Models of Power

Pat Liew
Founder & Group CEO, BTC Clothier Sdn Bhd & winner of the EY Woman Entrepreneur of the Year Award 2014

Harry Potter creator JK Rowling once said: “Anything’s possible, if you’ve got enough nerve”. And that’s an apt description of BritishIndia founder Pat Liew. Accomplished? Without a doubt, as winning this year’s EY Woman Entrepreneur Of The Year award will attest. Hands-on? She’s drawing her own eyeliner, to the bemusement of assisting stylists standing by her side, during our interview. Her way or the highway? Occasionally. “I need to have a strong opinion on matters that take into account business needs and our design integrity,” she explains. “Our products need to be relevant to survive. There is no place for self-doubt and indecisiveness. I’m fine with creative tension but, at the end of the day, it must be in fulfilment of the label’s end goal. When failure is not an option, you’re focused and protective of your vision.”

Courage under fire and fortitude under trying circumstances are sentiments that you can pin on this remarkable woman, who is still deeply dedicated towards presiding over her burgeoning empire with a linen-and-khaki sceptre. And she’s still fighting the good fight after all these years.

True, she’s having a legal tussle with a prominent shopping mall over the way her homegrown label has been handled by the managing landlords. They want her to relocate her flagship to the second floor; she’s not having it. She has been told to stay mum on the subject and while there may be other factors at play, her stance that “visiting tourists experience local culture through an engagement with local products and services when shopping” is indeed a valid one.

“We should not build our retail industry solely on foreign brands, as it is homegrown labels that give a country its identity. In being able to present the broader visual of what encompasses our culture, we are able to develop an emotional connection with our diversity.”

Before BritishIndia, she walked away from a well-paying job as a merchandising and fashion director at the age of 43 because she didn’t take too kindly to how her employer was treating her co-workers. “I’ve also encountered problems planning my sales budget for festive periods,” she recalls. “The clothes on offer were for winter months – woolly, warm and dark colours that were unsuitable in Malaysia.”

It was time to stop and take stock. She and the company parted ways after 15 years, and she took time to think about what kind of life she really wanted. Liew realised what she treasured most were her friends and family, independence and a certain degree of creative control. “The importance of branding cannot be overstated,” she asserts. “A sense of identity forges a bond of trust between both parties, because customers know what to expect each and every time they come back. It’s a vital component towards capturing better gross margins and enhancing customer loyalty.”

Kuala Lumpur may be a long way from New Delhi, but Liew’s intuition suggested a niche that presented an opportunity for her to create a tropical line. Her plan: to start her own label that draws inspiration from the days of the British Raj. “I decided that the time was right to create a line that evoked nostalgic memories of a bygone era,” she says.

Venturing out on her own, she housed five employees in a makeshift office in a bold attempt to open eight BritishIndia boutiques (in four months) across Malaysia and Singapore. “We were a start-up company with limited resources. It was doing whatever it took, including painting the walls of outlets late into the night. Developing a brand from ground zero takes more than just time. It takes tremendous commitment to nurture growth. We even had to forgo profits to build the brand we wanted.”

Even when she’s not working, her days are full. The rewards are worth the effort. The brand’s look is distinct as it references Malaysia’s multi-racial composition and traditions, albeit with a modern twist.  Liew came up with a blend of colonial flavours and custom-made touches – the Indian kurta is reworked to be worn by everyone – that now include bed linens, and even apparel for yoga practitioners and urban adventurers who want to look like Indiana Jones when they next visit the Himalayas.

“I like working with people who have passion and commitment,” she says. “I love what I do. Turning a vision into reality requires the undivided support from those around you. My husband and wonderful friends kept me focused on my journey. In particular, I’m indebted to the late Yasmin Ahmad, who produced the first BritishIndia advertisement, that went on to win many industry awards.” It’s evidence that a play on oppression and nice outfits once in a while doesn’t really hurt anyone.

Today, BritishIndia is established in four countries with a total of 40 outlets. A fifth store in Singapore has just opened. “The label has attracted the attention of private investors and equity companies,” she says. “Eventually, I want to find the right partner, but my priority now is to build a strong company structure. My aim is to improve every section of the company to create an integrated retail structure that will showcase the brand on a global stage.”

Anne Kung
Executive Director & CEO, Instacom Group Bhd

Encountering believers of the Bahá’í faith, Anne Kung was pleasantly surprised with one aspect of their teachings. “If a choice has to be made to educate only one child in a family, the education of daughters takes precedence over that of sons,” she says. “This is because women go on to educate whole households as they are often responsible for the upbringing of children.” This multiplier effect is counterintuitive to how traditional Asian values view gender equality, and Kung is insistent that the fairer sex should never give up a career and be dependent on their spouses.

“It’s really unfortunate,” she continues. “What’s the point of equipping you with the right tools in life if you’re going to give it all up? I advise my daughters and other young ladies to do whatever it takes to be able to stand on their own two feet. I’ve seen doctors giving up their practice when it should rightfully be an equal partnership where both are allowed to build their respective careers.”

