Kenneth Kwan

Kenneth Kwan Author & Speaker who creates possibilities and solution-focused thinking to deliver better results. Author and Leadership Speaker. High-Performance Strategist.

Father of 3 hyperactive boys. https://linktr.ee/kennethkwan

๐ŸŒ ๐™‡๐™š๐™จ๐™จ๐™ค๐™ฃ๐™จ ๐™›๐™ง๐™ค๐™ข ๐™”๐™ค๐™œ๐™ฎ๐™–๐™ ๐™–๐™ง๐™ฉ๐™–: ๐™’๐™๐™ฎ ๐™’๐™š ๐™Ž๐™๐™ค๐™ช๐™ก๐™™ ๐™๐™ง๐™–๐™ซ๐™š๐™ก ๐™ˆ๐™ค๐™ง๐™š โœˆ๏ธโœจBeyond breathtaking temples and vibrant street markets, travel i...
06/03/2025

๐ŸŒ ๐™‡๐™š๐™จ๐™จ๐™ค๐™ฃ๐™จ ๐™›๐™ง๐™ค๐™ข ๐™”๐™ค๐™œ๐™ฎ๐™–๐™ ๐™–๐™ง๐™ฉ๐™–: ๐™’๐™๐™ฎ ๐™’๐™š ๐™Ž๐™๐™ค๐™ช๐™ก๐™™ ๐™๐™ง๐™–๐™ซ๐™š๐™ก ๐™ˆ๐™ค๐™ง๐™š โœˆ๏ธโœจ

Beyond breathtaking temples and vibrant street markets, travel is a teacher, a connector, and a window into different ways of thinking.

๐Ÿ’ก Why should we travel more?

Because it challenges our perspectives, expands our understanding, and reminds us that the world is so much bigger than our daily routines. Itโ€™s not just about seeing new placesโ€”itโ€™s about growing as individuals and leaders.

One of the biggest takeaways from this trip? The way business is done in Indonesia is built on deep trust, respect, and collaboration. Hereโ€™s what Iโ€™ve learned:

๐Ÿค Relationships first, business second โ€“ Trust is everything. Deals arenโ€™t just made in boardrooms but over shared meals and meaningful conversations.

๐Ÿ‘” Hierarchy matters โ€“ Decision-making often flows from the top, so understanding the chain of command is key to success.

๐Ÿ—ฃ๏ธ Indirect communication โ€“ A simple โ€œmaybeโ€ might actually mean โ€œno.โ€ Learning to read between the lines is essential in navigating business discussions.

๐Ÿ“… Time is fluid โ€“ Things donโ€™t always start on the dot, but patience and adaptability go a long way.

๐Ÿ“ฑ Digital innovation is booming โ€“ Indonesiaโ€™s tech and e-commerce landscape is thriving, offering exciting opportunities for business growth.

๐ŸŒ A culture of collaboration โ€“ The Indonesian spirit of gotong royong (mutual cooperation) is inspiringโ€”success is not just about individual achievement but about lifting the whole community.

This trip was a reminder that to lead effectively, we must first seek to understand. Whether itโ€™s in business or life, travel teaches us to listen, adapt, and grow.

Have you had an experience abroad that changed the way you see business or leadership? Iโ€™d love to hear about it! ๐Ÿ’ฌ๐Ÿ‘‡

I was recently engaged to speak to a select group of senior leaders driving the Southeast Asian market. Though the audie...
28/02/2025

I was recently engaged to speak to a select group of senior leaders driving the Southeast Asian market. Though the audience was small, the impact was immense. ๐ŸŽคโœจ

Here are 3 transformative ideas on how leaders can drive lasting change within their organisations that resonated deeply with my client:

1๏ธโƒฃ Micro Shifts, Massive Impact โ€“ Instead of overhauling everything at once, leaders should focus on small, consistent actions that lead to sustainable change. Success comes from momentum, not just big leaps.

2๏ธโƒฃ Shaping Culture Through Daily Habits โ€“ Organisational culture isnโ€™t built overnight. Leaders influence it through their daily decisions, conversations and actions.

3๏ธโƒฃ Leading with Possibilities, Not Problems โ€“ The best leaders donโ€™t just solve problemsโ€”they inspire their teams to see beyond challenges and identify possibilities. Reframing the way teams think about obstacles turns limitations into launchpads for growth.

These insights sparked deep conversations on how senior leaders can foster agility, collaboration and long-term impact in their organizations.

Whatโ€™s one small step you can take today that will create big changes tomorrow? ๐Ÿš€๐Ÿ’ก



It was great connecting with Bennie Choo [BC], Vedajna Vittal, Jeanette-Freya Wagner, Craig Chamberlin CCEO MAICD, Jong Hun Choi, Sina Gauss and Patrick Bretz.

๐Ÿš€ Why Do Some Companies Struggle to Lead Change? ๐Ÿš€Because their senior leaders arenโ€™t truly involved.Too often, change i...
26/02/2025

๐Ÿš€ Why Do Some Companies Struggle to Lead Change? ๐Ÿš€

Because their senior leaders arenโ€™t truly involved.

Too often, change is delegatedโ€”a well-meaning leader is appointed to "drive change," yet they lack the decision-making authority to make it happen. And so, the effort stalls. The reality? All successful change is leader-led. No one else can take that place.

You canโ€™t delegate culture to HR and expect transformation to happen. Culture isnโ€™t a departmentโ€™s responsibilityโ€”itโ€™s the collective duty of the entire senior leadership team.

๐Ÿ”น You either manage culture, or culture will manage you. ๐Ÿ”น

This weekend, I had the privilege of listening to Haris Susanto share how the Ambarrukmo Group approaches culture. Unlike many businesses that chase only growth, Ambarrukmo Group takes a deeper approach.

They continuously ask:

๐Ÿ’ฌ "What does our culture mean to us?"

They donโ€™t just assume culture will take care of itself. They intentionally shape itโ€”because they know that culture influences every decision, every interaction, and ultimately, every result.

๐Ÿ“Š The Research Backs This Up.

Gallupโ€™s research shows that when employees deeply understand their companyโ€™s purpose and culture, the impact on business health is undeniable:

โœ… 41% reduction in absenteeism
โœ… 50% fewer safety incidents (for industries where safety is critical)
โœ… 33% improvement in quality

๐Ÿ’ก The lesson for leaders? Culture isnโ€™t a tagline. Itโ€™s not a poster on the wall. Itโ€™s the foundation of every thriving business. And it starts with YOU.

