The Executives

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. 

How do great business leaders learn to navigate complexity, cultures, and real-world decision-making? For Andrew Foley, an alumnus of the Asia School of Business (ASB) inaugural MBA Class of 2018 and now Assistant Professor of Management & Organizations at New York University (NYU) Stern School of Business, the answer lies in Action Learning. Reflecting on his journey from ASB student to academic, Andrew shares how the school’s distinctive learning approach—combining rigorous classroom education with hands-on industry projects across Southeast Asia—equipped him with the ability to think strategically while understanding the human and cultural dimensions behind business decisions. His experiences working with companies in the region reinforced the importance of listening to stakeholders, embracing diverse perspectives, and developing solutions that create lasting value. Andrew also highlights Southeast Asia’s rapidly evolving business landscape as an exceptional environment for aspiring leaders to gain practical, global business experience. Read Andrew Foley’s inspiring journey and discover how the Asia School of Business prepares future leaders to “think across worlds.” Read the full article: https://asb.edu.my/andrew-foley-on-strategy-action-learning-and-the-asia-school-of-business-experience/  

For Po Lin Lim, CEO, serial founder, and thought leader, entrepreneurship has never been about building companies for its own sake. Across her work in healthcare, technology, and community platforms, one thread consistently runs through everything she builds: helping people make sense of complexity with clarity, confidence, and dignity. Po Lin LimChief Executive Officer & Serial Founder, TalkHealthAsia. “I’ve always been drawn to one question,” she says. “How do we make sense of life and all its complexities, and empower people to navigate that complexity with confidence and dignity?” That question has shaped her journey across multiple ventures, each rooted in the idea of connecting people with trusted knowledge and human support when it is needed most.   Building Around Human Complexity Lim’s motivation is deeply tied to lived experience—both as a caregiver and a patient—and the gaps she observed within healthcare systems. Healthcare, she notes, is one of life’s most significant yet overwhelming journeys. While most people will eventually become patients or caregivers, many are unprepared for the fragmentation they encounter. “When that happens, many discover just how overwhelming the process is,” she explains. “Trusted guidance, context and support are often missing.” These experiences led her to build TalkHealthAsia, with the aim of bridging the gap between healthcare providers and the lived realities of patients. The goal was to help people find answers to difficult questions—what doctor to see, what questions to ask, and how to navigate treatment decisions—within a trusted and accessible environment.   Evolving TalkHealthAsia into a Healthcare Ecosystem TalkHealthAsia was initially designed as a patient navigation platform. However, Lim explains that its vision evolved as she realised information alone was not enough to transform outcomes. “Equipping patients with information on its own isn’t enough to move the needle,” she says. “Shifts happen when all stakeholders are empowered.” This insight reshaped TalkHealthAsia into a broader ecosystem connecting patients, healthcare professionals, and industry partners. Beyond digital navigation, the platform has expanded into initiatives such as the Malaysia Cancer Innovations Forum and the Malaysian Breast Cancer Summit, designed to facilitate knowledge exchange and professional development within the medical community. More recently, AI-enabled tools have been introduced to help patients identify relevant care pathways more intuitively, strengthening access and discovery. Today, TalkHealthAsia is evolving into a multi-layered ecosystem spanning education, engagement, professional development, and care navigation.   Turning Ideas into Scalable Impact For Lim, not every idea is meant to become a company—and not every company is meant to scale. When evaluating ideas, she focuses on three questions: whether it solves a meaningful problem, whether it serves multiple stakeholders, and whether she has the conviction to see it through. Scalability, she explains, depends on disciplined execution, resource allocation, and the ability to say no to opportunities that do not align. Long-term impact, however, depends on whether the solution meaningfully improves lives in a way that endures over time.   Leadership Evolution: Clarity Over Certainty Lim’s leadership philosophy has shifted significantly over time. “At the start, I longed for certainty,” she says. “These days, I’m learning to sit in the discomfort of uncertainty.” A core value that has remained constant is integrity—particularly within teams. “If integrity is lacking, even with just one or two individuals, the cost to the entire team can be too high,” she notes. She also advocates for transparency in leadership, even when it is uncomfortable, believing it builds trust and attracts aligned teams capable of growing together. Leadership, she adds, is not about having all the answers, but about relentlessly pursuing clarity, making difficult decisions, and protecting values through action.   The Future of Healthcare Lim believes healthcare is entering a defining transformation driven by AI, digital platforms, and consumer empowerment. She describes the current moment as part of a broader technological evolution, with AI significantly expanding access to information and personalised guidance. However, she emphasises that technology alone is not enough. “There is an irreplaceable role for trusted human context,” she says, highlighting empathy and human connection as essential components of care. She also anticipates a shift toward preventative and lifestyle-based healthcare, where care becomes more integrated into daily life rather than confined to hospitals. At TalkHealthAsia, AI-powered tools are already being developed to support patients in navigating healthcare more efficiently, including systems that translate everyday language into clinical pathways. The long-term vision is to build a trusted ecosystem that supports individuals across their entire health journey.   Advice for Women Founders Lim’s advice to women building businesses is direct and grounded in experience. “Dig deep and find your why,” she says. “The days are long, and the road ahead is hard.” She emphasises the importance of surrounding oneself with strong support systems—people who uplift, collaborate, and genuinely believe in the mission. “Everything else can be navigated, one thing, one day at a time.”   Personal Rituals & Anchors Outside of work, Lim grounds herself through four core anchors: exercise, faith-based values, love, and child-like wonder. Exercise helps her maintain clarity and energy, while faith provides grounding during difficult seasons. Family and close relationships offer emotional stability, and curiosity continues to shape how she sees the world.   Life Beyond Work When she is not building platforms or leading conversations, Lim values simplicity and intentional time away from work. An ideal weekend includes outdoor activity such as hiking or pickleball, a coffee date with her husband, and unhurried time with her daughter. She also values solitude for reflection and mental reset, considering it essential to maintaining balance.   Defining a Life Well Lived For Lim, legacy is not something she actively pursues. “I would like to think it wouldn’t hang on what others say about my life’s work,” she says. “Rather, it would be simply to feel that I have lived meaningfully and fully across all facets of life.” At its core, her work is guided by a simple mission: to help people feel more informed, more supported, and less alone in moments that matter most.