As such, in her senior role as CEO of telecommunications company Instacom Group, she is walking the talk. “I make a conscious effort to empower women in the workplace,” she beams. “If they are good at what they do, I’ll encourage them to take it up a notch and step out of their comfort zones. Make decisions and be bold to stand by them regardless of the outcome.”

She cites Margaret Thatcher and Hillary Clinton as inspirational role models and welcomes the satisfaction it gives her to always find workarounds. The Kuching native is no stranger to doing things the hard way. “I can’t keep up with the latest in tech trends, but we’ll employ the best when technical help is needed so that I can focus on the big picture.”

A qualified lawyer, Kung, who is also a trained accountant, takes a flight to Kuala Lumpur every week to see to business. “Kuching is home,” she states matter-of-factly. “Most of the time, meetings with clients will take place in KL. That is why I’m amazed at what I can accomplish with my smartphone and the Internet. I’m connected during holidays and I’ll reply my e-mails if there’s anything urgent that requires my attention.”

In fact, it’s just the way she likes it and it doesn’t take a physical toll on her and her family. However, she does have a little help along the way. “I’ve never neglected my responsibilities as a mother and wife,” she says. “My children are always a priority. I am thankful to have a helper who has been with the family for close to 25 years. She ensures that my household is in order.”

Under the tutelage of her mentor, Tan Sri Datuk Seri Mohd Effendi Norwawi, she also came to understand what it means to always keep one’s composure. “He never loses his cool,” she explains. “There is a lot of diplomacy and tact in his dealings with subordinates. He never reprimands anyone publicly and he has his way of inspiring loyalty. He’s generous with his praise and I’ve learned to never lose that human touch when working with others.”

Dr. Soraya Ismail
Managing Director, Vitality Boost Sdn Bhd

Soraya’s Favourite is a super smoothie that is sold at Boost Juice Bars in Malaysia. A delicious blend of mango, green tea and vanilla yogurt, Dr Soraya Ismail’s imprint on the Australian juice bar franchise is a suitably tongue-in-cheek one. “My favourite used to be the Brekkie to Go Go, but I’m allowed to change my mind,” she states, before elaborating on why the franchising model works to her advantage.

Having a Malaysian father who worked for a shipping company meant that Soraya moved and lived in different countries as a child. “I’ve learned to adapt to my environment,” she explains. After starting her consulting job in London, she met her British husband who eventually became her “partner-in-crime”.

“I’ve spent significant portions of my life in Tokyo, London and Melbourne. I’ve never lived in a KL as an adult but I think it’s right that I come back and try to make a difference; besides, Malaysia is where I wanted to start my family. I believe in seeing the silver lining in what our country has to offer despite what many are saying about our economy.

“I was working in Melbourne and was frequenting Boost Juice to get my fix of healthy juices,” she says. “It was already a proven concept and, after years in stable, high-powered jobs as a management consultant, my husband and I wanted to do something on our own.” The duo decided to acquire the rights as Boost Juice’s master franchisee for both Malaysia and Singapore. They’ve also made themselves accessible with company profiles that declare Soraya as ‘the brainy one’ and mention their love for outdoor adventure such as trekking, snowboarding and kitesurfing – hardly a regurgitation of her impressive corporate resume.

A fiercely intelligent woman, Soraya said what she’d done was nothing out of the ordinary. Running the business effectively requires a certain savvy and she has it in spades.  “In fact, you have to set up your processes and drive a localised strategy that works. I’m very detail-oriented and organised. I’ll jot down everything in my diary and I won’t allow a meeting to drag on unnecessarily.

“I’m a chemical engineer and not a retail expert,” she explains. “Not at that time, anyway. That’s why being able to leverage on Boost’s marketing expertise, to be privy to its R&D, makes it worthwhile to pay a percentage of our revenues to the principal. They were able to negotiate tie-ups with Disney, which wouldn’t have been possible if we had started from scratch. I guess Boost found me and I found Boost.”

There are now around 50 outlets in Malaysia. “We’ve also altered our operations to suit the Malaysian workforce that comprise mainly working adults compared to Australia, where university students were manning the juice counters. We had to learn how to retain staff and allow them to grow with the company.”

She uses empathy and patience, but sometimes tough measures are needed. “I can be garang (fierce) if the need arises,” she says, adding that the best way to decide on venturing into any business is to go in with both eyes open.

“Don’t just talk about it. Just do it,” says the yoga practitioner. “We looked at the market and we were ready for a total lifestyle change. It was nice to see a bulk salary at the end of every month and take four-week holidays as an employee. We started out with just the two of us at our head office. Now, there are 14 of us and, yet, I know every micro detail of everyone’s job scope simply because I was doing it myself five years ago.”

