23/03/2026

BIZ & FINANCE MONDAY | MAR 23, 2026

19

Creating clarity, confidence and trust for others o Adrian Alexander Ng ( pic ), operations vice-president of Interhill Hospitality (whose portfolio includes Pullman Kuching, Pullman Miri Waterfront and ibis Melaka) shares with SunBiz his take on operational excellence, brand stewardship and people leadership.

SUCCESS: THE INSIGHT STORY

How has your life experience made you the leader you are today? At the heart of how I lead is a belief that leadership is not about having all the answers, but about creating clarity, confidence and trust for others, especially in moments of pressure. I believe people perform at their best when leaders stay grounded, listen with intent and create the space for teams to move forward together. That belief was shaped early in my career on the operations side, where leadership is learned through real pressure, real consequences and real people. There are no layers to hide behind when you are on the ground. You feel the impact of every decision immediately, and those moments taught me that leadership is less about reacting, and more about staying composed, thinking clearly, and being steady when others are looking to you for reassurance. Working across different countries and cultures further refined this approach. Time spent consulting and working in places like China, India, and the United States showed me that there is no single way to lead. What works in one environment may not work in another, which taught me to stay humble, adaptable, and deeply attentive to context. Taken together, these experiences shaped how I show up as a leader today by focusing on presence over authority, listening over assumption, and guiding teams in a way that allows people to move forward with confidence, especially when it matters most. What are the three top factors you would attribute your success to? When I look back, what has shaped my journey most is the importance of being present for the team. Showing up consistently, staying visible and being available in both quiet and demanding moments has helped build confidence and trust over time. In a fast-moving environment, people often look for reassurance and steadiness more than perfect answers, and that presence has become a strong foundation for how we work together. Another thing that has guided me is perspective. I have learned to pause and look beyond a single viewpoint before forming a judgment. In hospitality, what unfolds at the front of house is only one part of the picture; behind it sits the quiet work of preparation, coordination and care. Holding both perspectives at the same time allows me to respond with empathy rather than assumption. Over time, this way of seeing has shaped how I guide my team as well. I encourage them to step back, consider different viewpoints and understand situations from more than one angle, so that decisions are made with greater clarity, care, and intention. I am also a firm believer in having a lifelong learning mindset, guided by curiosity and openness to others. In a culturally rich environment like ours, where people come from diverse communities, each individual brings a unique perspective. That exchange of knowledge enriches our teams and naturally flows into the guest experience, through the local culture and stories we share with our guests, the recommendations we offer and the connections we help them make with Sarawak. Staying open to learning has kept my work meaningful and allows me to continue growing, both professionally and personally. What has been the biggest challenge you have faced and what did you learn from it? Working in a people-centric industry taught me how important it is to truly put people first. That may sound simple, but it is one of the hardest things to practise consistently. I make a conscious effort to build real connections with my team, checking in with them regularly and getting to know them beyond their roles. It could be remembering what motivates them, what they care about, or even small things like their pets or favourite food. Those details matter, because people are at the heart of everything we do.

When employees feel seen and valued, performance naturally improves, and guests can feel that difference. Another lesson that came with this challenge was learning to listen, especially in moments of pressure. I often tell my team, half-jokingly, that if I am talking and you are talking at the same time, then who is actually listening? It usually gets a smile, but the point is serious. Real progress comes from understanding one another, not from speaking over each other. In an environment where decisions need to be made quickly, listening with intention builds trust and helps teams move forward together with clarity. At the same time, hospitality constantly prepares us for the unexpected. Situations change, plans shift, and we often need to think on our feet while making considered decisions that serve the wider team. I learned the value of staying agile, planning ahead, and adapting quickly without losing sight of what matters. Balancing operational readiness with genuine attentiveness to people has been one of my most important learnings. When we remain calm, flexible, and connected to our team, even moments of uncertainty become something we can navigate together. What traits do you look for in your talent or how do you decide who is right for a job? I’ve always believed that skills can be taught, but attitude and character are much harder to change. That’s usually the first thing I look at when deciding if someone is right for a role. When someone has the right mindset, a genuine willingness to learn,

