Recognition has greater meaning when it is attached to an achievement of real substance. Entry into The Asia Records offers more than just acknowledgement for businesses, organisations, and individuals that have reached a notable milestone. It gives that achievement a recognised place within a respected regional platform dedicated to documenting distinction across Asia.

A significant accomplishment can always be shared through company channels, public relations, or brand communications. An entry at The Asia Records serves a different purpose. It gives the achievement formal standing, wider legitimacy, and a stronger place in the long-term story of the brand or institution behind it.

Recognition Gives Achievement a More Enduring Place

We believe that the value of recognition should not be limited to a moment of attention. It should be a record-worthy achievement that carries great significance especially when it is documented in a setting that reflects its scale, substance, and credibility.

Some achievements are too substantial to remain as a brief headline, a social media post, or a short-lived marketing message. Your milestone reflects real distinction deserves to be preserved in a way that is more formal and more lasting. An entry at The Asia Records helps give that achievement a proper place in the public record.

Recognition Preserves Significance Beyond The Immediate Moment

Announcements fade quickly; formal recognition does not. Once a milestone is recorded on a recognised platform, it is no longer dependent on the limited life of a campaign or news cycle. It gains a more enduring presence, which gives the achievement greater value over time.

Recognition Changes How The Achievement Is Understood

The same milestone can carry a different level of impact depending on where and how it is presented. A company can speak about its own accomplishments with confidence, but formal recognition gives those accomplishments a different kind of authority. It helps the achievement stand apart as something acknowledged with greater seriousness.

A Recognised Title Adds Public Legitimacy

Legitimacy matters, particularly when a business is presenting itself to clients, stakeholders, media, or future partners. A title recognised by The Asia Records gives an achievement a more independent and credible frame of reference. It signals that the accomplishment is not only important to the organisation itself, but also worthy of broader recognition.

How The Asia Records Supports Reputation in a More Meaningful Way

Recognition contributes to how a business or organisation is perceived. It does not replace good work, strong delivery, or a credible track record. Instead, it reinforces those qualities by giving them stronger visibility and public acknowledgement. Programmes such as The Asia Records and initiatives connected to The 100 Most Influential Young Entrepreneurs (The 100 MIYE) help individuals, brands, and organisations strengthen credibility in a more meaningful way by placing achievements within a recognised platform that audiences, partners, and industry communities can identify with more easily.

1. The Asia Records recognition strengthens the standing of the brand

A recognised achievement can support how a business is viewed in the market. It adds distinction to the brand and helps communicate that its progress is not ordinary. In competitive sectors, where many organisations make similar claims about quality and success, recognition creates a clearer point of difference.

2. Distinction becomes easier to communicate

It is one thing to say a business has done something notable. It is another to point to a recognised title that gives that statement more weight. Recognition gives communications teams, leadership, and business development teams a stronger and more precise way to present the achievement.

3. Recognition supports trust across different audiences

Clients, partners, investors, media, and wider stakeholders do not all respond to the same type of message. Formal recognition often holds value across all of them because it introduces an external layer of credibility.

4. It strengthens confidence without overstatement

Recognition allows a business to communicate its success in a measured and dignified way. The achievement speaks for itself, and the recognised title helps give it context. This is often more powerful than exaggerated language or aggressive promotion.

The Asia Records Gives Business Milestones Greater Strategic Value

A strong business milestone can continue to serve the organisation long after it has been achieved. Entry helps turn that milestone into something more useful, more credible, and more durable.

1. A recognised title supports business development

In proposals, presentations, introductions, and strategic conversations, recognised achievements often add useful weight. They give decision-makers more substance to work with and help reinforce that the organisation has reached a level of distinction that can be presented with confidence.

2. Recognition can strengthen high-level conversations

Formal recognition often becomes especially valuable in corporate settings where trust, standing, and credibility shape perception early. In these situations, a recognised title gives the business something stronger to stand behind than self-description alone.

3. Recognition supports communications across multiple channels

A recognised achievement can continue to appear across websites, profiles, corporate decks, annual reports, executive biographies, press materials, stakeholder communications, and recruitment messaging. It becomes part of how the organisation is introduced.

Some milestones are significant enough to keep supporting the brand long after the original result is achieved. Entry helps give that milestone continuity. It becomes something the organisation can continue to reference with confidence in different settings and for different audiences.

Entry Also Honours the Work Behind the Result

Recognition is not only about how the market sees the business. It also carries meaning for the people behind the achievement.

• A milestone reflects more than one moment

Meaningful accomplishments are rarely the result of a single act. They are built through leadership, planning, discipline, collaboration, consistency, and time. Recognition allows that wider effort to be acknowledged with dignity.

• The people behind the milestone are part of the story

A recognised record does not only highlight an outcome. It also reflects the standard of work, commitment, and ambition that made the outcome possible. In this sense, entry can serve as a way to honour the wider effort behind the result.

• Recognition can strengthen internal pride

For teams, departments, leadership groups, and long-standing contributors, formal recognition can carry strong internal value. It creates a moment of affirmation and gives people a clearer sense that their work has reached a level worthy of public acknowledgement.

Recognition can help shape morale, reinforce standards, and give organisations something meaningful to celebrate. This internal impact is often quieter than the external value, but it is no less important.

Every Achievement Deserves the Right Entry

The Asia Records should not be treated as a place for every routine success or every general business update. Entry has the greatest value when the achievement already carries genuine significance.

• Strong entries begin with strong achievements

A meaningful entry usually starts with an accomplishment that is measurable, notable, and clearly distinguished in some way. This may be a scale milestone, an industry first, an innovation benchmark, a record-setting result, or an achievement that stands apart within its field.

• Substance comes before recognition

Recognition does not create significance where none exists. It gives proper standing to what is already substantial. This selectiveness is part of what gives The Asia Records its authority and prestige.

• Timing matters in recognition

The strongest time to enter is usually when the achievement is clear, established, and ready to be presented with confidence. Once that point is reached, entry becomes a natural next step rather than a promotional exercise.

• A mature achievement carries more weight

An achievement that is fully formed, well supported, and clearly documented is much easier to recognise with confidence. It also allows the recognition to hold more value afterwards because the milestone itself is already strong enough to stand on record.

What Recognition Continues to Do After It Is Awarded

The announcement is only the beginning of the recognition’s public life. A recognised title can continue to support the organisation in ways that extend far beyond the initial moment.

1. It contributes to brand memory

Over time, certain achievements become part of how a business is remembered. A recognised record can help secure that place in memory more firmly by giving the milestone a formal and visible point of reference.

2. Recognition helps shape long-term identity

Some businesses become known for one defining milestone, one notable benchmark, or one record-worthy achievement that captures public attention. Entry helps preserve that kind of identity-shaping moment.

3. It provides continuity for future growth

As organisations evolve, recognised achievements remain part of their institutional story. They help connect past accomplishment with future ambition and provide a stronger narrative of progress over time.

4. It becomes part of the organisation’s history

A recognised title does not disappear once priorities shift or teams change. It remains part of the organisation’s documented record and can continue to support its reputation for years to come.

A Record-Worthy Achievement Deserves the Right Platform

A notable milestone deserves more than temporary attention. It deserves to be documented in a setting that reflects its significance and preserves its value with credibility. The Asia Records provides that setting. It gives achievements a recognised regional platform, a formal context, and a stronger place in the long-term public story of the organisation behind them.

