410, of which 250 are in the AI division and as a global AI centre of excellence, it is filing patents regularly, says Saha. He notes that SAP's collaboration with EDB and the Infocomm Media Development Authority (IMDA) not only helped accelerate the team's growth, but also aligned the company with Singapore's National AI Strategy 2.0 to foster a vibrant AI community. For instance, SAP, NUS and EDB announced in 2024 an industrial Doctor of Philosophy (PhD) scheme to rope in about 10 PhD candidates in SAP research projects. The company also encourages cross-border partnerships to expand staff skill sets. 'We believe that these comprehensive approaches, including research collaborations and recruiting graduates into AI roles, will contribute to a more capable and skilled AI workforce n Singapore,' Saha says, adding that some of these employees could be the next generation of tech leaders here. Beyond that, Saha is a firm believer of international experience. This, as competition for global roles has intensified partly due to remote working, a broadened talent pool, and higher demand for better paying roles. Companies now favour candidates who can navigate complex global markets to drive innovation, so Singaporeans should be bold to embrace overseas opportunities, says Saha. 'My early international assignments to Dalian, China, and Seattle, United States, with port operator PSA Corporation, followed by my tenure as a trainee at US tech firm Sun Microsystems in 2005, and two years in Germany with SAP (2009-2010), have profoundly influenced my approach to teamwork and collaboration,' he notes. The overseas stints provided him with significant insights and appreciation for a myriad of cultures, which is crucial for any leadership role within a global company. Increasingly, having an international mentor or coach is valuable in handling the complexities of senior leadership roles, says Saha, who adds: 'This mindset, along with a commitment to continual learning, is instrumental in achieving success within global organisations.' Connecting science to save lives in a biopharma career at MSD 'I have always taken a liking to biological and life sciences since my teenage years,' says Luisiawati Khalil, director in global clinical trial operations for Singapore and Malaysia, MSD Research Laboratories. All it took was an optional course just before graduation to ignite Luisiawati Khalil's career in the biopharmaceutical field. The 'Good Clinical Practice' course in 1994 at the University of Surrey, where she earned her degree in nutrition and dietetics, was a game-changer. Further inspiration came in 2011 when she earned her Master of Public Health at the National University of Singapore. 'I attended it, and the entire contents just 'spoke to me',' she says, drawn by the fact that she can save lives through clinical work. And this is at the heart of what good clinical practice is about – to provide care for patients through excellent teamwork, flawless clinical operations, and collaboration with Singapore's top institutions. It typically involves diagnosing, treating, managing medical conditions, assessing patients and evaluating treatment outcomes. 'I have always taken a liking to biological and life sciences since my teenage years,' says Luisiawati, whose interest was piqued by the idea that she too, could play a role in drug development that gives hope to patients. That spark brought her to MSD, a global biopharmaceutical leader, where she has stayed for over 20 years and now serves as director in global clinical trial operations for Singapore and Malaysia within MSD Research Laboratories. Luisiawati, now in her 50s, started at MSD as a clinical research associate and climbed the ranks over the years to lead trials in oncology, vaccines, and general medicine. Her journey has been rewarding, but it has also been demanding. Monitoring clinical trials in hospitals is hard work, but the challenges invigorate Luisiawati. And there are plenty in this field – having to deliver under stress, to follow ethical and time-sensitive standards, to stay up-to-date with regulations, and policies in different jurisdictions that may not be as friendly for trials to be conducted. What adds to the shine of the sector for her is the fact that Singapore has many key opinion leaders in selected therapeutic areas. What this means is that the industry is vibrant and collaboration is plenty. It then ensures that Singapore is competitive and comparable to international standards, says Luisiawati. MSD, known as Merck & Co Inc in the United States and Canada, has been in Singapore for 30 years, employs over 1,800 people, and manufactures and supplies four of its top 10 global products from Singapore. Multiple functions including research, manufacturing, and commercial operations are located in Singapore, with its Asia-Pacific headquarters. The group has an extensive presence in Singapore and invested in expanding its operations, which include manufacturing facilities, an animal health site, a translational medicine research centre, and an information technology hub. In Singapore, MSD has made investments in excess of US$2 billion for manufacturing assets since 1997 and over US$240 million in research since 2009. So how can other Singaporeans excel in global MNCs like her? 'Go back to first principles,' says Luisiawati, who adds that people should remind themselves of what they are passionate about and good at. Another tip – be comfortable with the uncomfortable, she says. So what lesson has she learnt along the way that matters a great deal? Ask and Luisiawati will say it is best summed up by MSD's founder, George Merck: 'We try never to forget that medicine is for the people. It is not for the profits. The profits follow, and if we have remembered that, they have never failed to appear.' This, she says, 'is a tenet that gives me reason and purpose to wake up every day and do what I do'.
