Why entrepreneur Loh Lik Peng spends about a third of his time serving Singapore’s cultural and public institutions

Soon after his SHA appointment, Loh was called upon by Michael Koh, the former CEO of NHB, to join its board. This, he tells us, was an even bigger surprise. Looking back, though, he understands how his name must have been put forward. “It boils down to being seen as dependable and capable,” he says. “If you show you’re solid in one gig, chances are, someone’s going to think of you for another. It’s about showing up, doing the work well, and proving you’re all in.”

As Loh became comfortable in his roles with SHA and NHB, he gradually shook off his rookie self‑doubts. “The imposter syndrome, that gnawing doubt of belonging, gradually fades as you accumulate experiences, as you witness your own growth,” he says. As his confidence grew along with his experience, and more appointments came his way, Loh was eventually tapped to not just sit on boards but also lead them.

Taking on a chairmanship, he tells us, is a big step, because it carries greater responsibilities and demands much more time. “As chairman, you need to set the direction, make sure the board is run well, make sure that people are carrying out their duties, and ensure that the organisation follows the direction that the board gives it,” he explains. “For some boards, you’re also much more aware of your legal responsibilities, and your fiduciary duties particularly. You’ll find that some boards, of course, don’t have fiduciary duties, because some of them are more honouree positions, but some of them do. Like Sota, which is effectively a large charity. So there’s a lot of fiduciary duty, and that part can be scary. People can go to jail if you don’t pay attention to your fiduciary duties.”

Having known Loh for many years, one of the things that has both baffled and impressed us is how he is able to juggle so many different hats. In his day job, he oversees 28 F&B establishments and seven hotels in multiple countries. He and his wife, the famed violinist Min Lee, home school their two children. And adding to that are the responsibilities required to effectively lead the boards of several organisations. 

“I try to compartmentalise my time. I find I’m actually very good at this,” Loh tells us. “If I know a board meeting is coming up, I’ll spend a day with the management team. I’ll review the papers with [the team members]. Even when I’m travelling, I’m reading the reports that come to me. In fact, because these are all roles that interest me, I find [the work] quite energising.”

He assures us that he is no micromanager. “The goal isn’t to be the one calling all the shots on the operational front. That’s the job of the executives. They’re the ones in the driver’s seat, responsible for the outcomes of their decisions and the performance under their watch,” Loh says. “If I start running the show for them, it blurs the lines of accountability. They need the space to own their actions, successes and lessons learnt. That’s how you build a team that’s not only effective, but also empowered to lead and innovate.”

The closest relationship, of course, is usually between the chairman and the chief executive. It is something that Loh relishes. “What I’ve always found the most special,” he shares, “ is working with the people, especially the chief executive. A great example is Kennie Ting (the director of ACM), who came into ACM when I was chair. I really enjoyed working with him to establish a new direction for ACM, and carefully working through its programme and making changes to bring about a new direction.”

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CALL OF DUTY

The week before our interview, we meet Loh for a photo shoot, where he patiently poses for the images in this story. The setting: a state property at 5 Kadayanallur Street managed by SLA. As we walk around the stunning three‑storey building, we chat about the role that SLA plays in Singapore. After all, the statutory board was in the news often last year. Loh shares some small disappointment that a certain issue has overshadowed the importance of the organisation. “It’s evident that many people are unaware of the extensive impact SLA has on Singapore’s social services sector,” he says. “Beyond the well‑known management of state properties—let’s not even dive into the black‑and‑white homes—and land, SLA plays a crucial role in transforming old schools and army camps into community hubs. This effort isn’t solely about profit maximisation for the government; there’s a significant social purpose behind it. The work SLA does shows the tangible benefits of government intervention. These are efforts only a government can undertake, given the financial and resource investments required. Yet, many people may not realise these initiatives often stem from governmental decisions aimed at enhancing community life.”

While Loh wears multiple hats, he counts his work in the arts, culture and heritage sectors as the appointments he relishes the most, for they are more rewarding than the purely commercial ones. But when forced to choose the one organisation that he is most passionate about, he admits that Sota has won his heart.

The national pre‑tertiary specialised arts school faces many challenges, Loh tells us. Most importantly, one of properly communicating its purpose. Contrary to the belief that Sota’s main purpose is to produce artists, its broader mission is to foster an appreciation for the arts among its students. With students starting as young as 12, he admits it is unrealistic to expect them to decide on a career in the arts at such a young age.

Loh gives credit to the Sota faculty and staff. “I’ve worked with two principals and numerous staff members throughout my time there, and the dedication they show is nothing short of remarkable,” he says. He highlights that “witnessing the dedication of these teachers and principals first hand has been an incredible experience. It’s easy for outsiders to criticise without understanding the depth of commitment most of these educators have. They’re not just teaching; they’re shaping lives, often sacrificing their own time and emotional well‑being for the benefit of the students. Being involved in such a nurturing and passionate community has been one of the most rewarding aspects of my role.”

While Loh was once the surprised youngster getting called upon to serve by respected seniors, he is now the one making those calls to the next generation. “I’ve put a fair bit of effort into [recruiting new board members], focusing heavily on ensuring that potential candidates have both the bandwidth and the commitment,” he says. “It’s not just about having a chat and seeing if they fit; it’s about finding someone who brings a new dimension to the table. When I’m looking to fill a spot on a board, I aim for balance, which nowadays inevitably includes diversity. It’s crucial not just for optics, but also for the depth and breadth it adds to our discussions. But beyond diversity, the trickier part is achieving the right chemistry among board members. You might encounter someone exceptionally qualified yet argumentative, which can skew the group dynamics in a way you didn’t intend. You want members who aren’t afraid to challenge the status quo, but in a manner that’s conducive to collective progress. Finding people who can strike that balance—willing to speak their minds without derailing the group’s harmony—is no small feat.” 

Having said that, Loh would love for more young Singaporeans to raise their hands for a shot at the job. “I think the right way for someone to put themselves forward is to be direct about it. If you really want to serve, I’d love to hear about it,” he says. “That said, we can’t just take whoever is interested. It’s crucial to ensure that new board members are not only integrated effectively but also capable of making meaningful contributions. Despite the difficulty in recruitment, the goal remains to identify individuals who can offer valuable insights and actively engage in board discussions once given the opportunity.”

What Loh does not say, but we can tell he believes in, is that these opportunities are badges of honour; not to be worn and shown off—never that—but to be quietly and extremely proud of, because at the end of the day, the ultimate goal that he strives for through these appointments is to enhance the quality of life for fellow Singaporeans. We can also tell that he loves that this is hardly a solitary goal. “You know, most people have this impression of civil servants as [being] a little bit boring or very conservative, but my experience is that the vast majority, or at least the ones I’ve been lucky enough to have worked with, are passionate people trying to do their very best for Singaporeans,” he expounds. “This has been demonstrated time and time again by the extensive efforts they undertake to make a positive difference in citizens’ lives, especially through arts, culture and heritage. I’m just grateful that I’ve been allowed to be part of this work.”

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