Culture doesnโ€™t just happenโ€”it must be intentionally built. ๐ŸŒฑ

Traditional Yogyakarta costumes: Janelle is in a Kebaya and I am in Surjan. Interesting to see that the males are the on...
24/02/2025

Traditional Yogyakarta costumes: Janelle is in a Kebaya and I am in Surjan. Interesting to see that the males are the ones who are in the foral patterns.

๐‘๐ž๐ญ๐ก๐ข๐ง๐ค๐ข๐ง๐  ๐๐š๐ญ๐ข๐ž๐ง๐ญ-๐‚๐ž๐ง๐ญ๐ซ๐ข๐œ ๐‚๐š๐ซ๐ž: ๐€๐ฌ๐ค, ๐ƒ๐จ๐งโ€™๐ญ ๐†๐ฎ๐ž๐ฌ๐ฌ. ๐‚๐จ-๐‚๐ซ๐ž๐š๐ญ๐ž, ๐ƒ๐จ๐งโ€™๐ญ ๐ƒ๐ข๐œ๐ญ๐š๐ญ๐ž.I recently had a thought-provoking conversat...
10/02/2025

๐‘๐ž๐ญ๐ก๐ข๐ง๐ค๐ข๐ง๐  ๐๐š๐ญ๐ข๐ž๐ง๐ญ-๐‚๐ž๐ง๐ญ๐ซ๐ข๐œ ๐‚๐š๐ซ๐ž: ๐€๐ฌ๐ค, ๐ƒ๐จ๐งโ€™๐ญ ๐†๐ฎ๐ž๐ฌ๐ฌ. ๐‚๐จ-๐‚๐ซ๐ž๐š๐ญ๐ž, ๐ƒ๐จ๐งโ€™๐ญ ๐ƒ๐ข๐œ๐ญ๐š๐ญ๐ž.

I recently had a thought-provoking conversation with Quek Lit Sin, former CEO of Ng Teng Fong Hospital, about what it truly means to provide patient-centric care.

One key insight? Patients should be actively involved in co-creating solutions for their own care.

While this may seem obvious, itโ€™s not always the norm in our region. Too often, healthcare operates on a top-down approach, where medical professionals prescribe solutions without fully understanding how patients have coped with similar challenges before.

Think about it: Doctors tell patients what to do because they assume they know best. While the advice may be sound, it often doesnโ€™t take into account a patientโ€™s lived experiences, personal strategies, or what they find realistically achievable. The result? Patients struggle to follow through because the solution doesnโ€™t fit them.

A different approach is possible. I recall hearing about a UK hospital where solution-focused practitioners worked with patients suffering from brain trauma. Instead of dictating their recovery path, they asked:

โœ… What has helped you manage challenges in the past?
โœ… What small steps feel achievable for you right now?
โœ… What would make this journey easier for you?

By listening and co-creating, they saw higher patient engagement and better recovery outcomes.

But this mindset isnโ€™t just for healthcare. What if we applied the same approach across industries?

๐Ÿ”น Education: Instead of telling students how to study, what if teachers asked, โ€œWhat helps you concentrate best?โ€

๐Ÿ”น Customer Service: Instead of service managers dictating best practices, what if they asked frontline staff, โ€œWhat truly enhances the customer experience?โ€

๐Ÿ”น Leadership: Instead of leaders assuming what motivates employees, what if they asked, โ€œWhat would make you feel truly valued and engaged?โ€

๐€ ๐ฌ๐ข๐ฆ๐ฉ๐ฅ๐ž ๐ฌ๐ก๐ข๐Ÿ๐ญ ๐Ÿ๐ซ๐จ๐ฆ ๐ญ๐ž๐ฅ๐ฅ๐ข๐ง๐  ๐ญ๐จ ๐š๐ฌ๐ค๐ข๐ง๐  ๐œ๐š๐ง ๐œ๐ซ๐ž๐š๐ญ๐ž ๐ฆ๐จ๐ซ๐ž ๐ฆ๐ž๐š๐ง๐ข๐ง๐ ๐Ÿ๐ฎ๐ฅ, ๐ฅ๐š๐ฌ๐ญ๐ข๐ง๐  ๐ข๐ฆ๐ฉ๐š๐œ๐ญ.

๐Ÿ’ก Ask, donโ€™t guess.
๐Ÿ’ก Co-create, donโ€™t dictate.

Would love to hear your thoughtsโ€”where else do you think this approach could make a difference? ๐Ÿ‘‡๐Ÿผ

๐‹๐ž๐š๐๐ž๐ซ๐ฌ๐ก๐ข๐ฉ ๐‹๐ž๐ฌ๐ฌ๐จ๐ง๐ฌ ๐Ÿ๐ซ๐จ๐ฆ ๐ญ๐ก๐ž ๐‚๐ก๐ข๐ง๐ž๐ฌ๐ž ๐™๐จ๐๐ข๐š๐œ: ๐“๐ก๐ž ๐’๐ง๐š๐ค๐ž ๐Ÿ๐–จ๐—‡ ๐—๐—๐–พ ๐–ข๐—๐—‚๐—‡๐–พ๐—Œ๐–พ ๐—“๐—ˆ๐–ฝ๐—‚๐–บ๐–ผ, ๐—๐—๐–พ ๐–ฒ๐—‡๐–บ๐—„๐–พ ๐—Œ๐—’๐—†๐–ป๐—ˆ๐—…๐—‚๐—“๐–พ๐—Œ ๐—๐—‚๐—Œ๐–ฝ๐—ˆ๐—†, ๐—Œ๐—๐—‹๐–บ๐—๐–พ๐—€๐—’, ๐–บ๐—‡๐–ฝ...
03/02/2025

๐‹๐ž๐š๐๐ž๐ซ๐ฌ๐ก๐ข๐ฉ ๐‹๐ž๐ฌ๐ฌ๐จ๐ง๐ฌ ๐Ÿ๐ซ๐จ๐ฆ ๐ญ๐ก๐ž ๐‚๐ก๐ข๐ง๐ž๐ฌ๐ž ๐™๐จ๐๐ข๐š๐œ: ๐“๐ก๐ž ๐’๐ง๐š๐ค๐ž ๐Ÿ

