I was an F-16 pilot in the Republic of Singapore Air Force (RSAF) when the idea of joining Q Industries, our family-owned enterprise, surfaced. It was 2016, and I remember visiting my mother, who had been managing our Vietnamese operations on-site for over a decade.
Founded in 1987, Q Industries is a hospitality integrator, primarily importing high-quality kitchenware and diningware for restaurants and prestigious hotels. We have offices in Singapore, Malaysia, and Vietnam.
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During the 1990s, my mother was deciding between Vietnam and Myanmar when she was looking to expand the company outside of Singapore and Malaysia. Her observations of the Vietnamese’s perseverance and industrious nature, as well as the country’s lively hustle and bustle, convinced her that Vietnam would be the right choice. However, she soon recognised the need for an on-site team in Vietnam to optimise productivity, and, in 2003, she officially registered a company in Vietnam.
At the time of my visit in 2016, our 40,000 sq ft building had just been built. Seeing the steady progress of the business and realising that Vietnam was — and still is — a place of limitless possibilities for businesses, I started seriously considering working for Q Industries. But my sister, Huilin, who is the current chief executive officer of Q Industries, had misgivings.
Huilin, aware of my profound love for flying, was concerned that joining Q Industries would rob me of my passion. Most of all, she feared that our close bond might sour if our visions for the business did not align. However, I was relentless in my pursuit and rationale. I had to convince her that assuming the role of chief operating officer (COO) in Vietnam while she focused on other markets would make better use of our manpower resources.
A year later, in 2017, I prevailed. Although I was ecstatic about my new role, I was fully conscious that my decision meant bidding farewell to Singapore for as long as I was leading Q Industries’ Vietnam operations.
Navigating Vietnam’s business terrain
Still, despite being a land of opportunity, Vietnam’s business landscape presents complexity, boundaries and rules are ambiguous. While I remain true to my Singaporean values and work ethics, contextualisation and localisation become paramount when operating in a foreign country.
Vietnam may appear like a disorganised realm — a trait manifested on its bustling roads where few accidents occur despite the apparent chaos — but here, dynamism charmingly mingles with uncertainty. This amalgamation mirrors Vietnam’s business world.
When I first arrived in Vietnam, I thought I was more than capable and well-positioned to apply my knowledge and experience and seamlessly elevate Q Industries’ Vietnam operations. After all, our education system and the efficient way we do things are renowned. How difficult could it be?
However, this perception proved to be the biggest challenge during my first two years there. My well-intentioned methods either backfired, lacked progress, or failed to deliver results. And, unlike result-oriented Singapore, openly discussing a business problem or failure in Vietnam may get you looks of askance. They’d feel that you’re “using” them to achieve your goals or that you are apathetic to their welfare.
That’s when I learned that the Vietnamese prioritise relationships over results. It prompted a fundamental shift in how I approached assigning work to the team as well as motivating them. Results may take precedence in Singapore, but in Vietnam, nurturing relationships are vital.
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A lesson in compassion
I recall an incident where I instructed a manager to carry out an operational task in a way that I wanted. But she didn’t agree with me. Frustrated, I reverted to my military persona and told her she needed to get it done because the standard operating procedure (SOP) was such. I was unwilling to listen because, to me, the SOP was black and white, with no room for compromise. As an employee, she capitulated.
Half a year later, a casual chat over lunch with the same manager about the differences in communication between Singaporeans and Vietnamese led her to share with me how the incident had traumatised her to the point of toying with resignation.
Apparently, she felt that I lacked respect for her opinion. From my Singapore perspective, I had not done anything wrong, as I was clear about what I wanted. What she sought back then was my understanding of the situational context and why the SOP shouldn’t be followed in that case. She felt unheard and demoralised.
Her sharing made me realise that Vietnamese employees appreciate a platform for open discussions, enabling them to voice concerns and feel valued within the organisation. The significance of understanding the Vietnamese and the way they seek to be understood and treated is underscored. The Singapore style of stark efficiency cannot just be transposed into Vietnam.
Going back in time
My first task as COO in 2017 was to embark on an aggressive trek to understand the company’s needs — less so the intrinsic needs of the staff. Asking what inspired or motivated them was not at the top of my list.
I also didn’t prioritise identifying with Vietnam’s culture and history from the start. That is my one regret. Such an understanding is integral for companies setting foot on foreign land. It could be as simple as visiting its museums. Through history, you get a glimpse of what happened in Vietnam in the last 10, 20, or 30 years and what has led it to where it is today.
I would also have started learning the Vietnamese language earlier. When mentoring me, my mum stressed that I needed to learn it. I’ve since taken classes and still do. Self-sufficiency was the initial drive — back then, my mother’s full reliance on translators meant that business decisions were made based on someone else’s words. The risk was troubling.
Sometimes, I speak in Vietnamese to break the ice and ease tension in business settings. It creates a more informal, down-to-earth atmosphere that elicits better performance from my Vietnamese counterparts. Laughing together in Vietnam is like sharing a meal: It forges an unparalleled kinship.
My time in Vietnam has humbled me on both personal and professional fronts. Previously, when someone carried out their responsibilities well, I saw it as their job; isn’t that what they’re paid to do? These days, I no longer take excellence for granted, and I consciously express gratitude and celebrate my team’s successes.
Appreciating diverse perspectives is also inherent in me now. Breaking away from 15 years of regimented military methodologies that don’t necessarily sit comfortably in the civilian world, I’ve evolved to become a collaborative leader, cherishing the value of every individual’s voice. I definitely prefer the current version of myself.
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What’s next
My motivation today revolves around two aspects. First, I am determined to ensure effective succession planning for the business, allowing me the opportunity to explore new markets and countries. Reflecting on my parents’ accomplishments in the business over the past 30 years, I am inspired to build on them and take them to the next era.
The name “Q Industries” is significant to me: The Q stands for Quek. There is immense pride in what we’ve created. Q Industries symbolises our family’s legacy.
From a business perspective, I aim to build a strong leadership team in Vietnam. We are in the midst of expanding to more countries. This will grant me the flexibility to operate from different locations and not be tied down solely to Vietnam. Proper planning is crucial to achieving this, and I understand the importance of cultivating a dependable team to ensure the business’s self-sustainability.
On a personal note, I cherish the freedom to engage in activities I find valuable and gratifying. Although the RSAF is no longer my employer, I still serve national service and maintain my flying currency.
When I initially accepted the Vietnam challenge in 2017, I envisioned a five-year plan. The pandemic extended this timeline. Nonetheless, I find great joy living in Vietnam: I embrace the culture, cuisine, and experiences it offers.
So, yes, I could definitely live here for five more years.
In this series, Singapore Entrepreneurs Abroad, we explore the experiences of Singaporean business leaders who have ventured abroad and the ways in which they have navigated cultural differences to achieve success.
We hear from prominent homegrown C-suite executives and entrepreneurs who have expanded their businesses across Asia, Europe, and the Americas. Get insights on how they have adapted their leadership styles and business strategies to fit local cultural norms and how they have leveraged their Singaporean heritage to build relationships and foster trust with international partners.
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- Quek Kwan Yi
- Singapore Entrepreneurs Abroad
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