RCAG's unique business model offers development advice to leading PERE funds throughout Asia and is compensated via an affordable retainer and a simple value sharing arrangement.

• Tasked by the Board to transform and grow the property development business comprising 300+ managers and staff in response to the market opportunity.• Key short/medium term business challenges and objectives:-– Prepare commercial proposals for the acquisition of prime development sites– Supported by market-oriented research-based Investment Committee proposals– Crystallise a 5-year plan to double YSH’s market capitalisation– Development of new real estate products to… Show more • Tasked by the Board to transform and grow the property development business comprising 300+ managers and staff in response to the market opportunity.• Key short/medium term business challenges and objectives:-– Prepare commercial proposals for the acquisition of prime development sites– Supported by market-oriented research-based Investment Committee proposals– Crystallise a 5-year plan to double YSH’s market capitalisation– Development of new real estate products to suit customer preferences– Improve business performance (organisation, sales revenue, bottom-line, customer satisfaction)– Reliable management information for executive decision-making.• Led a 30 person cross-functional multi-disciplinary team and leading international consultants in the preparation of a tender submission and subsequent commercial negotiations for a US$ 2.6 Billion Transit-oriented Development comprising 1,100,000 m2 of prime mixed use development. Consortium members included CITIC, Bangkok Bank and China Rail. Received praise from the Chairman for the exceptional quality of the presentation material.• Brought new real estate products to market in response to changing customer preferences:-– Integration of Studio & 1-bed units– 2,000 unit affordable housing development– Conversion of high-rise tower from residential-for-sale to serviced apartments.• Briefing and oversight of McKinsey & Co.’s business transformation team to produce a Business Plan to double the market cap. of the real estate business to S$ 2 Billion over a 5-year period.• Supervised the production of robust Investment Committee proposals for all new developments for sign-off by the Board.• Re-structured the organisation around the needs of existing and pipeline projects resulting in a 40% cost saving, and much improved team morale particularly amongst the Myanmar staff.• Embedded monthly dashboard project reporting across all projects to facilitate informed executive decision-making. Show less

• As Project Director secured the timely completion of the Chinese Cultural Center for the Canadian International School. 2-year design and construction program around a fully operational school.• Managed multiple projects within very tight budget constraints (A&A works, interiors, green roof, furniture etc.) involving significant changes to the client brief.• Established exceptional relationships with all stakeholders including Board of Governors, Head of School, Head of Department… Show more • As Project Director secured the timely completion of the Chinese Cultural Center for the Canadian International School. 2-year design and construction program around a fully operational school.• Managed multiple projects within very tight budget constraints (A&A works, interiors, green roof, furniture etc.) involving significant changes to the client brief.• Established exceptional relationships with all stakeholders including Board of Governors, Head of School, Head of Department, CFO, Clerk of Works and Property Management.• Identified opportunities for the Hong Kong Jockey Club to reduce their FM costs by 20% whilst maintaining service levels for their portfolio of 100+ betting shops in Hong Kong. Show less

• Sourced conversion/value-add opportunities to create a portfolio of internationally branded 3-star hotels in Singapore.• Prepared a comprehensive Business Plan to convert a 10,000 m2 Grade B office building into a 300-key hotel.• Underwriting showed a 25% IRR with an exit valuation in 2014/15 of S$ 190 million. In 2015, Gaw Capital Partners acquired Big Hotel for S$ 203 million.

• Created from scratch a highly profitable development advisory business.• Delighted Fortune 500 clients by delivering greater certainty of investment outcome and improved returns on their residential, commercial and mixed use developments (including Morgan Stanley, LaSalle Investment Management and Goldman Sachs).• Set up and managed multi-disciplinary client facing teams in Hong Kong, Shanghai, Singapore, Thailand, Malaysia and Indonesia.• Led a multi-disciplinary team to secure a… Show more • Created from scratch a highly profitable development advisory business.• Delighted Fortune 500 clients by delivering greater certainty of investment outcome and improved returns on their residential, commercial and mixed use developments (including Morgan Stanley, LaSalle Investment Management and Goldman Sachs).• Set up and managed multi-disciplinary client facing teams in Hong Kong, Shanghai, Singapore, Thailand, Malaysia and Indonesia.• Led a multi-disciplinary team to secure a 5-year contract (HK$ 200 million p.a.) as the outsourced FM & PM provider managing HSBC’s property portfolio in Hong Kong (retail branches, offices and residences for senior executives).• Inherited a heavy loss-making Asia region in 2002 requiring wholesale restructuring and transformation around Fortune 500 clients. Equity partner responsible for delivering 35% of EC Harris’s group profit improvement worldwide over a 5-year period from 2002 to 2006. The other 39 equity partners delivered 65%. Show less