The Executives

There was a time when a kitchen was judged by the strength of its stove or the size of its refrigerator. Today, it has become something far more personal. It is where families reconnect after long days, where wellness begins with the meals prepared, and increasingly, where technology quietly works in the background to make everyday living healthier, safer and more intuitive. Modern homeowners are no longer simply purchasing appliances—they are investing in lifestyles that reflect convenience, sustainability and peace of mind. This changing mindset has given rise to what many in the industry now recognise as the smart living movement. At the forefront of this evolution is SENZ Marketing (M) Sdn. Bhd., a proudly Malaysian brand that has steadily transformed itself into one of the country’s most recognised names in innovative kitchen and lifestyle appliances. Rather than competing solely on price or product specifications, SENZ has built its business around a simple yet increasingly relevant philosophy: technology should improve the way people live, not complicate it. Founder and Managing Director of SENZ Marketing (M) Sdn. Bhd. – Datin Katherine Leong Hong Yin. Since its establishment, the company has developed an extensive portfolio spanning its Classic, Premium and flagship Premium X Series, catering to everyone from first-home buyers and growing families to discerning homeowners seeking premium, technology-driven living. Along the way, the company has earned national recognition as a Malaysia Book of Records holder and multiple SOBA award winner, including accolades for Best Brand and Best in Customer Service. Perhaps even more telling is the confidence it has earned from consumers, reflected in more than 1,700 five-star Google Reviews—the highest rating within Malaysia’s kitchen appliance sector. For SENZ, however, the product itself is only part of the story. The company believes one of the greatest frustrations facing homeowners begins after they have already made a purchase. Whether navigating confusing user manuals, waiting weeks for warranty claims or struggling to reach customer support, many consumers have experienced what the company describes as the “after-sales trap”—a gap that continues to undermine confidence across the industry. Instead of accepting this as the norm, SENZ chose to redesign the ownership experience. Every appliance is equipped with a universal QR code that instantly connects users to an extensive digital library of instructional videos covering operation, self-installation and preventative maintenance. Rather than forcing customers to decipher lengthy manuals, the company offers immediate access to practical visual guidance that empowers homeowners from the moment their appliance enters the home. When technical support is required, customers are connected directly to SENZ’s dedicated in-house service infrastructure, eliminating many of the lengthy processes traditionally associated with warranty claims and repairs. It is a customer-first approach that reflects a broader belief that premium service should continue long after the purchase has been made. That philosophy emerged from an opportunity the company recognised early in its journey. Malaysia’s appliance market had long been divided between premium international brands offering advanced technology at higher price points and lower-cost alternatives that often lacked innovation, safety certifications or dependable after-sales support. SENZ saw an opportunity to bridge this divide by developing high-performance, space-saving appliances engineered specifically for Malaysian homes, lifestyles and cooking habits. As consumer expectations evolved, the challenge shifted from simply delivering better products to creating a complete ownership ecosystem built around reliability and transparency. Rather than outsourcing customer support, SENZ invested heavily in building its own integrated operations hub in Puchong, housing warehousing, quality control and technical repair facilities under one roof. This operational independence has enabled the company to maintain greater consistency while responding more efficiently to customers’ needs. While many businesses define growth through expansion alone, SENZ views progress through a different lens. Its ambition is not simply to increase sales volumes, but to strengthen the ecosystem surrounding its business. Today, the company supports a nationwide network of more than 200 authorised dealers, providing warehouse facilities that ease inventory pressures, digital marketing assets that strengthen local visibility and business support designed to improve profitability across the network. Equally deliberate are the opportunities it chooses not to pursue. In an increasingly price-driven market, SENZ has resisted the temptation to compete through low-cost, uncertified products that may compromise quality or long-term brand value. Instead, it continues investing in engineering, customer support and innovation, believing that sustainable growth is built on trust rather than short-term gains. As the organisation has grown beyond RM17 million in revenue, leadership has naturally evolved alongside it. The transition required moving away from founder-led decision-making towards a more structured, data-driven organisation. Departmental leadership, cross-functional accountability and digital management systems have replaced manual oversight, allowing teams greater autonomy while maintaining consistency across every aspect of the business. Technology now plays a central role behind the scenes as well. Digital warehouse management systems monitor inventory accuracy, while proprietary field service applications enable technicians to document repairs and maintenance in real time, reinforcing accountability throughout the customer journey. For SENZ, scaling has reinforced an important lesson—that sustainable businesses are built not through tighter control, but through stronger systems that empower people to perform at their best. Many of these investments remain invisible to consumers. Customers see beautifully designed appliances displayed in showrooms. What they rarely see is the operational framework supporting every purchase—from stringent quality control and responsive customer care to seven-day unconditional return policies, complimentary cleaning services and digital service verification designed to provide confidence long after installation. These behind-the-scenes investments have become one of the company’s greatest competitive advantages, transforming after-sales support from an operational necessity into a defining brand experience. The company’s vision for the future reflects a broader shift taking place across modern households. Tomorrow’s kitchens will no longer be defined simply by cooking performance. They will become healthier, more connected environments where technology actively contributes to family wellbeing. Products such as SENZ’s AIGuard Series, designed to monitor kitchen air quality, and its InfinityZone Anywhere Cooker, which offers greater flexibility for modern cooking, illustrate the direction the company believes the industry is heading. Achieving this vision requires