people who stay curious and open-minded, because learning never really stops at any level. In hospitality, being able to think on your feet is just as important. No two days are the same, and situations can shift quickly. I look for people who can stay calm, think clearly, and respond with care when faced with challenges. Those who balance decisiveness with empathy tend to show strong judgment, earn the trust of their teams, and contribute positively to the environment around them. Ultimately, hospitality is about people caring for people. When employees feel supported, valued, and confident in what they do, that energy naturally carries through to the guest experience. Guests may not remember every detail of their stay, but they will always remember how they were made to feel, and that feeling begins with the people behind the service. What advice can you offer those looking to start their career/own business? I often remind my team not to chase success as an end goal. Instead, focus on building value within yourself. Take pride in your work, commit fully to what you do, and give your best every single day. When you lead with purpose and integrity, success follows naturally. How do you think the industry you are in will evolve in the future? I believe the hospitality industry is becoming increasingly credibility-driven, with guests relying less on traditional marketing and more on real experiences and proven track records. As AI-powered search and travel platforms make information more accessible, consistency and quality of delivery matter more than ever. In this environment, operational excellence becomes the strongest form of visibility. While technology shapes how decisions are made, hospitality remains a people business. Hotels that prioritise service, reliability and meaningful experiences will continue to stand out, as credibility is built through what is delivered. When service is genuine and execution is consistent, recognition follows naturally, whether through guest advocacy,

beyond what reports or lagging indicators alone can show. At the industry level, I place strong emphasis on open and constructive dialogue with peers and partners. I have also focused on maintaining strong communication channels with leadership teams and long-standing business partners. These relationships offer a broader view of emerging trends, investment considerations, and growth opportunities. All things con sidered, these inputs allow me to assess developments holistically and make informed decisions that balance operational realities with longer-term strategic objectives. What do you want to accomplish in the next five years? What matters most to me is creating an environment where people can grow with purpose and confidence, and where that growth is sustained over time. I believe the true measure of what we accomplish is not found in titles or structures, but in the people who continue the work with intention, pride, and care. I am committed to building teams that are self-sustaining and grounded in shared values. This begins with taking the time to understand individuals, recognising their strengths, and trusting them with responsibility when they are ready. Some of the moments I value most have been watching people gradually step into greater responsibilities, discovering their own strengths, and finding their own way of leading. If, years from now, the teams I’ve worked with continue to grow, find meaning in their work, and serve others with the same sense of purpose, that is the accomplishment that matters most to me. Best piece of advice you ever received on your career. The best advice I ever received early in my career was to always remember that hospitality is, first and foremost, a people business. A former general manager once told me that while we operate hotels, our true responsibility is to care for the people within them, including our teams, our guests and everyone we work with. That perspective stayed with me and has guided how I approach my work ever since. If you could have an hour with any thought leader in the world, who would it be and why? If I had a time machine, I would go back and spend that hour with my father. He passed away when I was 17, but his presence has never really left me. The lessons he shared have stayed with me through every stage of my life. I still remember him telling me that education can give me knowledge, but the direction my life takes is ultimately my own choice. Those words gave me confidence at a time when I was still finding my way, and they taught me that while learning matters, how I live, the choices I make, and the values I hold matter just as much. That perspective has guided me ever since. Whenever I feel pressure or uncertainty, I think of him and remind myself that challenges are part of life, and what truly defines us is how we respond to them. Because of him, I learned to stay level-headed, take responsibility for my decisions, and move forward with resilience and purpose.

and the desire to keep improving, everything else can be developed with time, guidance, and trust. Even in my current role, every day feels like a new day. There is always something new to learn, a different situation to navigate, and a chance to see things from another perspective. That is why I value

industry awards, or the trust to host significant cultural and national events. How do you stay abreast of issues affecting your industry? I take a multi-layered approach to staying informed, combining ground-level insights

with broader industry engagement. Staying close to my teams remains essential, as they are often the first to sense shifts in guest expectations, opera tional pressures, and emerging travel pre ferences. These day to-day insights pro vide real context and help guide decisions