For businesses, organisations, and individuals with an accomplishment of genuine distinction, entry is not simply a step towards visibility. It is a considered step towards recognition with standing, meaning, and permanence.

In small business Malaysia, this is easy to miss because teams run lean and reliable people naturally get more tasks. By the time the company notices a performance dip, it is often already late, and the outcome can be extended leave, conflict, or sudden resignation, which is one of the most painful disruptions for any company.

This guide focuses on what the company can actually observe, not hidden feelings. It covers early warning signs managers can spot, preventing repeat cases, especially as business trends in Malaysia keep pushing faster cycles and higher expectations.

Why Companies Often Miss It

In many teams, the warning signs get ignored simply because the high performer is still delivering. Work gets submitted, clients stay happy, deadlines are met, so managers assume everything is under control and do not ask deeper questions about workload, recovery, or pressure.

Another common reason is that the person stops complaining. Early on, they might flag stress or overload, but when nothing changes, they go quiet, and that silence gets mistaken as “coping” or “becoming stronger.” In SME Malaysia settings, quiet high performers are often the ones slipping into burnout because they do not want to create trouble in a lean team.

Over time, overload becomes normal, especially during peak periods, launches, and tight cash-flow months in small business malaysia. The team gets used to late nights, urgent messages, and last-minute changes, until it becomes the default way of operating. That is when burnout stops looking like a problem and starts looking like “just how we work,” which can spread across the wider entrepreneur malaysia culture if leaders do not reset expectations.

10 Early Signs Companies Notice in High Performers

1. Output stays high, but the person looks “flat”

This is one of the earliest signs because the work still looks good on paper, but the person’s presence changes. They deliver as usual, yet their energy feels switched off, less engagement, less warmth, and less spark in discussions. 

What to Notice

• Work is completed, but their face, tone, and body language show low energy
• They speak less in meetings, give shorter updates, and stop volunteering ideas
• They look tired even after weekends or lighter days
• They avoid extra interaction, less small talk, more isolation
• They deliver, but with a “going through the motions” vibe

How to Resolve

• Reduce their workload for 1 to 2 weeks by removing low-priority tasks, not just telling them to “rest”
• Cut last-minute requests by setting a simple rule: urgent only if revenue or customer delivery is at risk
• Protect one daily focus block with no meetings or chat interruptions, and assign a backup person for quick questions
• Do a private check-in with one direct question: “Which task is taking the most energy right now?” then act on the answer
• Add coverage for one key responsibility so they can switch off after hours without feeling guilty

2. Response time changes, slower replies or avoiding calls

This sign shows up when a high performer starts protecting their remaining energy by reducing communication. They may still be working hard, but replying feels like another task on top of an already full plate, so messages get delayed and calls get avoided. 

What to Notice

• Slower replies in WhatsApp, email, or internal chats, even for simple questions
• Missed calls or “I’ll call you back” that does not happen
• Short, clipped replies without the usual context or helpful detail
• Avoiding meetings or pushing discussions to “later” repeatedly
• Follow ups to clients or suppliers start slipping

How to Resolve

• Set fixed communication windows (example: reply blocks at 11am and 4pm) so they are not interrupted all day
• Reduce ad hoc pings by routing questions through one point person, especially during peak work hours
• Clarify what needs a call vs what can be handled asynchronously, then standardise it for the team
• Assign a backup owner for one communication-heavy area (client updates or supplier chasing) for 1 to 2 weeks
• Reset priorities and remove one non-essential meeting from their week to reduce mental load

3. More small mistakes in work that used to be clean

This is a clear early warning sign because high performers usually have a strong accuracy baseline. When small errors start appearing, it is rarely a “skill” issue, it is often overload, constant context switching, or mental fatigue from carrying too many moving parts at once. 

What to Notice

• Typos, wrong numbers, wrong versions, or missing attachments
• Small steps skipped, like not updating a tracker or forgetting a handover note
• The same mistake repeated twice, which is unusual for them
• Work is done, but the finishing is messy or rushed
• More time spent fixing and checking, even on routine tasks

How to Resolve

• Reduce context switching by limiting active tasks and setting a clear “top 3 priorities” for the week
• Add a light quality check system for 2 weeks (buddy review or checklist) so mistakes are caught early without blame
• Break work into smaller deliverables with clearer deadlines, instead of one huge task that drags on
• Remove interruptions during focus work by blocking meetings and minimising chat pings in key hours
• Review workload distribution and shift one recurring task to someone else, so accuracy can recover quickly

4. Shorter patience with colleagues and customers

When a high performer starts snapping, sounding blunt, or losing tolerance for normal questions, it is often a sign their mental buffer is gone. They are still trying to deliver, but the constant pressure makes small interruptions feel like threats to finishing the work. In small business malaysia environments, this can spread quickly because everyone works closely and customer-facing moments happen daily.

What to Notice

• Shorter replies, sharper tone, or visible irritation during routine chats
• Less willingness to explain or guide others, even on simple questions
• Customers get less warmth and more “straight to the point” responses
• More conflict or tension in meetings, especially when plans change last minute
• They seem easily triggered by delays, mistakes, or repeated requests

How to Resolve

• Reduce their exposure to high-friction interactions for 1 to 2 weeks by shifting one difficult customer or internal issue away temporarily
• Cut last-minute changes by locking priorities daily and limiting “urgent” work to true urgencies only
• Create a simple escalation path so they do not need to absorb every issue personally
• Encourage short recovery breaks between intense calls or customer conversations, even 10 minutes helps
• Do a private reset conversation focused on workload, not attitude: clarify what is overwhelming, then remove or reassign one pressure point immediately

5. Quiet withdrawal from teamwork and discussions

High performers do not always burn out loudly. Sometimes they simply go quiet, stop contributing ideas, and reduce interaction to the bare minimum needed to finish work. This is often mistaken as “focus” or “maturity,” but it often signals emotional fatigue and low bandwidth for collaboration.

What to Notice

• Less participation in meetings, fewer opinions, fewer questions
• Stops volunteering help or sharing updates unless asked directly
• Less engagement in group chats, reacts less, replies late or briefly
• Avoids informal conversations and keeps interactions strictly transactional
• Team members start saying “she’s different lately” or “he’s very quiet now”

How to Resolve

• Do a private check-in that is workload-focused, not performance-focused, and ask one clear question: “What is draining you the most right now?”
• Reduce “support” requests by assigning a backup person for daily questions and small interruptions
• Create a simple weekly workload review so they are not silently carrying more than others
• Give them one protected block for deep work, and remove one recurring meeting for 2 weeks
• Rebuild safety in communication by asking for one small input only (example: “Pick the top 2 priorities this week”), then act on it so they feel heard

6. They start missing basic admin, follow ups, handovers

This is a practical red flag because high performers usually keep their workflow tidy. When admin and handovers start slipping, it often means they are operating in survival mode, doing only the “main work” and dropping the small steps that keep operations smooth. I

What to Notice

• Client follow ups are late, not logged, or forgotten
• Handover notes are missing key details, or not done at all
• Task trackers stop getting updated, so others cannot see progress
• Payments, confirmations, or document requests slip through the cracks
• Others keep asking “what’s the status?” because nothing is clearly handed over

How to Resolve

• Simplify handovers into a fixed 3-line format: status, next step, owner, and make it a team rule, not personal feedback
• Reduce their admin load by assigning one admin-heavy task (follow up logging, scheduling, document chasing) to someone else for 1 to 2 weeks
• Add a short daily or end-of-day checklist (5 items max) so critical admin is not missed
• Set clear follow up timing standards (example: new enquiry follow up within 24 hours) and automate reminders where possible
• Remove low-priority tasks so they have enough bandwidth to close loops properly, not just start new work

7. Quality drops in the last 10 percent of work

This one is subtle but very telling. High performers can still produce strong work, but the “finish” starts slipping: the final checks, formatting, polish, and small details that used to be their strength. In SMEs Malaysia, that last 10 percent is often what clients judge, so the impact can show up as more revisions, more complaints, or slower approvals.