Business has never been built solely in boardrooms. Some of the most meaningful partnerships begin over coffee between conference sessions. New ideas are sparked during networking receptions. Trust is strengthened through shared experiences, while conversations that begin at an industry forum often evolve into collaborations that shape businesses, industries and even communities. Managing Director and Founder of TR Branding Sdn Bhd –  Juliahayyu Mohamad. As the business world becomes increasingly connected, organisations are recognising that every interaction is an opportunity to communicate who they are, what they stand for and the relationships they hope to build. Events are no longer simply gatherings—they have become strategic platforms for storytelling, engagement and influence. It is within this evolving landscape that Tr Branding Sdn. Bhd. has established its place. Since its inception in 2015, the Malaysian consultancy has quietly redefined what clients should expect from an event and communications partner. Rather than focusing solely on logistics or production, the company approaches every project as an opportunity to create experiences that strengthen brands, connect people and deliver meaningful outcomes beyond the occasion itself. Founded by two lifelong friends whose professional backgrounds couldn’t have been more different—one rooted in engineering and operational precision, the other in media and international marketing—Tr Branding was built on the idea that creativity and structure should never exist independently. Together, they envisioned a company capable of delivering complete solutions, bringing together event management, branding, public relations, creative design, logistics, marketing and strategic consultancy under a single roof. That integrated philosophy has since become the company’s defining strength. Today, Tr Branding works across both the public and private sectors, delivering everything from corporate conferences and product launches to ministerial dinners, government initiatives and regional community programmes. Yet the company sees itself as far more than an event organiser. Its role begins well before invitations are sent and continues long after the final guest has departed. Every project starts with a simple question: What is the client truly trying to achieve? Sometimes the objective is visibility. Sometimes it is stakeholder engagement. Other times it is about strengthening public confidence, celebrating milestones or creating environments where meaningful conversations can naturally unfold. Understanding that objective shapes every creative and strategic decision that follows. This perspective reflects a broader shift taking place across the industry. Modern organisations increasingly seek partners capable of managing not only an event, but the entire experience surrounding it. Branding, publicity, media engagement, digital communications, creative storytelling and audience engagement have become just as important as venue selection or programme management. Recognising this change early allowed Tr Branding to position itself as a strategic advisor rather than simply a service provider, helping clients navigate the wider business and communications landscape while delivering experiences aligned with their long-term objectives. Behind this approach is a leadership philosophy grounded in authenticity. Entering an industry historically dominated by men, particularly in leadership and project management roles, the company’s founder believed there was room for a different style of leadership—one that values empathy alongside execution, collaboration alongside accountability, and relationships alongside results. That mindset continues to shape the company’s culture today. Attention to detail, thoughtful communication and genuine partnership have become central to the way Tr Branding works with clients, suppliers and stakeholders alike. Rather than viewing projects as isolated assignments, the team invests time in understanding each organisation’s broader vision, often contributing ideas, identifying opportunities and refining concepts long before implementation begins. As the business has grown, so too has its understanding of success. While commercial performance remains essential, growth is measured through a much broader lens—one that includes the development of people, positive community impact and the ability to remain relevant within a rapidly changing industry. Continuous learning, embracing emerging technologies and nurturing future talent are viewed as investments that strengthen both the business and its clients. Equally important is remaining true to the principles that define the organisation. As a Muslim-owned business, Tr Branding believes sustainable success should never require compromising personal values or corporate integrity. Instead, it has built a reputation for balancing commercial ambition with purpose, believing that long-term trust is one of the most valuable assets any business can cultivate. Growth, however, has also brought greater complexity. As client expectations continue to evolve, delivering increasingly ambitious projects while balancing budgets, timelines and operational realities requires a different kind of leadership. Rather than centralising every decision, the company has focused on building empowered teams capable of solving problems collectively and taking ownership of their responsibilities. It is a leadership style founded on trust. Employees are encouraged to contribute ideas openly, collaborate across disciplines and develop solutions together, reflecting the belief that exceptional experiences are never created by one individual but through the collective efforts of an engaged and committed team. Much of this work remains invisible to the people attending the events themselves. Guests may notice seamless registration, carefully designed spaces or flawlessly timed programmes, but they rarely see the countless hours spent refining concepts, anticipating challenges, coordinating stakeholders and shaping every interaction to ensure the experience feels effortless. Beyond execution, the company also works closely with clients on communications strategy, media exposure, social media visibility and post-event evaluation. Success is therefore measured not by applause at the end of an event, but by the conversations that continue afterwards, the relationships that are strengthened and the long-term value created for the organisations involved. Looking ahead, Tr Branding is preparing for a future where experiences increasingly extend beyond physical venues. The company is investing in digital and hybrid event capabilities, including live streaming, virtual engagement and technology-driven audience experiences, while continuing to strengthen its team’s expertise through professional development and exposure to global best practices. At the same time, it is expanding its regional ambitions, building on projects already delivered in countries such as Thailand and Indonesia with the goal of bringing Malaysian creativity and event management excellence to a wider international audience. Ultimately, Tr Branding’s story is not simply about organising successful events. It is about understanding that in today’s