๐–จ๐—‡ ๐—๐—๐–พ ๐–ข๐—๐—‚๐—‡๐–พ๐—Œ๐–พ ๐—“๐—ˆ๐–ฝ๐—‚๐–บ๐–ผ, ๐—๐—๐–พ ๐–ฒ๐—‡๐–บ๐—„๐–พ ๐—Œ๐—’๐—†๐–ป๐—ˆ๐—…๐—‚๐—“๐–พ๐—Œ ๐—๐—‚๐—Œ๐–ฝ๐—ˆ๐—†, ๐—Œ๐—๐—‹๐–บ๐—๐–พ๐—€๐—’, ๐–บ๐—‡๐–ฝ ๐—๐—‹๐–บ๐—‡๐—Œ๐–ฟ๐—ˆ๐—‹๐—†๐–บ๐—๐—‚๐—ˆ๐—‡. ๐–ฎ๐–ฟ๐—๐–พ๐—‡ ๐—†๐—‚๐—Œ๐—Ž๐—‡๐–ฝ๐–พ๐—‹๐—Œ๐—๐—ˆ๐—ˆ๐–ฝ, ๐—Œ๐—‡๐–บ๐—„๐–พ๐—Œ ๐–พ๐—†๐–ป๐—ˆ๐–ฝ๐—’ ๐—‰๐–บ๐—๐—‚๐–พ๐—‡๐–ผ๐–พ, ๐–บ๐–ฝ๐–บ๐—‰๐—๐–บ๐–ป๐—‚๐—…๐—‚๐—๐—’ ๐–บ๐—‡๐–ฝ ๐—๐—๐–พ ๐–บ๐–ป๐—‚๐—…๐—‚๐—๐—’ ๐—๐—ˆ ๐—Œ๐–พ๐—‚๐—“๐–พ ๐—ˆ๐—‰๐—‰๐—ˆ๐—‹๐—๐—Ž๐—‡๐—‚๐—๐—‚๐–พ๐—Œ ๐–บ๐— ๐—๐—๐–พ ๐—‹๐—‚๐—€๐—๐— ๐—†๐—ˆ๐—†๐–พ๐—‡๐—โ€”๐—Š๐—Ž๐–บ๐—…๐—‚๐—๐—‚๐–พ๐—Œ ๐–พ๐—๐–พ๐—‹๐—’ ๐—…๐–พ๐–บ๐–ฝ๐–พ๐—‹ ๐—Œ๐—๐—ˆ๐—Ž๐—…๐–ฝ ๐–พ๐—†๐–ป๐—‹๐–บ๐–ผ๐–พ.

Here are six powerful leadership lessons we can learn from the Snake:

1๏ธโƒฃ ๐’๐ญ๐ซ๐š๐ญ๐ž๐ ๐ข๐œ ๐“๐ก๐ข๐ง๐ค๐ข๐ง๐  โ€“ ๐–ฒ๐—‡๐–บ๐—„๐–พ๐—Œ ๐–บ๐—‹๐–พ ๐–ผ๐–บ๐—…๐–ผ๐—Ž๐—…๐–บ๐—๐–พ๐–ฝ ๐–บ๐—‡๐–ฝ ๐—†๐–พ๐—๐—๐—ˆ๐–ฝ๐—‚๐–ผ๐–บ๐—… ๐—‚๐—‡ ๐—๐—๐–พ๐—‚๐—‹ ๐—†๐—ˆ๐—๐–พ๐—†๐–พ๐—‡๐—๐—Œ. ๐–ฆ๐—‹๐–พ๐–บ๐— ๐—…๐–พ๐–บ๐–ฝ๐–พ๐—‹๐—Œ ๐–ฝ๐—ˆ๐—‡โ€™๐— ๐—‹๐—Ž๐—Œ๐— ๐–ฝ๐–พ๐–ผ๐—‚๐—Œ๐—‚๐—ˆ๐—‡๐—Œ; ๐—๐—๐–พ๐—’ ๐—ˆ๐–ป๐—Œ๐–พ๐—‹๐—๐–พ, ๐–บ๐—‡๐–บ๐—…๐—’๐—Œ๐–พ ๐–บ๐—‡๐–ฝ ๐—Œ๐—๐—‹๐—‚๐—„๐–พ ๐–บ๐— ๐—๐—๐–พ ๐—‹๐—‚๐—€๐—๐— ๐—๐—‚๐—†๐–พ.

2๏ธโƒฃ ๐‘๐ž๐ฌ๐ข๐ฅ๐ข๐ž๐ง๐œ๐ž & ๐€๐๐š๐ฉ๐ญ๐š๐›๐ข๐ฅ๐ข๐ญ๐ฒ โ€“ ๐–  ๐—Œ๐—‡๐–บ๐—„๐–พ ๐—Œ๐—๐–พ๐–ฝ๐—Œ ๐—‚๐—๐—Œ ๐—Œ๐—„๐—‚๐—‡ ๐—๐—ˆ ๐—€๐—‹๐—ˆ๐—. ๐–ซ๐–พ๐–บ๐–ฝ๐–พ๐—‹๐—Œ ๐—†๐—Ž๐—Œ๐— ๐–พ๐—†๐–ป๐—‹๐–บ๐–ผ๐–พ ๐–ผ๐—๐–บ๐—‡๐—€๐–พ, ๐–ผ๐—ˆ๐—‡๐—๐—‚๐—‡๐—Ž๐—ˆ๐—Ž๐—Œ๐—…๐—’ ๐—…๐–พ๐–บ๐—‹๐—‡ ๐–บ๐—‡๐–ฝ ๐–พ๐—๐—ˆ๐—…๐—๐–พ ๐—๐—ˆ ๐—Œ๐—๐–บ๐—’ ๐—‹๐–พ๐—…๐–พ๐—๐–บ๐—‡๐— ๐—‚๐—‡ ๐–บ ๐–ฟ๐–บ๐—Œ๐—-๐–ผ๐—๐–บ๐—‡๐—€๐—‚๐—‡๐—€ ๐—๐—ˆ๐—‹๐—…๐–ฝ.