What to Notice

• Work is mostly done, but the final output looks rushed or unfinished
• Formatting, presentation, or structure becomes messy compared to their usual standard
• Final checks are skipped, wrong links, missing files, missing sections
• More revisions needed for things they used to submit cleanly
• They avoid reviewing their own work and just want to “send and move on”

How to Resolve

• Build a simple finishing checklist for recurring work (5 to 8 items) so quality does not rely on memory
• Reduce deadline pressure by shifting non-urgent tasks off their plate, so they have time to polish properly
• Introduce a quick buddy review for 1 to 2 weeks to catch small errors without making it a big process
• Break deliverables into two stages: draft and final, with a short buffer in between for review
• Cut context switching by protecting a final-hour “wrap up” block daily, so they can close work cleanly before jumping to the next task

8. Increased sick days, frequent “not feeling well” patterns

When burnout builds up, the body often flags it before performance fully drops. High performers may not talk about stress, but you start seeing more MC, more last-minute absences, or a repeating pattern of headaches, stomach issues, and fatigue. 

What to Notice

• More MC or sudden “not feeling well” messages, especially around busy periods
• Recurring symptoms like headaches, migraines, stomach discomfort, or extreme tiredness
• Coming to work but clearly unwell, low energy, slower pace
• Shorter working hours or needing to leave early more often
• A pattern of falling sick after intense deadlines or long weeks

How to Resolve

• Reduce workload immediately for 1 to 2 weeks, especially urgent requests and last-minute changes that trigger stress spikes
• Encourage proper medical check-ups and rest without making the person “prove” they are unwell
• Build temporary coverage for key tasks so they can take leave without guilt or fear of backlog
• Stabilise the schedule by planning deadlines earlier and avoiding repeated late-night pushes
• Check workload fairness across the team, because frequent sickness is often a symptom of long-term overload, not a one-off illness

9. They stop taking leave properly, or they work during leave

In SMEs, this is often seen as “commitment,” but it is usually a warning sign. When a high performer keeps postponing leave or stays online during time off, it often means they do not trust coverage, feel responsible for everything, or fear the backlog. Over time, recovery never happens, and burnout accelerates.

What to Notice

• Leave gets postponed repeatedly or never planned properly
• They still reply messages, join calls, or “just check” work during leave
• They return from leave looking the same or worse, not refreshed
• They feel anxious about taking time off, worried things will fail
• The team relies on them so much that leave feels impossible

How to Resolve

• Assign a backup owner for their key responsibilities before leave, with clear handover notes and authority to make decisions
• Set a team rule for leave: no non-urgent messages, and leaders should model it first
• Reduce single-point dependency by documenting processes and splitting responsibilities across at least two people
• Plan leave around workload realistically, and remove low-priority tasks before they go off so backlog is manageable
• After leave, do a short reset week with fewer meetings and fewer urgent requests, so recovery actually sticks instead of being erased on Day 1 back

10. Cynical comments, loss of pride, or “what’s the point” energy

This is a late-stage warning sign because it shows the person is not only tired, they are starting to detach emotionally from the work. High performers who used to care about quality, outcomes, and team success may start sounding negative, sarcastic, or indifferent. 

What to Notice

• More cynical remarks, sarcasm, or “why bother” comments
• Less pride in outcomes, less excitement when something goes well
• They stop proposing improvements and only do what is required
• They speak about work like it is pointless or never-ending
• More “I don’t care” energy, even when the stakes are high

How to Resolve

• Reset priorities and remove non-essential work, so they stop feeling like they are running on a treadmill
• Reconnect the role to impact by clarifying what matters this month and what can wait, then protect that focus
• Address repeated pain points directly, such as constant last-minute changes, unclear priorities, or unfair workload distribution
• Give them one meaningful win to close, not ten small tasks that feel endless, and reduce interruptions while they complete it
• Have a private, respectful conversation about sustainability and support, and if the signals are strong, encourage professional help without stigma

How to Bring It Up Without Making It Worse

A burnout check-in works best when it feels safe, practical, and private. The goal is not to diagnose or push the person to share personal issues. The goal is to spot pressure early, remove unnecessary load, and keep performance sustainable.

What to Say in a Private Check-in

• “I’ve noticed you’re still delivering, but you seem more drained lately. How are you coping this week?”
• “Which part of your workload is taking the most energy right now?”
• “If we remove one task for the next two weeks, what would help the most?”
• “What’s one thing that’s making your day harder than it needs to be?”
• “I want to support you early, not wait until it becomes too heavy.”

What to Avoid Saying

• “You’re overreacting” or “Everyone is tired.”
• “Just manage your time better.”
• “You used to be faster.”
• “Are you not committed anymore?”
• “If you can’t handle it, we’ll give it to someone else.”

These lines create shame, and high performers will shut down even more.

How to Ask About Workload Without Demanding Personal Details

• Ask about tasks, deadlines, and pressure points, not feelings you cannot manage.
• Use a practical framing: “Let’s list what’s on your plate this week and rank what is truly urgent.”
• Offer options: “Do you prefer fewer meetings, fewer last-minute requests, or more help with admin and follow ups?”
• Focus on support and sustainability: “I’m checking because I want this to be doable long term.”

What Companies Can Adjust Without Breaking Operations

You do not need a big restructure to reduce burnout risk. In most SMEs, the fastest improvements come from small operational changes that protect focus, reduce overload, and remove unnecessary pressure, while keeping delivery running.

• Reset priorities for 2 weeks

Pick the top 3 outcomes that must be delivered, then pause everything else that is “good to have.” Make the reset visible to the whole team so the high performer is not quietly pulled back into extra tasks. This is especially important when clients or internal teams keep adding last-minute requests.

• Reduce context switching

Context switching is a hidden drain. Cut unnecessary meetings, batch updates into fixed time blocks, and stop random task drops during deep work hours. When people can focus, quality improves and small mistakes drop without needing extra manpower.

• Add backup coverage for critical tasks

High performers burn out faster when they are the only person who can do a key task. Assign a backup for core responsibilities, even if it is just 30 percent coverage at first, and document the basics so the backup can step in. This allows leave, rest, and recovery without fear that things will collapse.

• Move “nice-to-have” tasks off the person’s plate

The last 20 percent of tasks often creates 80 percent of fatigue. Move non-critical admin, internal requests, and minor improvements away temporarily. If something is not tied to revenue, customer delivery, or compliance, it can wait until the person stabilises.

4 Tips Prevent Employee Burnout SMEs

Burnout prevention in SMEs is not about perks. It is about basic operating rules that protect focus, recovery, and fairness, especially when teams are lean and everyone is carrying multiple roles.

