Cover Neo Kah Kiat, founder, chairman and group CEO of Neo Group Limited
Neo Kah Kiat, founder, chairman and group CEO of Neo Group Limited
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As the founder of Singapore’s largest catering group, Neo Kah Kiat built Neo Group Limited through bold reinvention. Today, he pairs entrepreneurial ambition with a deep commitment to mentorship, empowerment and sustained community giving
He is the man behind Singapore’s largest catering group, but Neo Kah Kiat readily admits, “I can’t cook.” In 1992, he founded Neo Garden Restaurant—later rebranded Neo Garden Catering—after spotting a gap in the market. “Caterers weren’t interested in smaller jobs or those too far to deliver to, and quality was inconsistent,” he recalls. “I wanted to transform the industry.” With no formal culinary training but a sharp instinct for opportunity, Neo built his business on one enduring belief: “You must put your heart into everything you do.”
That guiding philosophy became the foundation of what is now Neo Group Limited—a conglomerate of more than 30 brands spanning sectors that include catering, retail, manufacturing and trading. What began as a small operation in Joo Chiat has grown into a key player in the region’s food ecosystem. The journey, Neo reflects, has been driven by constant reinvention. “Every five years, we transform,” he says. “You start by getting your hands dirty, but over time, you learn to use your brain more—and you grow with the business.”
Transformation, for Neo, demanded a fundamental shift from a small shared kitchen to a technology-driven enterprise. “When we first started, there were no proper systems,” he recounts. “So I invested in technology to curb mistakes [when consolidating orders and instructions across departments], and machinery to ensure consistent quality.” Those early decisions laid the groundwork for Neo Group’s defining move: turning catering into a precision business that blends culinary production with manufacturing efficiency. “I didn’t want to depend on chefs,” he says. “We created master sauces that anyone can cook with. That’s how we became a food‑tech company.”
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The company’s growth strategy reads like a masterclass in vertical integration. After listing on the Singapore Exchange in 2012 (and later delisting in 2021), Neo embarked on an ambitious acquisition drive, bringing heritage names such as Thong Siek Global (maker of Dodo fish balls) and PrimaDeli (Singapore’s first and longest-running home-grown bakery franchise) under the Group’s umbrella. Each acquisition served a clear purpose—strengthening supply chains, reducing costs and expanding market access. “When suppliers’ prices rise, I prefer to manufacture my own products,” Neo explains. “Dodo produces ingredients for our catering business. PrimaDeli gives us a bakery arm and franchise network. Thong Siek opens international distribution to more than 30 countries.”
This web of interconnected businesses has turned Neo Group into a rare full-spectrum food enterprise—sourcing, producing, distributing and retailing under one ecosystem. Nearly 90 per cent of the products used in its catering arm are manufactured in-house, a level of control that has insulated the company from rising costs and global supply chain disruptions. It is also what gives Neo confidence in his next goal: achieving $1 billion in turnover by 2033.
That figure was once targeted for 2025, but the Covid‑19 pandemic delayed expansion plans. “To reach $1 billion, organic growth alone is not enough,” Neo says. “We need mergers, acquisitions and partnerships—both local and overseas.” Beyond numbers, his strategy hinges on people. Senior staff members are encouraged to take on what Neo calls a “secondary job”: to lead a business within the Group, mentored directly by him. “My role now is to mentor and guide them to become entrepreneurs. That’s how the company grows fast.”
This philosophy extends to what he calls his “second generation”: not his two sons, who are still young, but the long-serving employees he has groomed over decades. “My second generation is my people,” Neo says simply. “I want to make 100 of them millionaires. I’ll buy companies for them to run, or support them to start one. They take responsibility for profit and loss. That’s how they learn the [ropes in] business.”
Even as he pursues expansion, Neo remains deeply committed to giving back—a practice institutionalised long before corporate social responsibility became fashionable. “We started our giving culture 20 years ago,” he says. “Every month, staff donate a portion of their salary—initially $0.10, now 1 per cent—and the company matches it.” This culture of generosity has evolved into formal structures: the Neo Group Foundation and the employee-led Neo Seed fund, which channel donations to charities supporting education, healthcare and community welfare. Among them is Cheng Hong Welfare Service Society. Personally championed by Neo as well, the charity provides traditional Chinese medicine consultations and treatment (this is open to the public as well, and also pro bono), afterlife services and other charitable assistance to the elderly and the needy.
It is this blend of business acumen and social conviction that defines Neo’s enduring appeal. Equally at ease discussing economies of scale as he is encouraging peers to give back, he sees generosity as a responsibility, not an afterthought. “I want to be known for influencing others to give,” he says. “Many business leaders do well, but they don’t always give in the right proportion. I tell them that I have no agenda—I just want to help.”
For Neo, true legacy lies not in market share, but in mindset. “A company must have a good culture to grow beyond one generation,” he reflects. To him, culture is the unseen force that sustains success—the essential ingredient for creating something that lasts.
Credits
Photography: Darren Gabriel Leow
Styling: Adriel Chiun
Grooming: Angel Gwee using Davines and Tarte Cosmetics
As Senior Editor of Tatler Singapore, Hashirin champions and refines the storytelling across platforms—curating and crafting compelling profiles, cover stories and features that spotlight visionaries shaping culture, business and impact. Driven by curiosity, she draws inspiration from the artists, changemakers and trailblazers she encounters through her work. Beyond the pages of Tatler, she is an avid supporter of local theatre and delights in seeking out art in every city she visits.