3๏ธโƒฃ ๐„๐ฆ๐จ๐ญ๐ข๐จ๐ง๐š๐ฅ ๐ˆ๐ง๐ญ๐ž๐ฅ๐ฅ๐ข๐ ๐ž๐ง๐œ๐ž โ€“ ๐–ฒ๐—‡๐–บ๐—„๐–พ๐—Œ ๐—†๐–บ๐—’ ๐—‡๐—ˆ๐— ๐—Œ๐—‰๐–พ๐–บ๐—„, ๐–ป๐—Ž๐— ๐—๐—๐–พ๐—’ ๐–บ๐—‹๐–พ ๐—๐—‚๐—€๐—๐—…๐—’ ๐—‚๐—‡๐—๐—Ž๐—‚๐—๐—‚๐—๐–พ. ๐–ซ๐–พ๐–บ๐–ฝ๐–พ๐—‹๐—Œ ๐—๐—๐—ˆ ๐—…๐—‚๐—Œ๐—๐–พ๐—‡, ๐—‹๐–พ๐–บ๐–ฝ ๐—๐—๐–พ ๐—‹๐—ˆ๐—ˆ๐—† ๐–บ๐—‡๐–ฝ ๐—‹๐–พ๐—Œ๐—‰๐—ˆ๐—‡๐–ฝ ๐—๐—๐—ˆ๐—Ž๐—€๐—๐—๐–ฟ๐—Ž๐—…๐—…๐—’ ๐–ผ๐—‹๐–พ๐–บ๐—๐–พ ๐—Œ๐—๐—‹๐—ˆ๐—‡๐—€๐–พ๐—‹, ๐—†๐—ˆ๐—‹๐–พ ๐–พ๐—‡๐—€๐–บ๐—€๐–พ๐–ฝ ๐—๐–พ๐–บ๐—†๐—Œ.

4๏ธโƒฃ ๐‚๐š๐ฅ๐œ๐ฎ๐ฅ๐š๐ญ๐ž๐ ๐‘๐ข๐ฌ๐ค๐ฌ โ€“ ๐–ฒ๐—‡๐–บ๐—„๐–พ๐—Œ ๐–ฝ๐—ˆ๐—‡โ€™๐— ๐—๐–บ๐—Œ๐—๐–พ ๐–พ๐—‡๐–พ๐—‹๐—€๐—’ ๐—ˆ๐—‡ ๐—Ž๐—‡๐—‡๐–พ๐–ผ๐–พ๐—Œ๐—Œ๐–บ๐—‹๐—’ ๐—†๐—ˆ๐—๐–พ๐—Œ. ๐–ฒ๐—Ž๐–ผ๐–ผ๐–พ๐—Œ๐—Œ๐–ฟ๐—Ž๐—… ๐—…๐–พ๐–บ๐–ฝ๐–พ๐—‹๐—Œ ๐—๐–บ๐—„๐–พ ๐—๐–พ๐—…๐—…-๐—†๐–พ๐–บ๐—Œ๐—Ž๐—‹๐–พ๐–ฝ ๐—‹๐—‚๐—Œ๐—„๐—Œโ€”๐–ป๐–บ๐—…๐–บ๐—‡๐–ผ๐—‚๐—‡๐—€ ๐–ป๐—ˆ๐—…๐–ฝ๐—‡๐–พ๐—Œ๐—Œ ๐—๐—‚๐—๐— ๐—๐—‚๐—Œ๐–ฝ๐—ˆ๐—†.

5๏ธโƒฃ ๐Œ๐š๐ฌ๐ญ๐ž๐ซ ๐จ๐Ÿ ๐“๐ข๐ฆ๐ข๐ง๐  โ€“ ๐–ฒ๐—‡๐–บ๐—„๐–พ๐—Œ ๐—„๐—‡๐—ˆ๐— ๐—๐—๐–พ๐—‡ ๐—๐—ˆ ๐–บ๐–ผ๐— ๐–บ๐—‡๐–ฝ ๐—๐—๐–พ๐—‡ ๐—๐—ˆ ๐—Œ๐—๐–บ๐—’ ๐—Œ๐—๐—‚๐—…๐—…. ๐–ซ๐–พ๐–บ๐–ฝ๐–พ๐—‹๐—Œ๐—๐—‚๐—‰ ๐—‹๐–พ๐—Š๐—Ž๐—‚๐—‹๐–พ๐—Œ ๐—๐—๐–พ ๐–ฝ๐—‚๐—Œ๐–ผ๐—‚๐—‰๐—…๐—‚๐—‡๐–พ ๐—๐—ˆ ๐—๐–บ๐—‚๐— ๐–ฟ๐—ˆ๐—‹ ๐—๐—๐–พ ๐—‹๐—‚๐—€๐—๐— ๐—†๐—ˆ๐—†๐–พ๐—‡๐— ๐—๐—ˆ ๐—†๐–บ๐—„๐–พ ๐–บ ๐—†๐—ˆ๐—๐–พ, ๐—๐—๐–พ๐—๐—๐–พ๐—‹ ๐—‚๐—โ€™๐—Œ ๐—…๐–บ๐—Ž๐—‡๐–ผ๐—๐—‚๐—‡๐—€ ๐–บ ๐—‰๐—‹๐—ˆ๐–ฝ๐—Ž๐–ผ๐—, ๐—‡๐–พ๐—€๐—ˆ๐—๐—‚๐–บ๐—๐—‚๐—‡๐—€ ๐–บ ๐–ฝ๐–พ๐–บ๐—…, ๐—ˆ๐—‹ ๐—‰๐—‚๐—๐—ˆ๐—๐—‚๐—‡๐—€ ๐–บ ๐—Œ๐—๐—‹๐–บ๐—๐–พ๐—€๐—’.

6๏ธโƒฃ ๐†๐ซ๐š๐œ๐ž ๐”๐ง๐๐ž๐ซ ๐๐ซ๐ž๐ฌ๐ฌ๐ฎ๐ซ๐ž โ€“ ๐–ฒ๐—‡๐–บ๐—„๐–พ๐—Œ ๐—†๐—ˆ๐—๐–พ ๐—๐—‚๐—๐— ๐ ๐ซ๐š๐œ๐ž ๐š๐ง๐ ๐ฉ๐ซ๐ž๐œ๐ข๐ฌ๐ข๐จ๐ง, ๐–พ๐—๐–พ๐—‡ ๐—‚๐—‡ ๐–ฝ๐–บ๐—‡๐—€๐–พ๐—‹๐—ˆ๐—Ž๐—Œ ๐—Œ๐—‚๐—๐—Ž๐–บ๐—๐—‚๐—ˆ๐—‡๐—Œ. ๐–ซ๐–พ๐–บ๐–ฝ๐–พ๐—‹๐—Œ ๐—๐—๐—ˆ ๐—‹๐–พ๐—†๐–บ๐—‚๐—‡ ๐–ผ๐–บ๐—…๐—† ๐—Ž๐—‡๐–ฝ๐–พ๐—‹ ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ ๐—‚๐—‡๐—Œ๐—‰๐—‚๐—‹๐–พ ๐–ผ๐—ˆ๐—‡๐–ฟ๐—‚๐–ฝ๐–พ๐—‡๐–ผ๐–พ ๐–บ๐—‡๐–ฝ ๐–ฝ๐—‹๐—‚๐—๐–พ ๐—‹๐–พ๐—Œ๐—Ž๐—…๐—๐—Œ.