1. Workload visibility every week

Create a simple weekly view of what is on each person’s plate, including projects, deadlines, and recurring tasks. This makes overload visible early, before it becomes a crisis, and it also prevents the same high performer from quietly collecting extra work. Keep it simple, a shared sheet or weekly stand-up is enough.

2. Clear rules on after-hours messaging and “urgent” work

Most teams suffer because everything becomes urgent. Set a rule for what counts as urgent, for example: customer delivery risk, revenue risk, or safety and compliance. Everything else waits for the next workday. Leaders should avoid late-night messages unless it is truly urgent, because the team will copy the behaviour.

3. Minimum leave and recovery habits leaders must model

High performers take their cues from leadership. If leaders never rest, staff will feel guilty for resting too. Encourage planned leave, enforce real breaks, and protect at least one recovery habit weekly, such as a meeting-free half day or a fixed “no work messages” window.

4. Peak season planning so overload is not the default

Peak periods are normal, chaos is not. Plan earlier by locking priorities, pre-scheduling deliverables, and adding temporary coverage where possible. Reduce scope during peak times instead of pushing the same output with fewer resources. When peak season ends, schedule a reset week to stabilise the team before the next cycle starts.

Conclusion | When It’s Beyond Workload and Needs Professional Support

Sometimes, burnout is not only about workload. If the signs are intense, persistent, or escalating, managers should treat it as a wellbeing risk that needs proper support, not a performance issue to “push through.” Red flags that should never be ignored include repeated absences, visible physical decline, severe mood changes, panic-like episodes, or any mention of hopelessness, self-harm, or feeling unable to cope.

When referring support, keep it respectful and practical. Offer options such as a clinic visit, a counsellor, or an Employee Assistance Programme (EAP) if the company has one, and frame it as support, not punishment: “I want you to get the right help so you can recover properly.” The company’s role is to make it easier to access help and to adjust work pressure while the person stabilises, not to demand personal explanations.

Confidentiality is critical. Limit the discussion to only what is necessary for workload planning, and do not share personal details with the wider team. You can still support performance by agreeing on short-term adjustments, clearer priorities, and realistic timelines. When leaders handle this well, it protects the individual, the team’s trust, and the company’s long-term stability.

1. Clear Decision-Making

Source: newsroom.airasia.com

Clear decision-making is a leadership skill rooted in structure and intent. Effective leaders define the problem, gather input from the right people, and commit to a direction within a clear timeframe. This clarity reduces friction inside the organisation and supports business growth, especially when teams need confidence to execute without hesitation.

A strong Malaysian example is Tony Fernandes, who made early decisions that shaped AirAsia’s direction as a business. By committing to a low-cost model and simplifying operations around a single aircraft type, he created alignment across the company. These decisions helped unlock business opportunities in Malaysia and beyond, because teams understood priorities and could focus on execution rather than debate.

For entrepreneurs building businesses today, clear decision-making plays a critical role in turning ideas into outcomes. It allows founders to assess business ideas for entrepreneurs, move decisively, and provide teams with a clear sense of direction, which is often what separates stalled ventures from those that continue to progress.

2. Personal Discipline

Source: conferences.marketing-interactive.com

Personal discipline sits at the core of effective leadership. It shows how leaders manage their time, prioritise important work, and stay focused despite constant demands. When leaders are organised and consistent, it sets a clear standard across the organisation and creates stability that supports long-term decision-making and execution, particularly in small business malaysia environments where resources and time are limited.

A strong Malaysian example is Vivy Yusof, co-founder of FashionValet. She has often spoken about the importance of structure, routines, and clear priorities in running a growing business while managing multiple responsibilities. Her disciplined approach to leadership helped her build systems that allowed the business to scale while maintaining clarity in direction, a trait frequently highlighted in entrepreneur magazine profiles.

For entrepreneurs, personal discipline is about consistency in habits. It allows leaders to focus on the right work, guide teams with confidence, and create a foundation that supports sustainable business growth over time.

3. Accountability Through Impeccable Agreements

Source: hype.my

Accountability in leadership comes from setting clear expectations and following through consistently. When responsibilities, timelines, and outcomes are understood upfront, teams can focus on execution without confusion. This clarity is essential for business growth, especially when entrepreneurs are managing multiple priorities at once.

A relevant Malaysian example is Khairul Aming, whose business journey has shown a strong emphasis on execution and responsibility. From content schedules to product launches, commitments were communicated clearly and delivered as promised. This consistency helped build trust with both customers and partners, which later supported the expansion of his business ventures.

4. Transparency

Source: nhrc.com.my

Transparency in leadership means sharing context, not just instructions. When leaders openly communicate goals, challenges, and reasoning behind decisions, teams gain a clearer understanding of direction. This alignment helps people make better day-to-day decisions on their own, which is especially important as organisations grow and supervision becomes less direct. Transparency also strengthens trust, a key factor in sustaining business growth over time.

A credible Malaysian example is Roshan Thiran, founder of Leaderonomics. Through public talks, writing, and organisational practices, he has consistently emphasised open communication and clarity in leadership. His work highlights how transparency enables teams to stay aligned with purpose and values, a theme often discussed in entrepreneur magazine and leadership-focused business platforms in Malaysia.

5. Customer Obsession

Source: freemalaysiatoday.com

Customer obsession in leadership means staying close to real customer problems and letting those insights guide decisions. Strong leaders listen carefully, validate assumptions on the ground, and ensure the business solves everyday needs that customers are willing to pay for. This approach is especially important when identifying business opportunities in malaysia, where customer behaviour can vary widely by location and income level.

A well-documented Malaysian example is Lee Thiam Wah, founder of 99 Speedmart. His business is built around understanding daily consumer habits, from pricing sensitivity to store accessibility. By focusing on what customers buy frequently and need consistently, the company expanded steadily across Malaysia, often cited as a strong case study for small business malaysia growing into a nationwide operation.

6. Ability to Build and Maintain Culture

Source: juiceonline.com

Culture in a business is shaped by behaviour, not statements. Leaders influence culture through the values they practise, the standards they enforce, and the decisions they make consistently over time. These daily actions determine how teams collaborate, respond to pressure, and carry the organisation forward, which directly impacts long-term business growth.

A well-known Malaysian example is Lim Kok Wing, founder of Limkokwing University of Creative Technology. He built a distinct organisational culture centred on creativity, global exposure, and bold thinking. This cultural identity was reflected in how programmes were structured, how talent was nurtured, and how the institution positioned itself internationally, helping it stand out in a competitive education space.

7. Operational Thinking

Source: cnbc.com

Operational thinking is the ability to translate vision into systems that work at scale. Strong leaders design processes, structures, and routines that allow the business to operate consistently as complexity increases. This includes clear ownership, documented workflows, and performance tracking, all of which support sustained business growth as organisations expand.

A well-documented Malaysian example is Anthony Tan, one of the co-founders of Grab. As the company grew beyond its early ride-hailing model, leadership focused on building operational systems to manage safety, reliability, and regional expansion. This emphasis on structure allowed the business to scale across multiple markets while maintaining service standards, a challenge often discussed in relation to business trends malaysia.

8. Feedback and Conflict Handling

Source: cimb.com

Feedback and conflict handling are critical leadership skills, especially as organisations grow and decision-making becomes more complex. Effective leaders create an environment where feedback can surface early and issues are addressed directly, preventing misalignment from spreading across teams. Clear communication helps maintain focus and keeps execution on track during periods of change and business growth.