Ebby Loo
Managing Director, Euro-Atlantic Sdn Bhd

The passion fruit is Ebby Loo’s favourite and it was hardly surprising that she followed her ‘passion’ by leaving a high-flying job in finance to sell imported fruits. “It wasn’t the nine-to-five (job) that I’ve been accustomed to because the different time zones meant that I had to be on standby to coordinate shipments coming in from KLIA,” she recalls. “There was no Internet then and everything had to be relayed through fax and phone. Now, a simple e-mail to multiple recipients sorts out most of our logistic issues.”

Euro-Atlantic specialises in importing specialty fruits and vegetables. Yet, the company’s Managing Director couldn’t tell the difference between a broccoli and a cauliflower back in 1992. “I had zero product knowledge and there was a steep learning curve when we first started,” she says frankly. But Loo would rather talk about how she saw a niche in the market – that was initially satisfied through distributors in Singapore – than analyse the differences between two green vegetables.

“I still look forward to going into the office every day,” she says. That’s not surprising, given that her fully-fledged company has three subsidiaries, including one that imports seafood and other marine produce. Not to mention a clientele that includes major five-star hotels and restaurants, and hypermarkets such as Giant, Tesco and Cold Storage.

“As demand volume grew, we began to source our inventory directly from exporters,” she explains. “Our goods are highly perishable and we needed to safeguard handling requirements. We’re HACCP (Hazard Analysis and Critical Control Points) certified and have rejected shipments from China when pesticide levels were too high and did not meet our criteria.”

There were also transferable skills from her stint in banking that proved useful. “For example, I didn’t need to be advised that foreign exchange facilities were vital to hedge future contracts for next season’s crops,” she says. “In addition, I was well aware of how to use banking facilities such as trade bills and invoice financing to our advantage. These days, we have a finance director and I’m in sync with how she goes about ensuring that the financial side of the business is taken care of.”

It’s easy to get caught up with number crunching, but Loo finds the time to show that she cares. “We’re a people-oriented company,” she asserts. “My door is always open and there’s a counselling division at our human resources department. We also provide education subsidies to our staff based on the needs of their children. I have a junior sales executive who started out with us 20 years ago and now heads the retail section, taking care of the supermarkets that purchase our inventory. I can’t build an empire myself and I do not work long hours because I want (to spend) quality time with my four children.”

Lastly, says the 54-year-old: “When it comes to managing a business, it doesn’t matter if you’re a man or a woman. I do look forward to retiring but the company still needs me and I’ll probably cross that bridge again when I hit the big 6-0.”

Adelaine Foo
Founder & CEO, The Otomotif College Sdn Bhd
“I’m not a car person!” This is what Adelaine Foo says each time she’s quizzed by acquaintances and journalists alike. “I’m interested in human beings and simply didn’t like the negative perception that car mechanics were receiving.”

To treat everyone with less contempt: that’s the quick summary of what drove a young woman with a background in performance arts to launch a crusade to dispel the blue-collar stereotype. “We are all human beings and we want the same things,” she says. “As long as you’re a genuine person, I don’t think it matters what your profession is.”

Reaching her destination was no easy ride. She believes that to do things the right way, it may be necessary to forgo short-term financial gain. “I don’t think anyone who starts a school sees it initially as a money-making business.

“I like to believe that I can make a difference because these technicians are expected to ‘cure’ your car just like a doctor heals a patient, but their status in society isn’t what it should be,” she argues. “They are underpaid and even the good ones aren’t getting the respect they deserve.”

Clearly, rectifying such ambivalence isn’t an exact science.  Foo explains that she backtracked to find out what would be required to provide them with the recognition they needed. “They were immensely skilled, but it took approaching the appropriate governing bodies such as the Malaysian Qualifications Agency and the Ministry of Human Resources to obtain the proper certification.”

Earning praise early on for providing early school-leavers with vocational training in motorsport and automotive technology, Foo says the college welcomes all types of students.

“I’m not only talking about the 15-year-old who needs to learn a trade to get a job,” she says. “I’m also talking about straight-A scholarship students who represent Malaysia at the World Skills Competition, which tests their problem-solving skills relating to the engine, transmission and electrical wiring of a vehicle.”

Of course, there are also workshop owners who want their sons to take over the business and mature students in their 30s looking for a career change and a second lease on life. “Female mechanics are still a minority (at The Otomotif College), but they are often better compensated than their male counterparts upon graduation.”

Nowadays, it’s cool to be a mechanic who knows his (or her) way under the hood of a coupé. Looking back, she is grateful that she didn’t have to sacrifice a family life in order to better the lives of those who enrol at the college.

“I have three children,” she says. “I leave the office at six and head home for dinner. I’ll put them to bed by eight and maybe play a game of pool with my husband before calling it a night. My youngest boy seems to be interested in cars, but I don’t really care as long as they become good adults who are capable of looking after themselves when I’m no longer around.”

For the record, Foo drives a Honda Jazz that isn’t souped-up with a turbocharger or ‘modified’. “I love shopping at Ikea and the Jazz’s foldable backseats are a godsend,” she jokes. “It may take 30 minutes but, let me tell you, I can jumpstart a car and change a flat tyre by myself if I have to.”