Yahoo
03-07-2025
- Business
- Yahoo
A CFO exit interview with Kajima Building & Designs' Bona Allen
This story was originally published on To receive daily news and insights, subscribe to our free daily newsletter. Bona Allen, senior vice president and CFO at commercial and residential construction company Kajima Building & Design Group, has more than 40 years of experience in finance. Last week, he and the company formally announced his exit plan. Allen has spent most of his career in real estate development and construction, working with both private and public companies. At KBD, he helped build a high-performing finance and accounting team and guided the organization through significant growth and transformation on a global scale. Allen's insight and contributions to events hosted by the Atlanta chapter of the CFO Leadership Council and vendor conferences are frequently praised for their clarity and authenticity. As he now transitions out of his CFO role, Allen is expanding his focus on board service and mission-driven leadership. Though he detailed how he plans to stay active through consulting, fractional CFO work and continued board engagement, whether he takes on another CFO post full time at some point in the future remains to be seen. CFO and senior vice president, Kajima Building & Design Group First CFO position: 1997 Notable previous employers: Montgomery Financial Services NYLO Hotels PRS Companies Host Funding This interview has been edited for brevity and clarity. BONA ALLEN: The team at KBD is amazing, and it's a great company. That group is part of the overall building and design organization in the U.S., and they design and build amazing facilities. The team that has been built, especially in finance and accounting, is incredible. So I can't say they don't need me anymore, but they're such a strong team that this felt like the right time for me to say, I've been here 12 years, and it's time to do something else. The timing is good, and I don't feel like there's a gap because the team is so strong. I'm retiring from KBD, but I'm not retiring. I can't stop completely — what would I do? So ostensibly, on the surface, what has stayed the same is the accounting and the depth of accounting expertise. But at the same time, that's sort of changed too. The top accounting or finance person was the accounting expert, except even then, leadership came into play. As it progressed over time, what's changed is that now the CFO role truly is C-Suite strategic leadership and has a strategic vision for the company or companies as a whole, beyond just finance and accounting. I like the idea that you don't have to be a CPA or an accounting person to be a CFO. Especially in larger companies, there's too much responsibility for one person. You have to bring in people who are experts in tax or specific areas of GAAP and reporting. So it gets back to leadership. That's changed, except it hasn't. Maybe the headlines say, 'The evolving role of the CFO: more strategic, more leadership,' but the companies that were looking to the future were already doing that. They were already including the CFO in those conversations. It's developing teams and bringing teams along. For sure at KBD, but also other places. It's not me, it's bringing strong leaders in. The phrase that's used too much but applies is, 'Never be the smartest person in the room.' I always try to hire people who are smarter than I am, and that's not difficult to do. If we hire the right people, good strong people, and give them the tools to be successful, that's very fulfilling. Because then they're off doing things I was doing, and it pushes me to be better. Case in point, Jennie Robison, the vice president and controller at KBD. When she started, I told her from the beginning, once you're acclimated, please start taking things from me. And that's what she did. She said, 'You don't need to do this anymore, let me do it.' Then she started delegating some of that stuff. So it forced me to raise my game and improve my skills. That's when I started looking more into board-level roles, seeing things from a board perspective, not just as someone in the C-Suite or at the company. It's a combination of a lot of things. Yeah, trial and error. Getting to know somebody as well as you can in the process. Also leaning on outside resources. We've developed a really good relationship with a couple of recruiting firms here in Atlanta. The one that brought me to KBD is Accountants One, and they've presented multiple candidates to us, including Jennie, our controller. They know me. They don't just try to place somebody to get the fee. They want long-term success. You can only get to know someone at a fairly superficial level in the interview process, so it's really more about looking into their backgrounds, getting to know them and using outside resources as well. It started with individuals. Over the years, I've had great resources and mentors, generally at the C-level. CEOs, some board members and friends I'd call over the years. As far as organizations, the CFO