A relevant Malaysian example is Abdul Rahman Ahmad, former Group CEO of CIMB Group. During his tenure, he emphasised structured communication, leadership accountability, and internal alignment across the organisation. His approach reflected the importance of addressing issues through proper governance and clear dialogue, themes often discussed in entrepreneur business magazine coverage of leadership in large organisations.

9. Long-Term Vision with Short-Term Focus

Source: sunway.com.my

Long-term vision with short-term focus is the ability to set a clear future direction while staying grounded in daily execution. Effective leaders define where the business is heading, then align priorities, resources, and actions around that direction. This balance helps organisations stay relevant as business trends malaysia evolve, without losing momentum on immediate responsibilities.

A well-established Malaysian example is Jeffrey Cheah, founder of Sunway Group. His leadership has consistently reflected long-term planning, from building integrated townships to expanding into education, healthcare, and hospitality. At the same time, growth was managed in phases, with each development aligned to broader goals rather than short-term expansion alone. This approach is often cited when discussing sustainable growth strategies in Malaysia.

10. Conscious Leadership

Source: asiatechdaily.com

Conscious leadership centres on self-awareness, emotional control, and a willingness to keep learning. Leaders who reflect on their decisions, recognise their blind spots, and stay open to new perspectives tend to build healthier teams and make better long-term decisions. This mindset supports steady business growth, especially as responsibilities and pressure increase.

A relevant Malaysian example is Patrick Grove, founder of Catcha Group. Over the years, he has openly shared lessons about leadership, learning from failure, and adapting thinking as businesses evolve. His emphasis on reflection and continuous learning highlights how self-awareness plays a role in building and leading companies across different stages and industries.

Why Leadership Skills Are Important for Entrepreneurs

• Leadership directly shapes how small businesses operate and grow
  In small business malaysia, leadership decisions often affect every part of the operation. Strong leadership creates clarity in priorities, improves execution, and helps teams stay aligned as the business grows.
• Leadership turns ideas into workable businesses
  Skills like decision-making, accountability, and operational thinking help transform business ideas for entrepreneurs into actions that can be tested, refined, and sustained over time.
• Leadership influences how opportunities are identified and acted on
  Entrepreneurs who lead with awareness and discipline are better positioned to recognise and act on business opportunities in malaysia, especially when market conditions shift or new demands emerge.
• Modern entrepreneurship goes beyond titles and authority
  Today’s founders lead through clarity, trust, and execution rather than hierarchy. Leadership is demonstrated through behaviour, consistency, and decision-making, which sets the tone for the entire organisation.
• Leadership builds resilience during uncertainty
  Strong leadership helps businesses stay steady when conditions change. Clear direction, calm decision-making, and adaptability allow teams to respond to challenges without losing focus or momentum.
• Leadership shapes team culture and retention
  The way leaders communicate, give feedback, and set expectations directly affects morale. Businesses with strong leadership tend to retain talent better and maintain healthier working environments as they grow.
• Leadership supports long-term business growth
  Leadership skills help founders think beyond short-term wins. By aligning people, processes, and priorities, leaders create businesses that can scale without losing control or direction.

With over 12 years of experience in the beauty industry under his belt, Kelvin Tan, who is the founder and chief executive officer (CEO) of UB Cosmetics has proven that no one is too young to be successful following his impressive business portfolio spread across diverse industries.

In a recent interview with Entrepreneur Insight, the young businessman reminisces his entrepreneurship journey and how the journey has brought him to where he is right now.

Kelvin said he first started developing his own brand when the beauty subscription box trend was booming in the market.

“My first brand, UB Cosmetics was distributed globally by Bellabox Australia and the #1 Beauty Subscription Company, Glossy Box. Back in 2015, the brand was voted The Most Popular Product in Australia by Bellabox. I was extremely delighted with the achievement. As a lean startup, I have learned that through strategic collaborations, I was able to overcome difficult challenges.

“At this moment, we are in the midst of restricting and pivoting the business model as part of our effort to thrive during unprecedented times. Hence, do anticipate the launch of my new Skincare line known as The Caim somewhere in June. For this new business, I have formed strategic partnerships and collaborations with other parties while upholding our ethos,” he said.

According to the young CEO, his business goes beyond a brand. Despite the ongoing initiative to find the balance of bridging sustainability and profitability, it is part of his work purpose to translate his passion into empathy and kindness.

“My company is the extension of my purpose and since change is constant, we should remain true to our values in making the world a better place through beauty and convey our values through works.  

“The biggest lesson I have encountered while doing business was not knowing when to take a step back when I needed to have the mental clarity. I had experienced a major burn out which led to severe health issues. There are two important lessons that I have learned from this experience. The first one is to find the balance in being able to give and receive my energy and time. Secondly, having the awareness to take a break and continue to evolve and grow despite external changes,” he added.

According to Kelvin, as an entrepreneur, you are often required to react to unforeseen challenges which require hard decisions to be made.

“During such circumstances, allow your purpose to lead you while identifying your boundaries so that you can continue to adapt to change. Stay tenacious and allow your work to speak for itself.  

“As for myself, I grow through the culmination of my personal experiences. I would not limit myself to any particular individual as I try to learn from every interaction I have come across. However, my greatest mentor would be my own life experience,” he said.

When asked about his goals for the next three years, Kelvin said he would like to continue engaging in meaningful collaboration at an international level.

“Aside from that, I want to develop my products with a few more notable personalities which I believe could bring more exposure to my business. At this moment, we remain steadfast in affiliating and connecting with our international partners while identifying the gaps in the market and introducing innovative methods in my creation,” he concluded.

Speaking to Entrepreneur Insights Malaysia, the young entrepreneur said the rapid progress surprised even him. It also highlighted how entrepreneurship in Malaysia can succeed when founders understand their market, stay close to consumer needs and move quickly.

Despite his accomplishments, Jon Lai Cheng Seong (Jon Lai) remains honest about areas he believes he could have improved.

Learning from early mistakes

Jon Lai Cheng Seong (Jon Lai), the founder of home-grown wellness and supplement brands Nattome, The Perfect Derma and The Perfect Series, said his biggest early mistake was choosing the wrong manufacturer.

“One of my biggest mistakes is when I was not able to identify the right manufacturer to work with, in the beginning. This has contributed to a snowball effect as we stressed highly the efficacy of our products.

“If I could turn back time, I would opt to have two manufacturers produce one product so that I can compare the process and subsequently set up a benchmark for the manufacturing of my company’s products.

“Yes, it might cost me more but at least I could deliver the best products to our customers,” he shared.

His reflection is common among founders navigating business trends in Malaysia, especially in the wellness and beauty sector where quality control, consistency and speed matter.

Entering the market at a young age

Jon Lai Cheng Seong (Jon Lai) is well known in the e-commerce and social commerce space. His ability to spot opportunities and launch fast-moving brands made him one of the more recognisable young entrepreneurs in the wellness sector.

He first entered the industry at 19. His earliest major success came with Jonlivia, an active lifestyle brand offering hotpants designed to help users lose weight without relying on detox drinks. The product resonated with consumers who wanted practical solutions, and it quickly grew into a recognised name.

This early achievement showed how business opportunities in Malaysia often come from solving specific problems that people genuinely face.

Creating products based on personal experience

Jon Lai Cheng Seong (Jon Lai) emphasised that every brand under his company was created to solve a real problem, often one he personally experienced.