The world’s most important industries rarely make headlines. Few people think about the engineering systems that manufacture fertilisers to support food production, the equipment that keeps feedmills operating around the clock, or the industrial machinery quietly powering factories behind the products we use every day. Yet without these unseen foundations, supply chains would stall, production lines would stop, and economic growth would slow. Founders of NGEAM Engineering Works Sdn. Bhd. – Ngeam Thong Kwong and Ngeam Chong Kwai. Industrial progress has never been built on visibility. It has been built by companies that solve problems long before they become crises. For nearly five decades, NGEAM Engineering Works Sdn. Bhd. has been one of those companies. From Machinery Repair Workshop to Integrated Engineering Partner Established in 1977 by two brothers as a modest machinery repair workshop, NGEAM has evolved into one of Malaysia’s integrated engineering and manufacturing companies, operating from a 26,000-square-metre facility in Shah Alam. Today, the company provides complete industrial solutions that span engineering design, manufacturing, machining, fabrication, installation, commissioning, maintenance, spare parts and plant upgrading—supporting customers across Malaysia, Indonesia, ASEAN and selected international markets. Yet describing NGEAM as simply an engineering company only tells part of the story. Its real business begins where many others end. Solving Industrial Challenges Beyond Equipment Every industrial plant faces challenges that cannot be solved by purchasing equipment alone. Production bottlenecks, ageing machinery, recurring downtime, inefficient plant layouts and rising maintenance costs are issues that demand more than standardised solutions. They require an understanding of how an entire operation functions—not only on paper, but in the realities of daily production. That is precisely where NGEAM has built its reputation. Rather than approaching projects from the perspective of fabrication alone, the company begins by understanding the customer’s operational challenges before designing practical engineering solutions tailored to each environment. Whether supporting fertiliser processing plants, feedmill systems or industrial manufacturing facilities, its objective remains consistent: helping customers improve productivity while ensuring their operations remain reliable over the long term. Engineering Built on Real-World Experience This philosophy is deeply rooted in the company’s origins. Long before NGEAM became a manufacturer, it repaired machinery. That experience offered something many engineering businesses never have the opportunity to develop—a firsthand understanding of why machines fail, what causes recurring breakdowns and how production teams interact with equipment under real operating conditions. Those lessons continue to influence the way the business designs and manufactures today. Because engineering is rarely about creating the most complex machine. It is about creating the most appropriate solution. Developing Specialised Industrial Capabilities Over the years, that practical approach has allowed NGEAM to develop expertise across three specialised industrial platforms: fertiliser processing systems, feedmill and bulk material handling solutions, and custom-built engineering fabrication, including pressure vessels and industrial equipment. Together, these capabilities allow customers to engage a single partner from concept development through manufacturing, installation and ongoing operational support, simplifying what is often a highly complex project lifecycle. Adapting to a Changing Industrial Landscape The market itself has changed considerably since the company’s early years. Manufacturers today are under increasing pressure to improve efficiency, reduce operational costs and maximise productivity while navigating evolving compliance requirements and growing customer expectations. Purchasing equipment is no longer enough. Businesses increasingly seek long-term engineering partners capable of providing technical expertise, quality assurance, documentation, commissioning, maintenance and responsive after-sales support. Recognising this shift early enabled NGEAM to expand beyond traditional fabrication into a fully integrated engineering platform—one capable of supporting customers before, during and long after project completion. Growth Through Capability and Long-Term Value The company’s approach to growth reflects the same long-term thinking. For NGEAM, success is not measured solely by larger facilities or higher project volumes. Growth means continuously strengthening engineering capabilities, investing in skilled people, improving manufacturing systems and delivering projects with greater consistency and reliability. Equally important is helping customers grow by improving plant efficiency, reducing downtime and increasing production capacity. It is a deliberate strategy that explains why the company has chosen not to compete as a low-cost fabricator. Instead, it continues to focus on customised engineering solutions where technical expertise, quality and long-term customer relationships create greater value than competing on price alone. Strengthening Systems for Future Growth As the organisation has expanded, leadership has faced a different challenge altogether. Scaling an engineering business is not simply about acquiring larger factories or additional machinery. It is about building an organisation capable of managing increasingly complex projects while maintaining the same standards of quality that established its reputation. To support that transition, NGEAM has strengthened its internal operations through lean manufacturing principles, Toyota Production System (TPS) methodologies, SAP Business One, Microsoft 365 and SharePoint integration, improving project visibility, document control and operational discipline across the business. At the same time, significant emphasis has been placed on developing engineers, supervisors, machinists, welders and technicians, recognising that technical expertise remains one of the company’s most valuable assets. The Invisible Strength Behind Every Project Many of these