Leadership Council is a huge one; they've been a great resource. I've also gotten involved in the Private Directors Association and the National Association of Corporate Directors. I've made friends there too and they've been great resources. Being a mentor and a mentee, I view those as interchangeable roles. I've been an official, structured mentor a couple of times, but I find I get mentored just as often. I probably learn as much, maybe more, from early career professionals than they learn from me. To stay relevant, we've got to understand leadership and how it evolves. There are fundamentals: Respect everybody and treat them with the highest level of respect. But especially as workplace environments change, we have to be open to listening to people earlier in their careers. That helps us stay at least current, if not relevant. I can't just jump 25 years into the future without thinking about the transition process. That process is everything you just mentioned: talent, technology, data. How do we use it all and bring in the right tools to stay competitive without compromising data security or people's well-being? I think it's about being open-minded because things are changing daily. And being focused on transitions and transformation. That means looking at our business today and understanding that it will change tomorrow. How do we stay relevant without chasing every shiny object? The CFO of tomorrow will be watching transformational technologies, being aware of them and understanding how to bring them in to keep the company competitive. I've seen it throughout my career, crossing departmental lines. Financial people have visibility into every department, every product line. But only recently have companies started breaking down silos and bringing financial leaders into broader conversations. That's where I've seen great success, even at KBD. People working closely across departments using new technologies. A technology doesn't have to be only accounting or operations. It can be both. For a while, at various points in my career, I thought, 'You know, I bet I could do a better job as a CEO than that person.' But on the other hand, I think I had a strong enough impact in the roles I was in. And I'm not done. I've been very involved at the board level for a nonprofit here in Atlanta called 3Keys. My future is expanding board roles. I've been on the board of 3Keys for six years now. They provide permanent supportive housing for the chronically homeless in Atlanta. People who've been diagnosed with mental illness and have been on the street. The concept is housing first. Get someone a roof over their head, then help them with their struggles. This group provides on-site counseling and support services. They have five properties in the Atlanta area. It's said to be one of the largest, if not the largest, of its kind in the Southeast. There are around 500 units, 500 people who were chronically homeless and now have homes. I've been involved there at the board level for several years. Another group with whom I've become involved is the World Affairs Council of Atlanta. I'm looking to perhaps expand my role there at 3Keys, but I am also looking at other board seats. I've looked into several in the construction arena and elsewhere. I've also talked to a lot of people about doing consulting work, fractional CFO roles and interim CFO, those types of things. Mission-driven. I don't have a real mandate at this point. I'm doing stuff around the house — it's been less than a week since I stepped away. There's a lot to catch up on that's fallen by the wayside. This past weekend, my wife and I went up to see our children. One of our sons lives north of Boston with his two little girls, so we visited our grandkids. It was good to be able to have the time to do that. I'm open to opportunities where I can provide value and have a positive impact. The 80-hour weeks don't appeal to me anymore, but I don't have any specific limits either. Right now, I'm also serving on the board of a small municipality in North Carolina, a local Alcohol License Review Board. It's a quasi-judicial board. Retail outlets that violate alcohol service standards come before me and the board to review their license if they commit a violation. For example, some counties will run sting operations by sending in underage individuals to try to purchase alcohol. If the store sells to them, they're in violation, and the case comes before us to decide whether their license should be suspended. That group meets at least once a year, sometimes twice, but it depends on the number of violations. It's not a huge time commitment, but it's interesting work. As per my full-time future, if something great came along I would possibly consider it. But we'll see. Recommended Reading It's all about your people: Kajima Building and Design Group CFO Bona Allen
Associated Press
25-02-2025
- Business
- Associated Press
Primech AI Joins The GEAR Community Access Programme to Accelerate Innovation in Robotics and Built Environment Technologies