“It has some sort of connection with me, either directly or indirectly. For example, Nattome products have been an effective natural relief for acid reflux which has helped not just the consumers but also myself in dealing with the uneasy feeling,” he said.

This product-first approach remains a core part of small business in Malaysia, where founders often build solutions around gaps they have encountered themselves.

Aiming for RM100 million in annual revenue

Looking ahead, Jon Lai Cheng Seong (Jon Lai) shared that he has set a target of achieving RM100 million in yearly revenue. This ambitious goal will be driven by his wellness and supplement brands.

“We have achieved 19.7 million last year and I am pretty confident that we are going to get to where we are heading. This time around, the growth would not be done just via the online market but we also will penetrate the offline distribution model through referral and retail systems.

“On a bigger scale, we are also considering expanding our business beyond this country,” he said.

His strategy reflects ongoing business trends in Malaysia, where many brands that began online are now strengthening offline distribution to scale sustainably.

Advice for new entrepreneurs

Jon Lai Cheng Seong (Jon Lai) ended with a message for Malaysians who are still working hard to grow their businesses.

“Being an entrepreneur, we must have a better understanding of the principles in running our businesses. In short, this is where the 20/80 rule applies, where 80% of your results come from doing the right 20% effort. Therefore, it is very crucial to know what is the key action taken to move the needle in your business. Otherwise, you are probably just wasting time doing things that don’t matter,” he said.

His advice is especially relevant for founders entering entrepreneurship in Malaysia, where competition is increasing and clarity of direction can determine long-term success.

Key Takeaways for Entrepreneurs in Malaysia

1. Build partnerships carefully and always verify quality

Choosing the right manufacturer, supplier or distributor is one of the most important steps in running a product-based business. Do proper checks, compare samples, understand production timelines and keep a backup option ready. This prevents delays, quality problems and unnecessary cost.

2. Solve a real problem, not what is popular for the moment

Brands that last are built on solutions people truly need. Wellness brands that help with digestion, skincare that reduces irritation or daily-use items that make life easier all succeed because they address real problems. When consumers feel the product works, they stay loyal.

3. Strengthen both online and offline channels

Relying only on online sales can be risky. Founders in 2025 learned that businesses grow faster when they combine e-commerce with retail counters, referral systems, pop-up locations and community networks. Multiple channels create stability and help the brand reach new groups of customers.

4. Track numbers early, even when the business is small

Entrepreneurs should monitor revenue, cost of goods, customer acquisition cost and repeat purchases from the very beginning. Those who review their numbers consistently make clearer decisions, avoid overspending and identify what drives growth. This routine keeps the business healthy.

5. Focus on the actions that actually grow the business

Jon Lai’s 20/80 rule still applies today. Identify the few actions that create real progress, such as improving product quality, building stronger distribution, refining marketing messages or earning customer trust. Time spent on low-impact tasks slows the business down.

Jean Tham, a devoted mother of three children and the founder of PX Global Sdn Bhd understands well the struggles and challenges that any woman must go through in order to be successful in their career whilst staying committed to their commitment as a mother.

The businesswoman could relate to the hurdles simply because she used to be in the same position as well.

According to Jean, her company operates five fast-fashion brands of rimless underwear, known as Belle Lingerie and one new retail team focused on a French luxury bag brand called CiCi.

“Five years ago, I started building my own agency team after operating a physical women’s clothing store and transformed it into online sales. Along the way, I experienced failures which led to huge debt amounting to 6 digits.

“However, the bitter process did not stop me from keep on thriving. I have been learning and optimizing my business’s development from day one until today,” said Jean.

As an entrepreneur, Jean regards her career as very meaningful and valuable to her because the platform allowed her to help more women to start their own business and find their goals as well as passion and love for life.

“If I were to give some advice to those who wanted to start their venture in entrepreneurship, I would suggest them to “Start with The End” which means, they need to have a clear result that they wish to achieve.

“This includes few aspects such as own positioning, brand and company positioning, all must be very clear and focused. You also must keep on learning and be in the right circle. With this, you may be able to get twice the result with half the effort,” said Jean.  

When asked about her expectation for the company’s operation, Jean said she hopes the company can create more talents and bring more values and contributions to the society.

“Currently, we are working hard to achieve our goals that we have set up higher these days. To achieve the goals, I am inspired to strive for more opportunities to ensure more women can taste success and be able to go for their dreams, together with us,” she said.

Moving forward, in three years time, Jean aims to be Malaysia’s online and offline prominent brand as well as expanding her business to foreign countries.

Individuals with sensitive skin will always find themselves stuck in between choosing a suitable product for their skin or having to deal with the aftermath of using the wrong product. As someone who is also having sensitive skin, this problem has prompted Priscilla Ooi to establish her own cosmetic brand known as KISS mineral. 

Priscilla, the Chief Operating Officer of PNC Holdings Sdn Bhd shares that her skin will flare out whenever she is in a stressful state and just like a lot of people out there, initially, she had no idea how to choose the right product to overcome her skin’s problem.

She described that her involvement in the cosmetic segment was by chance as she got to know the right supplier who supply mineral make-up when she attended a business networking event in Singapore. She vividly remembers sharing her excitement with her business partner at that time because she foresaw the huge potential they can explore in that segment.

“Based on the insights that we received from medical doctor and aesthetic medical practitioners, the option for cosmetic medical product meant for problematic skin is very limited then. Hence, my business partner and I decided to take on the opportunity seriously and we started to introduce this 100 percent pure mineral make-up range to medical centres and clinics all over Malaysia.

“KISS mineral is not just a pure mineral make-up which gives confidence and help boosting our user’s self-esteem, but the most important factor is it does not consist any toxicity ingredients. We do not believe in chemical preservatives, synthetic colouring, and fragrances as well as heavy metal ingredients. For KISS mineral, we promise to produce the products only with pure and natural ingredients,” according to Priscilla.

Delving further into entrepreneurship and her experience as an entrepreneur, Priscilla agreed that 2020 is deemed as a tough year as the world is hit by the global pandemic, Covid-19. However, she chooses to see the bright side of it too.

“Covid-19 keep us grounded. The unprecedented situation allows us to think and execute our business model differently with what has been planned beforehand. For KISS mineral, we plan to continuously expand our brand by holding to the same philosophy to the entire country and neighbouring region.

“Three years from now, KISS mineral aims to achieve RM25 million revenue and we plan to prioritize our online platform and aggressively engaging the digital marketing strategy to broaden our reach target group.

“Apart from that, we will definitely push the offline approach as well. Once the Covid-19 pandemic has waned, we want to reach out to more aesthetic and medical doctor to share about our product. Our target is to get this them subscribed at least 80 percent to our brand.

“And to further strengthen our physical existence, we also plan to have our own beauty experience centre by opening at least one centre in major towns in Malaysia. That will be our offline method that we have planned thus far,” she explained.

For a record, Priscilla Ooi is one of the recipients for 100 Most Influential Young Entrepreneur Award 2020 organised by Armani Media Sdn Bhd.

Of this, five are owned by this enterprising 34-year-old who pioneered this new food concept in Malaysia while the rest of the outlets belongs to his franchisees whose sizes range from 1,500 to 2,500 sq ft. Kiosk concept with 100 to 250 sq ft are also available.

While many of the MyeongDong Topokki outlets are housed in shopping centres such as One Utama Shopping Centre in Petaling Jaya , Palm Mall in Seremban and Sunway Putra Mall in Kuala Lumpur, there are also those located outside of the malls like its eateries in Terengganu and SS15, Subang Jaya in Selangor.