๐Ÿ‘‰ ๐–ถ๐—๐–บ๐—โ€™๐—Œ ๐—’๐—ˆ๐—Ž๐—‹ ๐–ฟ๐–บ๐—๐—ˆ๐—Ž๐—‹๐—‚๐—๐–พ ๐—…๐–พ๐–บ๐–ฝ๐–พ๐—‹๐—Œ๐—๐—‚๐—‰ ๐—๐—‹๐–บ๐—‚๐— ๐–ฟ๐—‹๐—ˆ๐—† ๐—๐—๐–พ ๐–ฒ๐—‡๐–บ๐—„๐–พ? ๐–ซ๐–พ๐— ๐—†๐–พ ๐—„๐—‡๐—ˆ๐— ๐—‚๐—‡ ๐—๐—๐–พ ๐–ผ๐—ˆ๐—†๐—†๐–พ๐—‡๐—๐—Œ! ๐Ÿ๐Ÿ’ก

๐Ÿ’ก ๐ˆ๐ฌ ๐ฒ๐จ๐ฎ๐ซ ๐ญ๐ž๐š๐ฆ ๐ซ๐ž๐š๐๐ฒ ๐Ÿ๐จ๐ซ ๐ญ๐ก๐ž ๐œ๐ก๐š๐ฅ๐ฅ๐ž๐ง๐ ๐ž๐ฌ ๐จ๐Ÿ ๐Ÿ๐ŸŽ๐Ÿ๐Ÿ“?Rapid change, evolving technologies, and shifting workforce dynamics are...
28/01/2025

๐Ÿ’ก ๐ˆ๐ฌ ๐ฒ๐จ๐ฎ๐ซ ๐ญ๐ž๐š๐ฆ ๐ซ๐ž๐š๐๐ฒ ๐Ÿ๐จ๐ซ ๐ญ๐ก๐ž ๐œ๐ก๐š๐ฅ๐ฅ๐ž๐ง๐ ๐ž๐ฌ ๐จ๐Ÿ ๐Ÿ๐ŸŽ๐Ÿ๐Ÿ“?

Rapid change, evolving technologies, and shifting workforce dynamics are putting teams to the test.

The question is: ๐–๐ก๐š๐ญ ๐ฌ๐ค๐ข๐ฅ๐ฅ๐ฌ ๐ฐ๐ข๐ฅ๐ฅ ๐ก๐ž๐ฅ๐ฉ ๐ฒ๐จ๐ฎ๐ซ ๐ญ๐ž๐š๐ฆ ๐ญ๐ก๐ซ๐ข๐ฏ๐ž ๐š๐ฆ๐ข๐ ๐ฎ๐ง๐œ๐ž๐ซ๐ญ๐š๐ข๐ง๐ญ๐ฒ?

๐“๐š๐ค๐ž ๐Ÿ’ ๐ฆ๐ข๐ง๐ฎ๐ญ๐ž๐ฌ to share your thoughts in our survey and be part of shaping solutions for tomorrowโ€™s workplace challenges.

๐‚๐ฅ๐ข๐œ๐ค ๐ญ๐ก๐ž ๐ฅ๐ข๐ง๐ค ๐›๐ž๐ฅ๐จ๐ฐ ๐ญ๐จ ๐ ๐ž๐ญ ๐ฌ๐ญ๐š๐ซ๐ญ๐ž๐! ๐Ž๐ฏ๐ž๐ซ๐œ๐จ๐ฆ๐ž ๐ญ๐ก๐ž๐ฌ๐ž ๐ก๐ฎ๐ซ๐๐ฅ๐ž๐ฌ ๐š๐ง๐ ๐ฅ๐ž๐š๐ ๐ฐ๐ข๐ญ๐ก ๐œ๐จ๐ง๐Ÿ๐ข๐๐ž๐ง๐œ๐ž ๐ข๐ง๐ญ๐จ ๐Ÿ๐ŸŽ๐Ÿ๐Ÿ“!

https://forms.office.com/r/E3tHJTjECG

When Dreams Are Not Enough: My Journey Through the Struggles of Running a Training BusinessStarting a business is often ...
27/01/2025

When Dreams Are Not Enough: My Journey Through the Struggles of Running a Training Business

Starting a business is often glamorized, but the reality can feel like climbing a mountain with no map or tools. When I started my training consultancy 18 years ago, I was running on pure determinationโ€”and a lot of โ€œlove and fresh air.โ€

The first four years were tough. I struggled to:
1. Impress anyone because I had no track record.
2. Stand out in a crowded market.
3. Understand my own strengths.

Every rejection felt like a blow, chipping away at my confidence, making me question if I was chasing an impossible dream.

All I had was this dream. But dreams donโ€™t pay the bills.

In those early days, I relied on my wife to support us financially and it was humblingโ€”sometimes humiliating. I made mistake after mistake. I didnโ€™t understand the market. I couldnโ€™t position myself.

And the worst part? I felt like I was failing not just in business, but as a husband and provider.

For a period of time, I didnโ€™t even pay myself CPF (Central Provident Fund). The CPF Board sent me warning letters, but the reality was, I didnโ€™t have the money.

Eventually, I was fined.

I remember feeling crushedโ€”not just because I had to pay the fine, but because it was yet another reminder of how far I was from the successful business owner I wanted to be.

Family gatherings were another source of stress. Relatives would ask about my work and where I had travelled for holidays. Every year, Iโ€™d give the same awkward reply: I was still doing training, and no, there were no holiday plansโ€”I simply couldnโ€™t afford it.

But through the struggle, something inside me refused to give up. Slowly, I started to figure things out. And after years of trial, error, and sheer persistence, I turned the corner.

