Christopher Quek

And my personal fear was that if you don't actually infuse Singapore with a continual breed of entrepreneurs, that would spell trouble for the country down the road, where you will have to start to give your economic privilege, authority over to the giant MNCs, which were hiring all the people.

And my personal fear was that if you don't actually infuse Singapore with a continual breed of entrepreneurs, that would spell trouble for the country down the road, where you will have to start to give your economic privilege, authority over to the giant MNCs, which were hiring all the people.

And I felt that was a personal motivation on my side that could we actually build a whole group of entrepreneurs. And that was the original intent. And very interestingly, now that I've looked at it 11 years, it's evolved to a whole generation of entrepreneurs across Southeast Asia. And why did I decide to expand that whole vision?

And I felt that was a personal motivation on my side that could we actually build a whole group of entrepreneurs. And that was the original intent. And very interestingly, now that I've looked at it 11 years, it's evolved to a whole generation of entrepreneurs across Southeast Asia. And why did I decide to expand that whole vision?

was because when I looked at how India and China were developed, they developed really fast. They had really skilled entrepreneurs to really build their economies up. But here in Southeast Asia, it's a little bit more complicated. It's not homogeneous, the first thing that we know. Ten nations, very diverse groups of ethnicities, and it was very fragmented.

was because when I looked at how India and China were developed, they developed really fast. They had really skilled entrepreneurs to really build their economies up. But here in Southeast Asia, it's a little bit more complicated. It's not homogeneous, the first thing that we know. Ten nations, very diverse groups of ethnicities, and it was very fragmented.

And one of the biggest, very interesting points that I like to note resonates a lot to me as a next-gen family business owner was 92% of all businesses in Southeast Asia are family-run businesses. From your micro SMEs, people who are one-man, two-man show, to your big conglomerates like your CP Group, your Alliers, your Sampornas and all that.

And one of the biggest, very interesting points that I like to note resonates a lot to me as a next-gen family business owner was 92% of all businesses in Southeast Asia are family-run businesses. From your micro SMEs, people who are one-man, two-man show, to your big conglomerates like your CP Group, your Alliers, your Sampornas and all that.

And I realised that it is really essential is to understand the DNA of the entrepreneurs, which are mainly the next generation of entrepreneurs, and to really expand on that vision, to really incorporate them as part of this whole regional vision, as I call it, where we are starting to...

And I realised that it is really essential is to understand the DNA of the entrepreneurs, which are mainly the next generation of entrepreneurs, and to really expand on that vision, to really incorporate them as part of this whole regional vision, as I call it, where we are starting to...

in how I say, mentor, guide, build up this next gen entrepreneurs with the latest technologies, the latest kind of mindset, and to really make sure that they have a certain set of very good values that they can follow, for example, the ESG value set that will really change the way that Southeast Asia is being developed.

in how I say, mentor, guide, build up this next gen entrepreneurs with the latest technologies, the latest kind of mindset, and to really make sure that they have a certain set of very good values that they can follow, for example, the ESG value set that will really change the way that Southeast Asia is being developed.

So I think this is just a little bit of a personal want that I really want to see in my vision down the road is like a whole group of next generation entrepreneurs running together side by side with me, helping each other out, whether they are from Malaysia, Indonesia, Thailand or Philippines and sharing best practices so that businesses start to grow and they can make a very positive impact back to the people of Southeast Asia.

So I think this is just a little bit of a personal want that I really want to see in my vision down the road is like a whole group of next generation entrepreneurs running together side by side with me, helping each other out, whether they are from Malaysia, Indonesia, Thailand or Philippines and sharing best practices so that businesses start to grow and they can make a very positive impact back to the people of Southeast Asia.

If I may just do a small comparison where against Europe versus Southeast Asia, they got quite a very similar kind of economic situation of fragmented natures, different economic activity. I would say different levels of economic development around, if I put that into context. And Europe is what I call a very established and developed way of family, intergenerational family businesses.

If I may just do a small comparison where against Europe versus Southeast Asia, they got quite a very similar kind of economic situation of fragmented natures, different economic activity. I would say different levels of economic development around, if I put that into context. And Europe is what I call a very established and developed way of family, intergenerational family businesses.

A number of them have reached maybe six to seven generations by now. Some of them, like the Vinyard families, are 14 generations. But when you look back here into Southeast Asia, it is still very young. At most, like the Indonesians, it has moved down to the fourth generation and

A number of them have reached maybe six to seven generations by now. Some of them, like the Vinyard families, are 14 generations. But when you look back here into Southeast Asia, it is still very young. At most, like the Indonesians, it has moved down to the fourth generation and

The context here that you will see is that the next-gen business owners are having very different challenges from that of their parents. And the unfortunate thing is that the parents are also very new as entrepreneurs. The evolution of how family businesses are in Southeast Asia versus Europe is still very nascent at this point. So what are the very interesting challenges?

The context here that you will see is that the next-gen business owners are having very different challenges from that of their parents. And the unfortunate thing is that the parents are also very new as entrepreneurs. The evolution of how family businesses are in Southeast Asia versus Europe is still very nascent at this point. So what are the very interesting challenges?