Q: Would you liken your time with the STB to a Formula 1 race – full of twists and turns, and at high speed?

A: (Laughs) No crashes though. I’ve been very fortunate in my career and given the chance to do many things. I ran the army after 24 years in the military, then I ran JTC (Jurong Town Corporation). I got a chance to work on the Suzhou Industrial Park and then STB. I don’t think I realised that when I came to STB, there would be so many fun things to do.

Pictured left: Lim Neo Chian

Q: Like?

A: The Integrated Resorts – they were fun. We had never done them before, none of us knew anything about that industry. But we had to implement it, and the outcome was positive, judging by the feedback we got.

That’s satisfying – starting something new, learning as we go along, making mistakes and producing a good outcome.

F1 was also like this – we knew nothing about the event two years ago. Our knowledge was zero. All we knew was it was a lot of cars racing around but we didn’t appreciate the complexity, the strategy behind it. And as with anything, the more you learn about it, the more you begin to enjoy it.

Q: This approach of doing new things – that seems to run contrary to Singapore’s reputation as a risk-averse nation.

A: Again it’s a perception issue. I think Singapore, as a nation, has always taken risks. We had to, to survive. But perhaps it is truer in the lifestyle and innovation area – that we have been more risk-averse. And this is what we are doing with the events and developments we are bringing in – to change that perception.

Q: It’s not always been fun though. Right after you came into STB, SARS happened and tourism was brought to a standstill.

A: Good things came out of it – it brought the industry together. We built better rapport with the industry. We worked as a team and as with all teams, if you go through baptism by fire together, you build trust.

After 2003, whenever anything happened, we were able to work together so much better.

The other benefit was the attention tourism got from government. Manufacturing had always been the focus – 25% of GDP. When I joined STB, tourism was 3% of GDP. Now it’s 6%. But beyond the numbers, SARS showed how tourism was integral to the entire economy – from taxi drivers to retailers to restaurants and bars.

Thus when we put together the Tourism 2015 roadmap, the government was ready to give us the S$2 billion fund. That’s how we could do events like F1, Be in Singapore incentive scheme, the leisure development fund, infrastructure and manpower development …

And oh yes, I got a medal out of it. (Laughs)

Q: I guess with SARS, it was like leading an army into battle – did you apply military principles to the crisis?

A: I think there are a few basic principles in management and leadership. One, be humble – talk to experts, consult, don’t pretend to know to lot when you know so little. Two, be clear what your mission is and set goals and targets– provide direction and set the pace. Three, get the whole team behind you.

Q: Is leadership about looking backwards and learning from the past or looking forward and doing new things?

A: There is a military principle. You should attack when you get 60-70% of the information about the enemy, Do not wait till you get 100% because it will take a lot more time to get the extra information and by then, the enemy will be more prepared for you.

Q: How do you feel now that you are into your final lap at the STB, as it were?

A: Mixed feelings. On the one hand, I want to get on with the next phase in my life. I stayed on to see F1 through, so that’s one hurdle past. On the other, I will miss this place. I’ve gotten comfortable in the seven years and I have colleagues who have become friends.

This is the first time in my life that I am going into the future with no direction or pace. I will take a break first, be a tourist in Singapore.

I am too young to retire, I will continue to work. There are still fun things to do, still fun things to chase. And Singapore is in need of people who are willing to work and apply their minds.

There are some people who say to me, why are you leaving, you’re doing a good job? I say to them, by the time I get to the point where I am not doing a good job and told to leave, I would have overstayed.

Q: What kind of organisation are you handing over to your successor?

A: A more results-oriented organisation. That’s the outcome of Tourism 2015. Nobody at STB questions the need for targets anymore, nor do they argue about them. It’s now just deciding what are the targets and there’s a seriousness to it because the bonus system it tied to targets. That’s the single most important change in STB.

Q: Any unfinished business?

A: Plenty. If I stayed on another three years, there’d still be lots of things to do. Industry development. Tour guides. Greater focus on customer segments. I could go on …

Q: You could say you are leaving at a good time. 51 months of uninterrupted growth and now the industry is just slowing down …

A: It’s a good time for my successor – with every downturn, there is an opportunity.

Q: Any advice for her?

A: Her immediate challenge is to tackle the potential fallout from the current financial problems. The negative growth for the last three months will continue for some time. We are doing the best we can this year but I think it will get worse before it gets better. Then the next stage is 2010/2011 when the two IRs come along and the challenge is then finding ways to cope with the growth in visitor arrivals and the additional capacity and managing the manpower needs and service quality.

Q: What would you say to industry members who may be concerned right now with the slowdown in visitor arrivals?

A: Don’t panic. Focus on your capabilities. Train people, manage your turnover so that you can keep your good staff. Keep cool and focus on upgrading quality.

Q: What will you be doing on January 1, 2009?

A: Probably at home, looking after my koi and tidying up the house.

• This article comprises extracts from an interview, which first appeared in P@SSPORT, STB's industry newsletter.