investments remain invisible to those outside the business. Customers see completed machinery and commissioned plants. What they do not see is the integrated network of engineers, designers, fabricators, machinists, quality specialists and project teams working together behind every solution. Nor do they see the company’s continued involvement after installation through maintenance support, spare parts, troubleshooting, process optimisation and capacity upgrades. For NGEAM, the completion of a project is never viewed as the end of the relationship. It is often the beginning of a much longer partnership. That commitment has become one of the company’s defining strengths, reinforcing customer confidence across industries where reliability is measured not in months, but in decades. Driving Responsible Industrial Development Alongside operational excellence, the company continues to strengthen its commitment to responsible industrial development. Recent investments include a 400-kilowatt solar photovoltaic system at its manufacturing facility, reducing dependence on conventional energy sources while supporting lower carbon emissions. Complementing these efforts are internationally recognised management systems, including ISO 9001:2015 for quality management and ISO 14001:2015 for environmental management, alongside

For more than four decades, Kim Heng Industries Sdn. Bhd. has quietly built a reputation as one of Malaysia’s most established sofa manufacturers. Founded in 1982 and headquartered in Batu Pahat, Johor, the company has evolved from a traditional furniture manufacturer into an internationally recognised exporter, supplying premium upholstered furniture to customers across Asia, North America, Africa and Oceania. Behind its continued growth lies a philosophy that has remained remarkably consistent: quality craftsmanship, customer commitment and continuous improvement. While many manufacturers compete primarily on price, Kim Heng has focused on building long-term customer relationships through dependable manufacturing, flexible customisation and reliable after-sales support—qualities that have enabled the company to remain competitive in an increasingly demanding global furniture market. CEO of Kim Heng Industries Sdn Bhd – Jack Lau. Today, the company manufactures an extensive range of sofas, motion recliners and upholstered beds using premium leather, fabric and synthetic upholstery materials. Complementing its manufacturing operations is its retail showroom under the Nucca brand, showcasing the company’s flagship NICOLLO product collections while providing a direct connection with end consumers. As both manufacturer and brand owner, Kim Heng has positioned itself to better understand changing customer preferences while maintaining greater control over product quality and customer experience. Its international footprint continues to expand, with exports reaching markets including Singapore, the United States, Canada, Australia, Taiwan, Indonesia, Thailand, the Philippines, the Maldives, Mauritius, South Africa and several emerging markets. This growing global presence reflects not only increasing demand for Malaysian-made furniture but also the company’s ability to balance international design trends with manufacturing excellence. At the heart of Kim Heng’s product strategy is continuous innovation. The company has recently introduced several new collections designed to address evolving consumer lifestyles. The NCS Series focuses on enhanced comfort through high-density memory foam and ergonomic support, responding to increasing consumer demand for wellness-oriented furniture that promotes everyday comfort. Meanwhile, the NVT Series, inspired by minimalist Muji aesthetics, reflects the growing preference for clean, contemporary interiors that combine simplicity with timeless functionality. Rather than following trends, Kim Heng believes successful product development begins with understanding how people live. Today’s consumers increasingly seek furniture that complements flexible living spaces while offering greater comfort, durability and personal expression. This has made customisation one of the company’s defining strengths. Customers are offered flexibility across materials, colours, dimensions and seating configurations, allowing furniture to be tailored to individual lifestyles and interior requirements. Combined with responsive warranty support and repair services, this customer-centric approach has become one of the defining characteristics of the NICOLLO brand, strengthening customer loyalty long after the initial purchase. While product innovation remains central to the company’s growth strategy, Kim Heng recognises that sustainable success depends equally on operational excellence. In recent years, the company has invested significantly in cultivating a Lean manufacturing culture aimed at improving productivity, reducing waste and enhancing manufacturing efficiency. Rather than pursuing aggressive expansion, management has prioritised strengthening internal systems, refining production workflows and standardising operating procedures to ensure consistent quality as demand continues to grow. This disciplined approach reflects the company’s broader philosophy towards growth. For Kim Heng, growth is measured not simply by increasing sales volumes, but by creating a stronger business capable of delivering consistent quality, operational resilience and long-term customer trust. Expansion into new markets remains important, particularly in Australia, South Africa and Taiwan, but not at the expense of manufacturing standards or organisational stability. This measured mindset has become increasingly important as the business scales. As operations grow, maintaining product consistency, coordinating larger workforces and ensuring seamless communication across departments become more complex than simply increasing production capacity. To address these challenges, the company has strengthened cross-functional collaboration, enhanced workflow systems and placed greater emphasis on employee development and continuous improvement. Leadership has likewise evolved, placing greater focus on empowering teams, improving organisational alignment and embracing data-driven decision-making to support future growth. Digital transformation is also becoming an increasingly important component of Kim Heng’s long-term strategy. Recognising the opportunities presented by Industry 4.0, the company is actively exploring artificial intelligence solutions to enhance production scheduling, manufacturing planning and delivery route optimisation. While its existing production planning systems remain effective, management views AI not as a replacement for experience, but as a powerful tool to improve operational efficiency, resource utilisation and customer responsiveness. Equally important is the company’s commitment to responsible