Today, Iโ€™m proud to run a successful training consultancy. Weโ€™ve worked with leading organisations, secured six-figure contracts, and supported senior leaders and managers in driving organisational change that delivers real results.

It wasnโ€™t an easy journey, but the lessons Iโ€™ve learnt are worth sharing:

1. You donโ€™t need to excel at everythingโ€”but you must be exceptional at one thing. Mastery is what sets you apart.
2. Clients want results, not just experiences. Be clear about the outcomes you deliver and work relentlessly to make them predictable and repeatable.
3. Understand the real business youโ€™re in. We became sought-after because we created a process that ensures measurable resultsโ€”not just inspiring training sessions.

To anyone who is struggling right now, I see you. Iโ€™ve been there. Itโ€™s painful, lonely and exhausting. But you donโ€™t have to do it alone.

If my story resonates with you, reach out. Iโ€™m here to share what Iโ€™ve learnt and help you on your journey.

Because sometimes, the biggest breakthroughs come from the hardest struggles. Donโ€™t give up. Your story isnโ€™t finished yet.

24/01/2025

๐€๐ซ๐ž ๐ฒ๐จ๐ฎ ๐’๐จ๐ฅ๐ฎ๐ญ๐ข๐จ๐ง-๐…๐จ๐œ๐ฎ๐ฌ๐ž๐ ๐จ๐ซ ๐๐ซ๐จ๐›๐ฅ๐ž๐ฆ ๐…๐จ๐œ๐ฎ๐ฌ๐ž๐? ๐Ÿค”โœจ

Take this ๐Ÿ ๐ฆ๐ข๐ง๐ฎ๐ญ๐ž ๐๐ฎ๐ข๐ณ to discover which side you're on!

A simple mindset shift can lead to better outcomes, stronger teamwork and greater success ๐ŸŽฏ.

๐Ÿ‘‰ ๐“๐š๐ค๐ž ๐ญ๐ก๐ž ๐ช๐ฎ๐ข๐ณ ๐ง๐จ๐ฐ: https://solutionfocused.scoreapp.com/

๐Ÿ“ข ๐–๐ก๐š๐ญ ๐ฌ๐ค๐ข๐ฅ๐ฅ๐ฌ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ž๐Ÿ๐ข๐ง๐ž ๐ญ๐ก๐ž ๐Ÿ๐ฎ๐ญ๐ฎ๐ซ๐ž ๐จ๐Ÿ ๐ฒ๐จ๐ฎ๐ซ ๐ฐ๐จ๐ซ๐ค๐Ÿ๐จ๐ซ๐œ๐ž?Our quick 4-minute survey helps to uncover the critical skills te...
20/01/2025

๐Ÿ“ข ๐–๐ก๐š๐ญ ๐ฌ๐ค๐ข๐ฅ๐ฅ๐ฌ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ž๐Ÿ๐ข๐ง๐ž ๐ญ๐ก๐ž ๐Ÿ๐ฎ๐ญ๐ฎ๐ซ๐ž ๐จ๐Ÿ ๐ฒ๐จ๐ฎ๐ซ ๐ฐ๐จ๐ซ๐ค๐Ÿ๐จ๐ซ๐œ๐ž?

Our quick 4-minute survey helps to uncover the critical skills teams need to adapt, innovate, and excel in the future of workplace success! ๐Ÿ•’

๐Ÿ’ก ๐–๐ก๐ฒ ๐ฉ๐š๐ซ๐ญ๐ข๐œ๐ข๐ฉ๐š๐ญ๐ž?

- Contribute to a comprehensive report shaping the future of workforce strategies.
- Gain exclusive access to collective findings from industry leaders.
- Get unique perspectives on workforce trends and strategies.

๐Ÿ“ฒ ๐‚๐ฅ๐ข๐œ๐ค ๐ญ๐ก๐ž ๐ฅ๐ข๐ง๐ค ๐›๐ž๐ฅ๐จ๐ฐ ๐จ๐ซ ๐ฌ๐œ๐š๐ง ๐ญ๐ก๐ž ๐๐‘ ๐œ๐จ๐๐ž ๐ญ๐จ ๐ ๐ž๐ญ ๐ฌ๐ญ๐š๐ซ๐ญ๐ž๐! ๐˜๐จ๐ฎ๐ซ ๐ฏ๐จ๐ข๐œ๐ž ๐œ๐š๐ง ๐ข๐ง๐ฌ๐ฉ๐ข๐ซ๐ž ๐œ๐ก๐š๐ง๐ ๐ž.

๐Ÿ‘‰ https://forms.office.com/r/E3tHJTjECG

๐ŸŒŸ Lunch with a Senior Leader: Yui Fai Tung, Chief of ACE Division, Ministry of Manpower ๐ŸŒŸToday, I had the privilege of s...
16/01/2025

๐ŸŒŸ Lunch with a Senior Leader: Yui Fai Tung, Chief of ACE Division, Ministry of Manpower ๐ŸŒŸ

Today, I had the privilege of sitting down with the Chief of ACE Division at the Ministry of Manpower. Over a hearty lunch, he shared the inspiring story behind ACEโ€™s creation during the pandemicโ€”a time when Singapore faced unprecedented challenges with nearly 1,000 COVID-19 cases daily.

ACE was set up to tackle the monumental task of safeguarding our migrant workersโ€™ well-being. From ensuring access to meals and hygiene facilities to managing remittance needs, medical care, and safe distancing measures, his team went above and beyond. They were on the ground facilitating COVID-19 tests, overseeing recovery care and optimising every process to protect lives during one of the most critical times in our history.

Now that COVID-19 is behind us, I asked Yui Faiโ€”what happens to ACEโ€™s mission?

While their focus has shifted, their mission remains the same: caring for our migrant workers. Even with reduced manpower, they are committed to finding innovative ways to serve and support this vital community.

Itโ€™s humbling to see such dedication to a cause that often goes unnoticed but has such a profound impact on the lives of many.

As we talked about future strategies, one thing became clearโ€”taking care of our migrant workers is not just a responsibility; itโ€™s a testament to how a society values the people who help build it.

Another takeaway from our conversation was the importance of staying anchored to your mission. Itโ€™s so easy to get caught up in the day-to-day tasks and lose sight of the purpose behind it all.