Vincent revealed plans are underway for MyeongDong Topokki to further expand its franchise restaurant chain, including into the states of Kedah and Kelantan. His move into the East Malaysian market is expected to take place next year.

Come this December, MyeongDong Topokki will be making his first overseas foray into Jakarta in view of Indonesia’s huge market and strong demand.

To catch up with his expansion plans and future directions, Entrepreneur Insight met up with him recently at the latest MyeongDong Topokki located on ground floor of the integrated Bangi Gateway shopping complex in Bandar Baru Bangi, Selangor where its franchisee was doing a trial run-in prior to its opening of this latest that weekend.

Describing MyeongDong Topokki outlets as “a piece of art”, Vincent said unlike the traditional restaurants with their four blank walls, they capture the vibrancy of MyeongDong, with its shopping outlets and casual eateries.

Even the door of its open kitchen concept is used to creatively depict MyeongDong Toppoki as a station being linked to its Bangi Gateway stop.

Featuring an open kitchen concept, where its customers can not only see the crew preparing their food, its outlets have been designed to encourage the millennials, its targeted group, to actively post and share their pictures eating here on their social media platforms. Thus, it is not surprising to see the millennials depicted on one side of its wall.

Vincent recalled, “When I was at Myeongdong Street in Seoul, South Korea five years ago, I was amazed by its colourful and attractive display of street food. I was very excited to try the street food here from stall to stall and they tasted awesome!

“Upon returning to Malaysia, I craved for them and went around the Klang Valley in search for something similar but was sorely disappointed that nothing came close to what Myeongdong has to offer.”

Feeling it was high time for Malaysians to enjoy some authentic Korean street food, he flew back to South Korea in search of a five-star chef and researched further on Myeongdong’s street food.

He wanted his first fast-casual Korean restaurant catering to the millennials whose spending habits and lifestyle are different from the baby boomers or Gen X to be differentiated from other Korean food that are in the market.

“Generally, Korean food is divided into two market segments: barbeque stuff and fried chicken. With no strong players for Korean street food in Malaysia, that is where our forte lies,” adding that his other ammunition lies in the use of quality ingredients for his MyeongDong Topokki recipes.

After gathering the recipes and ingredients needed to create delectable Korean street food, Vincent returned home to start MyeongDong Topokki as a fast-casual dining concept with the tagline, Eat Once, Crave More.

The success of his first two outlets in Sunway Pyramid and 1 Utama Shopping Centre, which opened in 2014 and 2015, saw steady growth of its client base and positive response from the market. In 2016, he opened his third, fourth and fifth outlets. Franchising MyeongDong Topokki was the next natural step from then onwards for him.

On why he selected the food the beverage (F&B) of all industries, Vincent replied, “I saw its untapped potential. When you think of coffee, what comes to mind is the Starbucks brand and for burgers, it is McDonalds but for Korean street food, there is no dominant player. Thus, began my MyeongDong Topokki journey.”

He also believes in pandering to the local market’s needs where Malaysians enjoy spiciness in their food, which resulted in the Pedasss Chick-Yun Challenge at Paradigm Mall in August. Pedasss Chick-Yun Challenge is a yearly event by MyeongDong Topokki. In line its casual street food in a restaurant setting and to create an inviting appeal, Vincent said its dishes are garnished and high quality is maintained. For instance, our topokki are made using rice instead of flour. “At the same time, we also provide value meal sets, which cater to the local demand. Innovation is our company’s core value and key to our survival and success.”

“When coming out with a new menu, we always look at global trends and remove the obsolete items in our previous menu. Merely doing market study is not the answer. You have to listen closely to the market to find out what is most suitable to push out and customers are always open to try new things.” On the importance of branding for MyeongDong Topokki, he saw winning Asia Halal Brand Awards (AHBA) under the Best Fast Casual Korean Street Food Restaurant category as a leap forward. “It establishes us as the best halal fast-casual Korean food in the market. “With halal being an important aspect of life for the majority-Muslim population in Malaysia, we believe we can create confidence among our Muslim customers to enjoy the best Korean street food without any qualms.”

A recent report valued the global halal food industry at US$1.6 trillion in 2018 and forecast it to reach US$2.9 trillion by 2024. “MyeongDong Topokki intends to enter into the fast-moving consumer goods industry to distribute halal Korean food into the market,” disclosed Vincent, who is also on a expansion drive to expand his franchise business beyond Malaysian shores to other countries in Southeast Asia and the Middle East. He had explored other business avenues before venturing into F&B.

They included trading and oil palm but then Vincent realised these two industries are very mature and are controlled by the big boys. He also invested in real estate before but had moved out from the property market in 2013 and 2014 when he saw its prices started to slide. With the entrepreneur spirit burning within him, Vincent confessed he had felt restless during his banking days when he was handling the private wealth of his bank’s crème de la crème customers. “I was exploring my options already at that time. Since most of them were successful entrepreneurs, a topic commonly discussed was how to solve the problems at hand. It was not about their company’s profit and loss. That triggered the entrepreneur spirit in me as I enjoy finding solutions to problems.”

On some of the challenges faced in his own entrepreneurship journey, Vincent cited funding as one of them during the early years. To overcome this, he would join forces with others in pull in more monetary and financial resources. At one stage, he was doing everything himself and did not even have time to enjoy a cup of coffee. Having lost his father at a tender age of 11, Vincent had been brought up to be very independent. He learnt the art of delegating tasks to others later when he turned entrepreneur. “Getting a strong team together, nurturing and giving them career growth was another challenge that I faced.” With a staff force of about 300 employees including those in operations, he shared, “We have built up a strong team of talented individuals who are focused, passionate and specialised in their own fields to propel our business forward.

“Monthly, we imbue into them our company’s direction and remind them that they are important as I believe a sense of ownership is vital to our company’s success.” On how he has got to be where he is today and whether there was any mentor behind him, Vincent responded, “No one specifically but I read voraciously. I can finish a book weekly, be it in finance,
literacy, business, properties, F&B or a novel.

That is where I gain the knowledge and information to thrive in this real and tough world. “As I mentioned earlier, entrepreneurship involves solving problems, and the keys to its success are perseverance and persistence. It is determined by the number of people the enterpreneur brings up along in his life’s journey. “While a businessman’s objective is to make money, an entrepreneur is one who builds a brand and a future for his people. He or she is constantly innovating. However, this does not always mean the most talented or knowledgeable individual will be successful. “The story of the tortoise and the hare is a good example. The hare was very confident in winning the race as it can run faster but lacks the perseverance and persistence of the tortoise, which finally won the race. To the start-ups, Vincent’s tips for them are, Persistence, persistence and persistence; it is the key to push things forward. You are never too old to venture into business and despite the multiple failures, never give up!” – Vincent Lora

Putting the “young” in the 100 Most Influential Young Entrepreneur’s Award (100MIYE), Sherman Heng is the youngest award recipient of this year’s 100M IYE at only 23.

Founded the business at only 19 years old, Sherman is currently the chief executive officer of CEOMAN Event Sdn Bhd. Not only do they provide event services and consultation for clients, but they also conduct marketing and networking events as part of their own initiative.

“Most event companies in Melaka mainly host weddings or small-scale projects. But, there is a high demand for high-budget corporate events that nobody is tapping into. Product launches, conferences, corporate dinners, etc. This is where I come in,” he explained.