manufacturing. Over the past year, Kim Heng has continued strengthening its sustainability journey through practical initiatives rather than symbolic commitments. Alongside its Lean manufacturing programme, the company has invested in a solar panel system that officially commenced operations this year, reducing reliance on conventional energy sources while supporting cleaner manufacturing operations. At the same time, continued investment in process improvement, material utilisation and durable product design reflects a broader commitment to reducing waste and extending product lifecycles. Rather than encouraging frequent replacement, the company focuses on producing furniture built to endure, supported by comprehensive after-sales service that reinforces long-term customer confidence. Many of Kim Heng’s greatest competitive strengths, however, remain largely invisible to the marketplace. Beyond its products lies an operational culture built on decades of manufacturing expertise, disciplined quality control and close coordination across departments. The company’s ability to deliver customised solutions while maintaining consistent quality and reliable lead times is the result of years of continuous refinement, strong problem-solving capabilities and a workforce committed to operational excellence. Equally significant is its emphasis on building lasting customer relationships. Instead of pursuing short-term transactions, Kim Heng continues to invest in responsive after-sales support, operational flexibility and continuous improvement, reinforcing its position as a trusted long-term partner for retailers, distributors and consumers alike. As global furniture markets continue to evolve, Kim Heng Industries is demonstrating that sustainable manufacturing success is built not on rapid expansion alone, but on consistency, adaptability and an unwavering commitment to quality. By combining traditional craftsmanship with Lean manufacturing, digital innovation and responsible business practices, the company is positioning itself to compete confidently on the international stage while strengthening the reputation of Malaysian furniture manufacturing

Malaysia’s automotive industry is undergoing a significant transformation. Rising vehicle prices, evolving consumer expectations, stricter financing requirements and the emergence of electric mobility are reshaping how people buy, own and experience vehicles. Within this changing landscape, the used car market has become increasingly important, offering practical mobility solutions for consumers seeking affordability without compromising reliability. Among the businesses navigating this evolution is EBM Motor Sdn. Bhd., a Johor Bahru-based automotive company that has steadily built its reputation on one principle: trust. Rather than simply selling pre-owned vehicles, the company has focused on creating a transparent and customer-centric automotive experience that removes much of the uncertainty traditionally associated with buying a used car. Founders of EMB Motor Sdn Bhd – Ng Wee Sern and Ng Wei Chiang. Founded by brothers Ng Wee Sern and Ng Wei Chiang, who together bring more than two decades of experience from established automotive brands including Perodua and Toyota, EBM Motor has grown rapidly into one of Johor’s recognised automotive retailers. Operating from Taman Anggerik Emas, the company specialises in the wholesale and retail of quality pre-owned, reconditioned and selected new vehicles, supported by a comprehensive range of services including vehicle trade-ins, financing through more than ten banking partners, insurance, warranty protection, PUSPAKOM inspections and after-sales support. Today, EBM Motor serves a broad customer base comprising local Malaysians, first-time car buyers, working professionals, families and Singaporean customers seeking reliable cross-border mobility. Supported by an extensive broker network, strategic industry partnerships and a strong digital presence, the company continues to strengthen its position within Malaysia’s increasingly competitive automotive sector. Its recognition under the CIMB Pearl Dealer Program 2025 further reflects the company’s growing credibility within the industry. While many automotive businesses focus on transactions, EBM Motor has built its business around solving a much broader challenge—helping consumers gain access to dependable mobility with confidence. In today’s economic environment, owning a reliable vehicle directly impacts a person’s ability to work, support their family, operate a business or commute efficiently between Johor Bahru and Singapore. At the same time, rising new car prices and tighter lending conditions have made purchasing brand-new vehicles increasingly difficult for many households. Recognising these realities, the company has developed a business model centred on making quality vehicles more accessible through careful sourcing, professional refurbishment, transparent pricing and flexible financing solutions. Every stage of the purchasing journey is designed to reduce uncertainty, giving customers confidence that the vehicle they are buying is properly prepared, fairly priced and supported long after delivery. This emphasis on trust originated from a gap the founders identified when entering the industry. Although demand for pre-owned vehicles was strong, many buyers remained hesitant due to concerns over hidden defects, inconsistent pricing and poor after-sales support. Rather than competing purely on price, EBM Motor differentiated itself by building a structured buying experience that combined vehicle inspections, refurbishment, financing guidance, warranty protection and clear communication throughout the purchasing process. As consumer behaviour evolved, so too did the company’s strategy. Today’s buyers are digitally connected, researching vehicles online, comparing prices, reading reviews and expecting greater transparency from automotive retailers. In response, EBM Motor has expanded its digital marketing capabilities, strengthened financing partnerships and invested in AI-driven customer engagement tools, blending traditional relationship-based service with modern retail practices. The company is also positioning itself for the future of mobility. While electric vehicles and hybrid technologies continue gaining momentum, EBM Motor has adopted a measured approach, carefully studying the emerging used EV market before expanding aggressively into the segment. Rather than following industry trends without preparation, management believes long-term success depends on understanding customer readiness, resale values, after-sales requirements and operational capabilities before making significant investments. Closer to home, the rapid economic development surrounding Johor Bahru is creating further opportunities. Infrastructure projects such as the Johor-Singapore Special Economic Zone (JS-SEZ) and the Rapid Transit System (RTS) Link are expected to increase cross-border activity and transportation demand, reinforcing the company’s confidence in the region’s long-term growth potential. As EBM Motor continues to expand, its definition of growth remains firmly rooted in sustainability rather than scale alone. Success is measured not only by the number of vehicles sold, but by the strength of customer relationships, operational discipline and the company’s ability to consistently deliver quality experiences. This philosophy has influenced many of its business decisions. Instead of pursuing rapid expansion or competing solely on pricing, the company has concentrated on improving inventory quality, strengthening refurbishment standards, expanding financing solutions and investing in digital systems that enhance both operational efficiency and customer engagement. Repeat customers, referrals and long-term reputation are viewed as stronger indicators of success than short-term sales figures. Growth has also required significant internal transformation. As operations became more complex, the founders recognised the need to evolve from hands-on operators into leaders focused on building systems and empowering teams. Greater emphasis is now placed on departmental coordination, staff development, workflow standardisation and data-driven decision-making, ensuring the business can scale without compromising service quality or customer satisfaction. Much of EBM Motor’s competitive advantage, however, remains largely unseen by customers. Behind every completed sale lies extensive coordination between suppliers, financial institutions, insurance providers, warranty partners, refurbishment teams and administrative staff. The company’s ability to manage these moving parts efficiently has become one of its greatest operational strengths, enabling customers to enjoy a smoother, more transparent buying experience. Equally important is its market intelligence. Through close collaboration with suppliers, brokers and financing partners, EBM Motor continuously monitors customer preferences, pricing movements and loan approval trends, allowing it to source inventory more strategically while providing practical advice tailored to each customer’s circumstances. Responsible growth also extends to how the company approaches sustainability. Over the past 12 to 18 months, EBM Motor has deliberately prioritised proper vehicle refurbishment, responsible stock selection and warranty protection instead of simply increasing sales volumes. While these decisions require additional investment in quality control, manpower and operational resources, they also extend vehicle lifecycles, reduce unnecessary waste and provide customers with affordable, dependable alternatives to purchasing new

BMW has appointed Raymond Tan Chor Ann as its new managing director for Malaysia, effective Sept 1, marking the first time a Malaysian has taken on the role. Tan succeeds Benjamin Nagel, who will transition to the position of managing director, importer markets, overseeing BMW operations in Taiwan, Hong Kong and Macau, according to a company statement. (From left) BMW Group Malaysia has appointed Raymond Tan Chor Ann and Benjamin Nagel. In his new role, Tan will lead BMW Malaysia’s operations while driving the growth of the BMW, MINI and BMW Motorrad brands in the country. The appointment represents a significant milestone in Tan’s career with BMW, which has spanned key markets and strategic roles across the Asia-Pacific region and the company’s global headquarters in Munich. “I am excited to return to Malaysia to lead the national sales company as the first local managing director of BMW Malaysia, particularly at this pivotal moment as BMW prepares for a new era with the upcoming introduction of the Neue Klasse range of models,” Tan said. He added that his focus will be on further expanding the business, enhancing the retail network, strengthening customer relationships, and reinforcing BMW’s position as the preferred premium automotive brand in Malaysia. Tan began his BMW journey as product and price planning manager, where he contributed to shaping product strategies and market positioning for Malaysia. He later moved to BMW’s Munich headquarters as regional product manager, overseeing product planning and coordination across international markets. Upon returning to Malaysia, Tan took on the role of head of marketing, leading brand development and customer engagement initiatives, before advancing to head of sales, where he managed nationwide sales operations and dealer network performance.

The International Air Transport Association (IATA) has appointed Saadia Zahidi as its new Director General, effective Nov. 1, 2026, making her the organization’s ninth Director General and the first woman to hold the position. Zahidi joins IATA from the World Economic Forum (WEF), where she serves as a Managing Director and Member of the Managing Board. She succeeds Willie Walsh, who will conclude his tenure as Director General on July 31, 2026. The International Air Transport Association (IATA), Director General – Saadia Zahidi. During the interim period, Sandrine Le Borgne, IATA’s Chief Financial Officer and Senior Vice President for Corporate Services, has been appointed as Interim Director General by the IATA Board of Directors. Roberto Alvo, Chair of the IATA Board of Directors and Chief Executive Officer of LATAM Airlines Group, said Zahidi’s extensive leadership experience at the World Economic Forum would strengthen IATA’s role as the global voice of the airline industry. He noted that the aviation sector is entering a period of significant transformation, driven by technological advances and geopolitical developments, and said Zahidi’s expertise positions her well to represent the industry’s interests while helping shape its future. Alvo also thanked Walsh for his leadership, highlighting his role in guiding IATA through the COVID-19 pandemic and strengthening the association’s global membership and industry representation. Commenting on her appointment, Zahidi said she was honored to lead IATA at a pivotal time for global aviation. She emphasized that aviation remains a critical driver of economic growth, trade, tourism, investment, and job creation, adding that IATA’s role in bringing airlines together through global standards, essential services, and advocacy is becoming increasingly important. Zahidi said she looks forward to working closely with member airlines, governments, and industry partners to build on IATA’s strong foundation, while advancing innovation, strengthening industry resilience, and supporting sustainable growth. She added that her immediate priority will be collaborating with the IATA team and the global aviation industry to shape the future of air transport and expand the benefits of connectivity to more people and economies worldwide.