Teo Seng Capital Bhd has appointed Nam Ya Jun as its new managing director, succeeding Nam Hiok Joo, who stepped down after serving in the role for about eight years. The group also appointed Na Yi Chan as its executive director, replacing Loh Wee Ching, who retired from the board. All appointments took effect on July 2. Hiok Joo, 59, who has more than 30 years of experience in the poultry industry, joined Teo Seng Feedmill Sdn Bhd as general manager in 2001 before becoming the group’s general manager in 2010. He had served as Teo Seng Capital’s managing director since June 2018 before stepping down. The group, however, did not disclose the reason for Hiok Joo’s resignation. Ya Jun, 44, who joined the group in 2005, is the nephew of Hiok Joo and also a cousin of Yi Chan. Teo Seng Capital’s shares price closed down half a sen or 0.63% to 79 sen, giving the group a market capitalisation of RM474 million. Year-to-date, the stock has fallen 19%.

Heineken Malaysia Bhd has appointed Datuk Iain John Lo as its new chairman, effective Aug 15, 2026, succeeding Datuk Seri Idris Jala, who is stepping down after serving nine years on the board. In a statement, the brewer said Lo brings more than 30 years of leadership experience across the energy, banking and telecommunications industries. Heineken Malaysia Bhd, Chairman – Datuk Iain John Lo. He spent over three decades with Shell, culminating in his appointment as country chairman of Shell Malaysia Ltd, a role he held from 2012 until his retirement in March 2021. He also previously served as chairman of Shell Refining Company (Federation of Malaya) Bhd before the company’s sale in 2016. Lo currently serves as a member of the Board of Guardians of the Sarawak Sovereign Wealth Future Fund. He is also an independent non-executive director of RHB Bank Bhd and RHB Investment Bank Bhd, as well as a board member of Sepang International Circuit Sdn Bhd. He holds both Bachelor’s and Master’s degrees in Civil Engineering from the University of California, Los Angeles (UCLA). Heineken Malaysia said the board is confident that Lo’s extensive corporate and governance experience will provide strong leadership as the company navigates an increasingly dynamic business environment while advancing its long-term growth strategy under the EverGreen 2030 agenda. Meanwhile, Idris Jala will retire as chairman and director in accordance with the Malaysian Code on Corporate Governance (MCCG), which recommends a maximum tenure of nine years for independent directors. He will continue to support the company as an adviser from Aug 15. The company credited Idris with playing a key role in guiding Heineken Malaysia through a period of significant transformation since joining the board in January 2017. During his tenure, the group strengthened its digital capabilities, enhanced its route-to-consumer strategy, undertook major brewery upgrades and successfully navigated the challenges brought about by the Covid-19 pandemic. Shares of Heineken Malaysia closed 12 sen, or 0.6%, higher at RM19.42, giving the brewer a market capitalisation of RM5.87 billion. The stock has declined 22.9% over the past 12 months.

Sunway Bhd has appointed Tan Sri Abdul Wahid Omar as its co-chairman, effective July 1, 2026. In a filing with Bursa Malaysia, the group said Abdul Wahid, who currently serves as an independent non-executive director of Sunway, has been redesignated to the role following the retirement of Datuk Seri Idris Jala. Sunway Bhd, Co-Chairman – Tan Sri Abdul Wahid Omar. The company expressed its appreciation to Idris for his contributions during his tenure as co-chairman. “The board of Sunway thanks Idris for his invaluable contributions during his tenure as co-chairman of Sunway and wishes him all the best in his future endeavours,” the company said. Abdul Wahid brings extensive leadership experience from both the corporate and public sectors. He served as president and chief executive officer of Malayan Banking Bhd (Maybank) from May 2008, where he oversaw the bank’s regional expansion and transformation initiatives. Prior to leading Maybank, he was the group chief executive officer of Telekom Malaysia Bhd from July 2004 until the company’s demerger with Axiata Group Bhd in April 2008. During his tenure, he played a key role in strengthening the group’s telecommunications business and driving its strategic restructuring. Widely recognised as one of Malaysia’s most respected corporate leaders, Abdul Wahid has also held several prominent positions in both government-linked and private sector organisations, contributing significantly to corporate governance, business transformation and national economic development. His appointment as co-chairman is expected to further strengthen Sunway’s leadership as the group continues to expand its diversified businesses across property, construction, healthcare, education and infrastructure. The leadership transition forms part of Sunway’s ongoing board succession planning and commitment to maintaining strong governance and strategic oversight.