Thank you, Yui Fai, for your unwavering commitment and for sharing ACEโ€™s incredible journey. ๐Ÿ™

14/01/2025

๐€๐ซ๐ž ๐˜๐จ๐ฎ ๐†๐ž๐ญ๐ญ๐ข๐ง๐  ๐„๐ง๐จ๐ฎ๐ ๐ก ๐’๐ฅ๐ž๐ž๐ฉ? ๐Ÿค”

๐–ฃ๐—ˆ ๐—’๐—ˆ๐—Ž ๐—Œ๐—ˆ๐—†๐–พ๐—๐—‚๐—†๐–พ๐—Œ ๐–ฟ๐–พ๐–พ๐—… ๐—†๐—ˆ๐—ˆ๐–ฝ๐—’ ๐—ˆ๐—‹ ๐—Ž๐—‡๐–ฟ๐—ˆ๐–ผ๐—Ž๐—Œ๐–พ๐–ฝ? ๐–ธ๐—ˆ๐—Žโ€™๐—‹๐–พ ๐—‡๐—ˆ๐— ๐–บ๐—…๐—ˆ๐—‡๐–พ. ๐–ฒ๐—…๐–พ๐–พ๐—‰ ๐–ฝ๐–พ๐—‰๐—‹๐—‚๐—๐–บ๐—๐—‚๐—ˆ๐—‡ ๐—‚๐—Œ ๐—Œ๐—‚๐—…๐–พ๐—‡๐—๐—…๐—’ ๐—‹๐—ˆ๐–ป๐–ป๐—‚๐—‡๐—€ ๐—†๐—‚๐—…๐—…๐—‚๐—ˆ๐—‡๐—Œ ๐—ˆ๐–ฟ ๐—๐—๐–พ๐—‚๐—‹ ๐—๐–พ๐–บ๐—…๐—๐—, ๐—‰๐—‹๐—ˆ๐–ฝ๐—Ž๐–ผ๐—๐—‚๐—๐—‚๐—๐—’ ๐–บ๐—‡๐–ฝ ๐—๐–บ๐—‰๐—‰๐—‚๐—‡๐–พ๐—Œ๐—Œ.

๐–ฎ๐—‡๐–พ ๐—๐–บ๐—’ ๐—๐—ˆ ๐—ˆ๐—‰๐–พ๐—‹๐–บ๐—๐–พ ๐—ˆ๐—‰๐—๐—‚๐—†๐–บ๐—…๐—…๐—’ ๐–บ๐— ๐—๐—ˆ๐—‹๐—„ ๐–บ๐—‡๐–ฝ ๐—‚๐—‡ ๐—’๐—ˆ๐—Ž๐—‹ ๐—‰๐–พ๐—‹๐—Œ๐—ˆ๐—‡๐–บ๐—… ๐—…๐—‚๐–ฟ๐–พ ๐—‚๐—Œ ๐—๐—ˆ ๐–พ๐—‡๐—Œ๐—Ž๐—‹๐–พ ๐—๐—๐–บ๐— ๐—’๐—ˆ๐—Ž ๐—๐–บ๐—๐–พ ๐–พ๐—‡๐—ˆ๐—Ž๐—€๐— ๐—Œ๐—…๐–พ๐–พ๐—‰. ๐–จ๐—‡ ๐—๐—๐—‚๐—Œ ๐—๐—‚๐–ฝ๐–พ๐—ˆ, ๐–จ ๐—๐–บ๐—๐–พ ๐—…๐—‚๐—Œ๐—๐–พ๐–ฝ ๐Ÿฉ ๐–พ๐—๐—‚๐–ฝ๐–พ๐—‡๐–ผ๐–พ-๐–ป๐–บ๐—Œ๐–พ๐–ฝ ๐—๐—‚๐—‰๐—Œ ๐—๐—ˆ ๐—‹๐–พ๐–ผ๐—…๐–บ๐—‚๐—† ๐—’๐—ˆ๐—Ž๐—‹ ๐—‹๐–พ๐—Œ๐— ๐–บ๐—‡๐–ฝ ๐–พ๐—‡๐–พ๐—‹๐—€๐—’.

๐–ธ๐—ˆ๐—Ž๐—‹ ๐—๐–พ๐–บ๐—…๐—๐—, ๐–พ๐—‡๐–พ๐—‹๐—€๐—’ ๐–บ๐—‡๐–ฝ ๐—…๐—‚๐–ฟ๐–พ ๐–ฝ๐–พ๐—‰๐–พ๐—‡๐–ฝ ๐—ˆ๐—‡ ๐—‚๐—.

๐–ฒ๐—ˆ, ๐–ฝ๐—ˆ๐—‡โ€™๐— ๐—…๐–พ๐— ๐—Œ๐—…๐–พ๐–พ๐—‰๐—…๐–พ๐—Œ๐—Œ ๐—‡๐—‚๐—€๐—๐—๐—Œ ๐—Œ๐—๐–พ๐–บ๐—… ๐—’๐—ˆ๐—Ž๐—‹ ๐—ƒ๐—ˆ๐—’ ๐–บ๐—‡๐–ฝ ๐—Œ๐—๐–บ๐—‹๐— ๐—’๐—ˆ๐—Ž๐—‹ ๐—ƒ๐—ˆ๐—Ž๐—‹๐—‡๐–พ๐—’ ๐—๐—ˆ ๐–ป๐–พ๐—๐—๐–พ๐—‹ ๐—Œ๐—…๐–พ๐–พ๐—‰ ๐—๐—ˆ๐–ฝ๐–บ๐—’.

๐Ÿ“ฒ ๐–ถ๐—๐–บ๐—โ€™๐—Œ ๐—’๐—ˆ๐—Ž๐—‹ ๐—Œ๐–พ๐–ผ๐—‹๐–พ๐— ๐—๐—ˆ ๐–บ ๐—€๐—ˆ๐—ˆ๐–ฝ ๐—‡๐—‚๐—€๐—๐—โ€™๐—Œ ๐—Œ๐—…๐–พ๐–พ๐—‰? ๐–ฒ๐—๐–บ๐—‹๐–พ ๐—‚๐—‡ ๐—๐—๐–พ ๐–ผ๐—ˆ๐—†๐—†๐–พ๐—‡๐—๐—Œ!