Buying a car is often viewed as a transaction. For customers, however, it represents something much bigger. Managing Director of PB Motor Sdn Bhd – Rabitah Shamshudin. It is the daily commute to work, the school run each morning, weekend family trips, business deliveries and countless milestones that unfold over years of ownership. While vehicles may leave the showroom in a matter of hours, the relationship between customer and dealership often lasts far longer. PB Motor Sdn Bhd has built its business around that understanding. As an authorised Perodua dealership, the company provides vehicle sales, aftersales services, spare parts, financing assistance, insurance coordination and trade-in solutions. Yet its leadership believes its true role extends well beyond handing over the keys. The company’s mission is simple: to make vehicle ownership easier, more reliable and less stressful for every customer who walks through its doors. In an automotive industry where competition continues to intensify and customer expectations evolve rapidly, that philosophy has become one of PB Motor’s strongest differentiators.   Selling Confidence, Not Just Cars For many Malaysians, owning a vehicle is not a luxury—it is a necessity. Reliable transportation provides access to employment, education, healthcare and opportunities that shape everyday life. Yet purchasing a vehicle can often feel overwhelming, particularly for first-time buyers navigating financing options, documentation, insurance and long-term maintenance considerations. PB Motor has positioned itself as a guide throughout that entire journey. Rather than focusing solely on the initial purchase, the company works closely with customers to simplify financing applications, explain ownership options, coordinate trade-ins and provide ongoing aftersales support long after the vehicle leaves the showroom. This consultative approach reflects a broader shift within the automotive industry. Today’s customers are no longer looking for dealerships that simply sell vehicles. They expect trusted advisors capable of providing reassurance, transparency and dependable support throughout the ownership experience.   Understanding How Customer Expectations Have Changed When PB Motor first established its operations, affordability was often the deciding factor for many buyers. That landscape has changed considerably. Modern consumers arrive better informed, having researched vehicle specifications, financing packages and customer reviews long before visiting a dealership. Price remains important, but convenience, responsiveness and service quality now play equally significant roles in purchasing decisions. Recognising this evolution, PB Motor has continued investing in areas that strengthen the overall customer experience. The company has expanded its focus beyond vehicle sales to include stronger aftersales support, improved operational efficiency and more responsive customer engagement, recognising that long-term loyalty is earned through consistent service rather than one-time transactions. It is a strategy that reflects an increasingly competitive automotive market where lasting relationships often become the greatest competitive advantage.   A Different Definition of Growth Many businesses define success through sales volume. PB Motor measures it differently. For the company, growth is reflected in repeat customers, positive referrals, stronger operational performance and the ability to maintain consistently high service standards as the business expands. Every satisfied customer who returns for servicing, purchases another vehicle or recommends the dealership to family and friends represents a far more meaningful measure of progress than sales numbers alone. This long-term perspective also influences the opportunities PB Motor chooses not to pursue. Rapid expansion that compromises customer satisfaction, operational discipline or employee well-being holds little appeal. Instead, the company prioritises sustainable progress—growing carefully while preserving the trust, responsiveness and professionalism that customers have come to expect.   Growing Bigger Means Growing Better Scaling a business inevitably introduces new challenges. As PB Motor expanded, maintaining personalised customer service became increasingly complex. Coordinating larger teams, managing communication across departments and responding quickly to changing customer expectations required more than simply adding resources—it demanded a different way of leading. The organisation has gradually evolved from a highly centralised structure into a more collaborative, team-based operation supported by clearer leadership responsibilities, stronger internal communication and improved accountability. Leadership today places greater emphasis on empowering department managers, developing talent and strengthening operational systems capable of supporting sustainable growth. This evolution reflects an important lesson shared by many successful businesses: as organisations grow, leadership must become less about controlling every decision and more about enabling others to succeed.   The Work That Customers Never Notice The smooth delivery of a new vehicle often appears effortless. Behind the scenes, however, every handover involves a carefully coordinated series of activities. Financing approvals must be processed, documentation completed, trade-ins evaluated, insurance arrangements finalised and delivery schedules managed with precision. These operational details rarely receive attention from customers precisely because they are handled well. PB Motor considers this invisible work one of its greatest strengths. Close coordination between its sales, administration and aftersales teams allows issues to be resolved quickly while reducing delays and creating a more seamless ownership experience. It is this operational discipline—rather than promotional campaigns or sales targets—that has helped build long-term customer confidence. Many customers return not simply because they purchased a Perodua vehicle, but because they know they will continue receiving reliable support long after the sale is complete.   