Early in his entrepreneurial journey, Sherman understood the importance of branding and how much of an impact it had on businesses. Hence why he spent a lot of time, effort and money cultivating the company image along with his own personal brand, through a channel he is best known for – creative unorthodox events.

Despite being fresh in the industry, he has managed to invite the CEO of AirAsia Group, Tan Sri Dr. Tony Fernandes; Chairman of CIMB Group, Dato’ Seri Mohamed Nazir bin Tun Abdul Razak; Celebrity Badminton Player, Datuk Lee Chong Wei; and CEO of Westports Malaysia, Mr. Ruben Emir Gnanalingam, to compete in a friendly basketball game for charity, but with a twist.

“The rule of the game is slightly different, where only the winner gets to pay for charity. We don’t want to have the loser pay up because it makes charity look like a punishment game, which is not really philanthropic. A simple change in rules is all it takes to make a huge difference,” he shared.

When asked what are the key factors that contributed to his success today, he attributes it to the support of the team, the importance of good planning and attention to detail. However, I believe that his entrepreneurial spirit runs deeper than that.

“I come from a Catholic family of six siblings, all of whom are high achievers and top performers. Being the youngest sibling, I have always gotten sidelined. I was always referred to as the little brother, a shadow of my siblings.Therefore, I made it a life mission to outdo my family members to prove my worth.”

“My brother has gotten 14 Grade As for his SPM results. But halfway through high school, a new governmental policy was set in place, and the maximum amount of Grade As I could possibly get is capped at 12. I told myself, there is no way I can outperform my brothers now,” he shared.

But this new policy has nudged Sherman down a path that is different from his siblings. Although he did manage to score well in his SPM, he has also participated in eight student bodies and founded his own dance crew with a group of close friends, all while working part-time as an event crew.

Sherman was unlike any other of his age. He started his day before the sun came up, and reached home at the wee hours in the morning. In his head, he has to compartmentalise his tasks from the various responsibilities he had at academics, home, work, friendships and student bodies. In fact, he might be even busier as a student than being an entrepreneur.

But one day, after working on a soundstage set in the middle of the night, he rode his motorcycle home. On the expressway. fatigue caught up to him, and he dozed off whilst still riding the bike.

Needless to say, he then got caught in a high-speed accident.

“I was so close to dying. I’m amazed that I am still alive. That is how I got this scar above my eye, and to be honest, I can’t remember clearly what happened that night. I just blacked out and woke up in the hospital. The doctor told me it was selective memory loss. Thank goodness I had a helmet on me,” he said while pointing at his brow.

He may not recall what happened that night, but he definitely remembered what happened after after. After a brief brush with death, he decided to pursue a larger meaning in life. He wanted to become a billionaire, not the kind that has billions in his bank account, but a person that has impacted billions of lives.

“Down the road, I want to become an angel investor. I want to help other young entrepreneurs who were in my shoes, help them through the same struggles as I did. But for now, my immediate goal is to further grow CEOMAN, to be the go-to event organiser for every corporation in the induWWstry,” he said.

I believe that Sherman has already started his entrepreneurial journey when he was still a kid, driven by the desire to be recognised and to make a name for himself. But with the accident, it has removed a key factor that has stopped many other entrepreneurs from rapidly growing – the fear of failure.

“We are all going to die. There is no escaping it and there is no denying it. It is one of the fundamental truths in this world. After realising this, meeting with clients, networking sessions, striking deals, making risky business decisions, etc; all of these seem to pale in comparison. So what is there to be afraid of?” he said.

Plenty, it seems. The Millenials and Gen Zs of today are in a delicate time of their lives. They are unsure of the future, have trouble seeking employment, in the process of becoming independent from their families. They have also garnered a reputation in the industry for being pompous, arrogant, and entitled.

To that, Sherman would like to share a few words: “Figuring out what you want in life is not easy. It took a freak accident for me to figure out what I wanted. There’s nothing wrong with taking some time off, to go soul searching and take some time to have a conversation with yourself.

But also remember, life goals will change. Mine have changed several times in these short few years, and there is nothing wrong with that. As long as you are growing as a person, and you keep moving forward, that is way better than what most people could ask for.”

“I think people my age should have a clearer picture of what they want. I am a testament that college is not the only of attaining success, find an end-goal in mind, and go ahead and pursue it without fear.” – Sherman Heng

If you have picked the latter, maybe investing in real estate investment trusts (REITs) is the way to go. REITs is (mostly) a public listed platform, that acquires and rents out real estate, and distributes the rental incomes amongst its unitholders.

A REIT is operated by a REIT management company, and Entrepreneur Insight is proud to have a chance to meet Ms Leong Kit May, Chief Executive Officer of Axis REIT Managers Berhad (ARMB), to pick her brain on the real estate market and REITs in general.

A large portion of Axis’s portfolio consists of warehouse logistics and manufacturing facilities. Why is that?

It very much depends on the REIT itself, actually. We started out as very much an industrial player.The first five properties we started out with, beside the menara axis at crystal plaza which is 100% office, the rest of the properties is a combination of warehousing and office.

Since then, we start to see more potential in that industrial space, and AXIS REIT has started promoting itself as an industrial builder. Since then, the portfolio has gained  more exposure towards warehouse and manufacturing

Why industrial properties? One very positive aspect is that industrial properties are very stable and has very long leases. The tenants will occupy the space for a very long time because of the investment they have put in. Office generally has a tenure contract of three years, but for industries like manufacturing, you can get stretch it until twenty years, hence why they provide a lot of stability to the portfolio.

Would you say that the industrial property market is independent from the other property segments, not likely to be affected by market trends?

When you look at the property market, there are many segments and within those, even more sub segments. The industrial space supply and demand has always maintained at a healthy level, and the demand for industrial space will only continue to grow overtime. 

The manufacturing segment is very resilient, and the growth of e-commerce will drive growth in demand for warehousing space as well. Normally, people invest in the residential industry speculatively. But for REITs, we will only acquire and invest in properties when it provides good returns to shareholders.

Do you acquire your own tenants?

Generally, we acquire properties with tenants inside and not the tenants themselves. But we are always actively sourcing tenants, because being a landlord in any property businesses, tenants sometimes move in and out and we need to ensure tenant renewals are maintained at a good rate. 

Are there any specific types of unitholders that you are specifically looking for?

I think, generally, the REIT unitholders are long-term investors. They understand that when they invest in REITS, they are essentially investing in the real estate market, and they are looking at long-term prospect of the REIT itself. If you notice, a large majority of units are held by EPF, KWAP, and some insurance funds. 

But at the same time, we are  reaching out to individual unitholders as well. Back in 2005 when REITs were new, people do not understand what exactly REIT is and the benefits. One of those benefits is tax transparency. We do not pay tax as long as we distribute more than 90% to our individual shareholders. Compared to anyone who invests in public listed companies, they would have to pay tax which will reflect in their dividends. 

What is you future outlook on the industrial and REIT market?

We have a positive outlook of the industrial market , due to the growth in this particular segment. REITS has always been a stable investment tool. With the current low interest rates, and potential rate cuts, I think REITS will be a much more attractive investment for unit holders.

Despite the KLCI dropping, there are alot of people looking for defensive investment opportunities. They are also looking into REITS, because REITS is backed by real estate. With the portfolio of properties that we have on board and our occupancy rate, I would say it is very defensive.