๐“๐ก๐ž ๐‡๐ข๐๐๐ž๐ง ๐‚๐จ๐ฌ๐ญ ๐จ๐Ÿ ๐•๐š๐ง๐ข๐ญ๐ฒ ๐€๐ฐ๐š๐ซ๐๐ฌEvery week, I receive emails congratulating me for being "selected" as one of the top 10...
13/01/2025

๐“๐ก๐ž ๐‡๐ข๐๐๐ž๐ง ๐‚๐จ๐ฌ๐ญ ๐จ๐Ÿ ๐•๐š๐ง๐ข๐ญ๐ฒ ๐€๐ฐ๐š๐ซ๐๐ฌ

Every week, I receive emails congratulating me for being "selected" as one of the top 10 in my field. At first glance, it sounds flatteringโ€”until you realise thereโ€™s no clear criteria, no credible panel of judges, and no real validation of merit.

These emails often promise exposure to C-suite executives and industry leaders across the regionโ€”but at a cost. All of this recognition, they say, can be yours for just $###X.

Itโ€™s a business model built on exploiting the need for validation. Many trainers, consultants, and speakers fall into this trap, believing that such "recognition" will enhance their credibility and attract more clients.

But isnโ€™t this just a hollow victory? A form of vanity that shifts focus away from what truly matters: delivering measurable results and making a real impact.

Why not let your work speak for itself? Why not pursue recognition from credible industry bodies with strict criteria and esteemed judges? Recognition earned through hard work and excellence is far more meaningful than one bought with a fee.

Iโ€™m not against awards. Iโ€™ve been fortunate to receive a few from respected organisationsโ€”but I am deeply against paying for awards that lack integrity and authenticity.

Is this happening in your industry too? What drives this culture? Iโ€™d love to hear your thoughts.

What do you do when your organisation fires 3 senior executives over how they handled a whistle-blowing report?I recentl...
08/01/2025

What do you do when your organisation fires 3 senior executives over how they handled a whistle-blowing report?

I recently had lunch with another senior leader from that same organisation and it left me reflecting deeply on the importance of leadership during challenging times. ๐ŸŒŸ

When a company faces difficulties, itโ€™s the leaders who become the anchor for their teams.

Employees naturally look to their leadersโ€”not just for guidance, but for a clear interpretation of what happened and whatโ€™s next.

A good leader doesnโ€™t just manage the storm; they help their people navigate it with clarity, confidence and purpose.

As we discussed strategies and resilience, one thing stood out: leadership is about being present, empathetic, and decisive when it matters most.

Itโ€™s a reminder to all leaders that in times of uncertainty, your actions and words, carry the power to transform fear into focus and setbacks into opportunities.

What are your thoughts on leadership during tough times? Letโ€™s discuss! ๐Ÿ‘‡

If you knew you only had 3 months to live, how would you spend that time?For Jun Yang, the answer was clear: he pursued ...
05/01/2025

If you knew you only had 3 months to live, how would you spend that time?

For Jun Yang, the answer was clear: he pursued his lifelong dream of holding an art exhibition.

With the support of Ambulance Wish Singapore, a charity that fulfills the wishes of terminally ill patients, Jun Yang made his dream a reality at just 31 years old.

Recently, I had the privilege of visiting his exhibition alongside members of Entrepreneurs' Organization (Singapore Chapter). It wasnโ€™t just an art displayโ€”it was a reflection of resilience, creativity and the courage to live fully, even in the face of the unimaginable.

I was deeply moved to bring home two of his creations:

1๏ธโƒฃ A Samsui Woman, honoring the hardworking women who shaped Singapore in its early days.

2๏ธโƒฃ A Tie Fighter with wings crafted from the iconic Toa Payoh dragon playgroundโ€”a beautiful blend of tradition and imagination.

Jun Yangโ€™s story is a powerful reminder: We canโ€™t always control how our lives end, but we can absolutely choose how they matter.

His courage inspires me to reflect on my own choicesโ€”and I hope it inspires you too.

๐Ÿ‘‰ Take a moment to think about how you can make your life count. What dreams are you waiting to chase?

03/01/2025

โ€œAโ€ players love to work with โ€œAโ€ players. They are not afraid to work with other โ€œAโ€ players. Agree?

Being efficient is great, but whatโ€™s the point of doing something fast if it doesnโ€™t deliver the right results? ๐Ÿ™ƒA team ...
27/12/2024

Being efficient is great, but whatโ€™s the point of doing something fast if it doesnโ€™t deliver the right results? ๐Ÿ™ƒ

A team might efficiently create a product, but if it doesnโ€™t meet customer needs, the effort isnโ€™t effective.

A leader might handle a meeting efficiently by keeping it short but if key decisions are not made, it lacks effectiveness.

Effectiveness ensures that the effort, time and resources contribute to meaningful outcomes, whether in leadership, work, or personal growth.

I personally think that Effectiveness also Include a certain level of Efficiency. Doing the right things in a resourceful way makes your results even more impactful.

Always choose effectiveness first โ€”because results matter more than speed alone.

๐Ÿ’ฌ What about you?

Do you focus more on efficiency or effectiveness in your work? Share your thoughts below! ๐Ÿ‘‡

This December, something truly remarkable happened. ๐ŸŒŸWe had the honour of working with senior leaders from a prominent J...
24/12/2024

This December, something truly remarkable happened. ๐ŸŒŸ

We had the honour of working with senior leaders from a prominent Japanese conglomerate who flew to Singapore to join our Small Steps to Big Changes program. โœˆ๏ธ๐ŸŒ

These leaders came with one powerful question: How can a global organisation create meaningful, lasting change?

Together, we uncovered strategies to:
1๏ธโƒฃ Think and act globally, breaking silos and embracing a borderless mindset. ๐ŸŒ
2๏ธโƒฃ Build a corporate culture that becomes their strongest competitive advantage. ๐Ÿข๐Ÿ’ผ
3๏ธโƒฃ Lead transformational change that shifts mindsets, sparks optimism, and moves people toward new possibilities. โœจ๐Ÿš€

This wasnโ€™t just a training programโ€”it was a journey toward creating positive change at every level of their organisation. Witnessing their dedication to growth and innovation was truly inspiring. ๐Ÿ™Œ

December is usually a quiet month for us at Deep Impact Pte Ltd but this year was different. ๐ŸŽฏ Every single day was filled with meaningful work and client engagements. Itโ€™s fulfilling to know our efforts are paving the way for an incredible new year. ๐Ÿ’ช๐Ÿ”ฅ

Are you ready to take those Small Steps that create Big Changes in your organisation? Letโ€™s make it happen. ๐Ÿ’ผโœจ




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