SINGAPORE, Feb. 25, 2025 (GLOBE NEWSWIRE) -- Primech AI Pte. Ltd. ('Primech AI' or the 'Company'), a subsidiary of Primech Holdings Limited (Nasdaq: PMEC), today announced its acceptance into The GEAR Community Access Programme, hosted at The Kajima Lab for Global Engineering, Architecture & Real Estate. (The GEAR, Kajima's state-of-the-art global hub in Singapore) The GEAR, Kajima's state-of-the-art global hub in Singapore, serves as a centerpiece for innovation in the built environment sector, focusing on accelerating digitalization and technological advancement. This program gives Primech AI access to The GEAR's cutting-edge facilities and a vibrant ecosystem of industry leaders and innovators. 'Joining The GEAR Community Access Programme represents a significant opportunity for Primech AI to collaborate with industry leaders and further enhance our robotics solutions,' said Charles Ng, Chief Operating Officer of Primech AI. 'This partnership aligns perfectly with our mission to revolutionize the cleaning industry through technological innovation, particularly through our HYTRON autonomous cleaning robots.' The partnership provides Primech AI with: Access to The GEAR's advanced facilities and innovation hub Opportunities for collaboration with Kajima's business units and ecosystem partners A platform for showcasing and demonstrating its autonomous cleaning solutions Participation in industry events and networking opportunities Primech AI's flagship product, the HYTRON autonomous toilet cleaning robot, has already demonstrated success through its deployment at Temasek Polytechnic. The Company's participation in The GEAR Community Access Programme is expected to accelerate the development and adoption of its innovative cleaning solutions across Singapore's built environment sector. About The GEAR The Kajima Lab for Global Engineering, Architecture & Real Estate (The GEAR) is Kajima's global innovation hub in Singapore, dedicated to accelerating the digitalization of the built environment sector. The facility serves as a collaborative space for industry partners, fostering innovation and technological advancement in construction and real estate development. About Primech Holdings Limited Headquartered in Singapore, Primech Holdings Limited is a leading provider of comprehensive technology-driven facilities services, predominantly serving both public and private sectors throughout Singapore. Primech Holdings offers an extensive range of services tailored to meet the complex demands of its diverse clientele. Services include advanced general facility maintenance services, specialized cleaning solutions such as marble polishing and facade cleaning, meticulous stewarding services, and targeted cleaning services for offices and homes. Known for its commitment to sustainability and cutting-edge technology, Primech Holdings integrates eco-friendly practices and smart technology solutions to enhance operational efficiency and client satisfaction. This strategic approach positions Primech Holdings as a leader in the industry and a proactive contributor to advancing industry standards and practices in Singapore and beyond. For more information, visit About Primech AI Primech AI is a leading robotics company dedicated to pushing the boundaries of innovation in technology. With a team of passionate individuals and a commitment to collaboration, Primech AI is poised to revolutionize the robotics industry with groundbreaking solutions that make a meaningful impact on society. For more information, visit Forward-Looking Statements Certain statements in this announcement are forward-looking statements, including, for example, statements about completing the acquisition, anticipated revenues, growth, and expansion. These forward-looking statements involve known and unknown risks and uncertainties and are based on the Company's current expectations and projections about future events that the Company believes may affect its financial condition, results of operations, business strategy, and financial needs. These forward-looking statements are also based on assumptions regarding the Company's present and future business strategies and the environment in which the Company will operate in the future. Investors can find many (but not all) of these statements by the use of words such as 'may,' 'will,' 'expect,' 'anticipate,' 'aim,' 'estimate,' 'intend,' 'plan,' 'believe,' 'likely to' or other similar expressions. The Company undertakes no obligation to update or revise publicly any forward-looking statements to reflect subsequent occurring events or circumstances or changes in its expectations, except as may be required by law. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure that such expectations will be correct. The Company cautions investors that actual results may differ materially from the anticipated results and encourages investors to review other factors that may affect its future results in the Company's registration statement and other filings with the SEC. Investor Relations Contact: Matthew Abenante, IRC President Tel: 347-947-2093
