From startups to decacorns: Georg Chmiel’s best management advice

“Communication is not about broadcasting, it’s about listening. Listen to your customers, employees and shareholders. Try to understand an industry before disrupting it; you can’t just throw technology at a problem and expect meaningful change. Listening and testing are forms of empowerment in themselves.”

“If [persistence with flexibility] were easy, everyone would do it. Be prepared for setbacks and rejection. Resilience is key, but so is adaptability. Keep your eyes and ears open so you can pivot when needed.”

Read more: Opinion: stop avoiding friction in your startup—it’s actually essential for growth

“The best advice I have ever received was simple: have a clear vision and strategy that solves a real problem, and make sure everyone understands it. You should never start a business without a clear strategy,” Chmiel says, the exception being running small pilots to test the market. “Many people like to say execution matters more than the idea. I strongly disagree. Without a strong and clear strategy, execution becomes directionless.” Chmiel is confident that strategy is the foundation that guides overall operations: what to prioritise, who to hire and how to run businesses on a daily basis.

“Less talking. Less writing fancy value statements on walls. More listening. More action. Treat every person as an essential part of delivering and executing the strategy. People don’t want to be told how essential their function is; they want to feel, see and experience their purpose inside the business. When it comes to company values. It is similar. Don’t put company values on the wall of the office and repeat them in broadcasts. That doesn’t work. Make sure people experience the values in real ways, not just through slogans.” 

See also: What’s the most triggering thing someone has said to you—and how did you address it?

“Empowerment has to be aligned. At iProperty, we ran operations in five countries, including Malaysia, Thailand, Hong Kong, Indonesia and Singapore. Each market was different, so we created a Group Vision to unify them, but offered each country CEO relative independence. Group HQ was kept deliberately lean, so it wouldn’t get in the way but support the country strategy and ensure the overall vision was maintained. That balance of alignment and independence paid off—iProperty was sold in 2016 in the largest online takeover in Southeast Asia at the time.”

“Start with a clear strategy that everyone understands. Hire the right people and empower them to lead. Build early warning systems to spot risks and keep listening to the market—it will tell you when to adjust.”

Don’t miss: Oh My Goodness! founder Ramya Ragupathi: “Not every opportunity is a good opportunity”

“In almost every business I’ve worked in, my style has shaped outcomes. At REA Group, I used storytelling to show the value of a customer,” Chmiel says. He once compared the value of two Porsche Boxsters being of equivalent value to the lifetime loyalty of a single client. “At iProperty Group, I moved around to align empowerment and rebuild confidence in the team.” As a result, Chmiel estimates he spent 49.9 per cent of his time in overseas operations, narrowly meeting his residency requirements in Malaysia by a mere two days. “These approaches weren’t theoretical, they directly moved the needle.”

“First, nail your home market. You need a strong base before expanding abroad. Then, choose your international markets carefully. Study each one, hire strong local teams, visit regularly and never copy-paste solutions that worked elsewhere. Avoid assuming your tech is superior, and even if it is, ask yourself if that superiority even matters,” Chmiel says. He notes that although iProperty and iCar may not have had the most aesthetic digital portals, they delivered on the functions people expected. “They were locally tailored to the needs and experiences of the local audience. We understood the markets, and that made all the difference.”

Alongside his co-founder and CEO Amy Rashina, Chmiel now channels his wealth of experience into Chmiel Global Advisory. Based in Malaysia, the firm specialises in accelerating the growth of disruptive, technology-driven companies in Southeast Asia. Its services range from corporate advisory and interim management to corporate training, networking, branding and public relations.

Through its HRDCorp-registered sister company GoFlex Events which was founded by Amy Rashina, the advisory also develops bespoke training programmes and creates platforms for entrepreneurs to connect. The firm is structured to help businesses not only raise capital and refine their strategy but also build strong brand identities and positive company cultures.

Chmiel himself continues to sit on the boards of several listed companies, while advising ventures from brioHR.com to madeComfy.com. The common thread across his endeavours is a relentless belief in resilience, adaptability and strategy as the cornerstones of growth.

For entrepreneurs looking to scale their businesses into decacorns, his words serve as a reminder: leadership is not slogans on a wall, but the lived experience of persistence and clarity.

NOW READ

Lladró unveils handcrafted equestrian masterpieces for the Year of the Horse 2026

In pictures: Armani Group unveils immersive sales gallery for much-anticipated Armani Hallson KLCC

The all-new HSBC Premier aims to grow your wealth, health, travel and international connectivity