Preparing for the Next Generation of Mobility The automotive industry is evolving rapidly. Digital technologies, changing consumer expectations and new mobility trends are reshaping how dealerships engage with customers and manage their operations. PB Motor recognises that remaining competitive will require continuous internal transformation. The company’s next phase focuses on modernising customer engagement, strengthening operational systems and embracing digital processes that improve efficiency without compromising personalised service. At the same time, leadership development, staff capability and cross-department collaboration remain key priorities as the organisation prepares for future growth. The objective is not simply to become a larger dealership. It is to become a stronger organisation—one capable of delivering a consistently exceptional ownership experience regardless of how the industry continues to evolve.   Building Relationships That Go the Distance In an era where purchasing decisions are increasingly influenced by online reviews, customer experiences and word-of-mouth recommendations, trust has become one of the automotive industry’s most valuable currencies. PB Motor understands that every interaction—from the first enquiry to

JPMorgan has appointed Kelvin Goh and Alfons Halim as its new Co-Heads of Southeast Asia Investment Banking, strengthening the firm’s leadership team across one of the region’s fastest-growing markets. According to The Business Times, the appointments take effect immediately, with both executives continuing to be based in Singapore while assuming broader responsibilities for overseeing the bank’s investment banking operations across Southeast Asia. Kelvin Goh, Head of Financial Institutions Group, Asia Pacific, and Alfons Halim, Head of Asia Pacific Real Estate at JPMorgan, have been appointed as Co-Heads of Southeast Asia Investment Banking while retaining their current roles. Goh currently serves as Head of the Financial Institutions Group for Asia Pacific, where he has played a key role in advising financial institutions on strategic transactions, capital raising and mergers and acquisitions across the region. Halim, meanwhile, is Head of Asia Pacific Real Estate within JPMorgan’s corporate division and has extensive experience in advising clients on real estate, infrastructure and corporate finance transactions. Despite their expanded regional responsibilities, both executives will retain their current leadership roles while jointly driving the strategic direction and growth of JPMorgan’s Southeast Asia investment banking franchise. The appointments underscore JPMorgan’s continued commitment to strengthening its presence in Southeast Asia, a region that continues to present significant opportunities for mergers and acquisitions, capital markets activity and corporate advisory services. By basing both co-heads in Singapore, the bank further reinforces the city-state’s position as a key regional financial hub and an important centre for cross-border corporate finance and investment banking activities. The move is also expected to enhance JPMorgan’s ability to better serve clients across Southeast Asia by leveraging the combined expertise of both leaders in executing complex financial transactions and supporting the region’s evolving business landscape.

Tan Sri Datuk Liew Yun Fah has been appointed as the new Chairman of Technology Depository Agency Bhd (TDA), effective June 15. TDA said the appointment comes as the agency enters its second decade of service, focusing on advancing Malaysia’s technology capability development and strategic procurement ecosystem.  YBhg. Brig Jen (B) Tan Sri Datuk Liew Yun Fah, Chairman of TDA Berhad. Liew’s experience in public leadership and strategic governance is expected to support TDA’s efforts in ensuring Government procurement delivers sustainable economic, technological and industrial value.  The agency is entrusted by the Ministry of Finance to implement the Industrial Collaboration Program (ICP) and lead the operationalisation of the Performance Based Contract (PBC) initiative.  Established in 2015, TDA has grown into a national institution that bridges Government policy with industry implementation. It is mandated to oversee the implementation of ICP under Treasury Circular PP/PK 1.7 and serves as Malaysia’s Centre of Reference for PBC under Treasury Circular PP/PK 1.8.  It supports ministries, Government agencies, Government-linked companies and strategic industries in maximising the value derived from Government procurement. Welcoming his appointment, Liew expressed his appreciation for the confidence placed in him to lead the agency into its next phase of growth. “I am honoured to be entrusted with the responsibility of serving as Chairman of TDA. Over the past decade, TDA has established a strong foundation and earned the trust of Government, industry and strategic stakeholders.  “I look forward to working closely with the Board, Management and all stakeholders to further advance the agency’s contribution towards Malaysia’s technological and industrial development,” he said. Tan Sri Liew Yun Fah, Chairman of TDA Berhad (sixth from left), paid a courtesy visit to Sabah Deputy Chief Minister II and Minister of Finance, Datuk Seri Masidi Manjun, accompanied by Mohamad Rafidi Mat Dahan, Chief Executive and Executive Director (CEO) of TDA Berhad. TDA will continue enhancing ICP implementation, expanding PBC adoption, developing technology capabilities, accelerating innovation and fostering greater collaboration among Government, industry and academia.  The agency said it remains committed to its vision of becoming the preferred partner for strategic collaborations and its mission of optimising collaborative platforms that maximise returns for stakeholders. Under Liew’s leadership, TDA will continue its efforts to enhance industrial competitiveness, support national resilience and contribute towards Malaysia’s aspiration of becoming a high-income, innovation-driven nation.