Lee Slater

When geopolitics meets banking strategy — some powerful takeaways from my conversation with the CEO of DBS Bank Tan Su Shan Singapore sits at a unique intersection: 🇨🇳 Close to China 🇺🇸 Tightly linked to the US 🇪🇺 Dependent on Europe for training & capital flows Balancing these forces is becoming an art form. I asked her directly: 👉 Will China’s CIPS challenge SWIFT? Her answer was pragmatic: DBS is riding both rails. But China restricting transactions to Yuan limits its global scale — currency power still matters. She also spoke about how regional flows are shifting: Dubai → NRI-centric Singapore → China-centric (but shifting fast) India → Her biggest bullish bet. DBS is seeing strong growth in India and doubling down. I shared how at Vee Technologies, our 10,000+ team powers last-mile banking and e-Gov across India, enabling 1000s of branches to serve millions. And proud that DBS has been Chozen Venture Singapore trusted banking partner for over a decade. One brilliant leadership tool she shared: She gave her top team crypto tokens and made them play Monopoly — to model how custody, trading, and risk evolve in the world of crypto. Game theory as business strategy — simple, but powerful. Banking, tech, and geopolitics are no longer separate conversations. The world is converging. And it's happening fast. #Banking #CryptoStrategy #GameTheoryInBusiness #TechEntrepreneur #IndiaRising #SingaporeFinance #ChinaUS #SWIFTvsCIPS #LeadershipInsights #VeeTechnologies #ChozenVentures #BusinessGrowth #FutureThinking

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I am starting the Chief Technology and AI Officer (CTAIO) Programme at the National University of Singapore (NUS) School Of Computing, an executive programme focused on driving digital and AI transformations with impact. The programme explores how organisations can harness emerging technologies and AI to drive transformation and innovation. Key areas include AI-driven digital business strategy, enterprise transformation, cloud and cybersecurity strategy, AI architecture and infrastructure, and governance of AI systems. It also covers leadership topics such as technology business planning, digital product management, scaling technology organisations, and leading change in AI-augmented enterprises. Looking forward to the journey. https://lnkd.in/g6zWamEh

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Fuse Financing and GCash Highlight Digital Credit Solutions at Mastercard ASEAN Inclusive Growth Summit Tech-enabled underwriting platform helps #GCash expand its reach Small businesses remain the backbone of Southeast Asia’s economy, generating two out of every three jobs across the region. Yet despite their vital role, micro, small, and medium enterprises (MSMEs) continue to face systemic barriers that hinder their growth—chief among them, limited access to capital.   At the  recently concluded Mastercard ASEAN Inclusive Growth Summit (AIGS), public and private sector leaders gathered to discuss how to turn these barriers into breakthroughs.   Fuse Financing Inc., the lending arm of GCash, the Philippines’ leading finance superapp and largest cashless ecosystem, joined the dialogue as a key private sector partner accelerating access to capital, data, and product innovation for MSME growth across the region.   The panel session, titled “Small business: From barriers to breakthrough,” featured Tony Isidro, president and chief executive officer (CEO) of Fuse Financing Inc.,  Joey Concepcion III, Asean-Business Advisory Council Philippines chairman and Go Negosyo founder; and Shuyin Tang, CEO and co-founder of Beacon Fund; moderated by Subhashini Chandran, senior vice president of the Mastercard, Center for Inclusive Growth.   Isidro highlighted how digital tools are transforming credit access. In the Philippines, many MSMEs do not have access to formal lending because of lack of requirements, such as credit history.   “In the case of Fuse, we created a proprietary trust score, which we call GScore, which is in turn based on the MSME's footprint in the GCash ecosystem,” Isidro said. “Through GScore, we're able to remove the friction that's otherwise associated with formal lending—including collateral [and] additional documents.”   Isidro noted that this data-driven approach allows them to identify eligible MSMEs who otherwise would have to resort to informal channels with abusive rates and harassment, enabling them to borrow to expand their business "with dignity.”   He stressed that achieving sustained progress requires collaboration with like-minded partners. “It's also important to note, and certainly for us, this is our belief, that no one organization can do that. It's this collaboration that will help move the needle for MSMEs in the Philippines,” the GCash official said.   As of the third quarter of 2025, Fuse has disbursed a total of P323 billion (~$5.5B) to 10.2 million unique borrowers. One in three borrowers are small business owners, three in five are women, and four in five come from the mass market.   Each loan helps users build a digital credit record, empowering them to access better rates over time while encouraging responsible borrowing through clear repayment terms and flexible payment options.   Chandran, meanwhile, agreed that financing should be more...

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Happy CNY, Gong Xi Fa Cai Exciting beginning of Fire Horse year. I am so proud to be a member of the Transformation&Data team at DBS, actively driving the future of banking with AI. Singapore’s 2026 Budget: Prime Minister Lawrence Wong recently cited DBS Bank as a benchmark for scalable AI transformation. By transitioning from isolated pilots to enterprise-wide AI integration, the bank provides a clear path for the future of work. Key drivers of this operational shift include deploying Agentic AI for complex workflows and utilizing AI as a standard co-pilot to elevate human decision-making. This sustained investment confirm AI is a direct catalyst for sustainable innovation and high-value jobs.

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I recently spoke with Aileen Chuang from South China Morning Post SCMP about our skills journey and how it is a critical aspect of our AI adoption plans. The discussion included the commercial impact of our skills redeployment work as well as the strong progress we are making in preparing our colleagues to work intuitively and iteratively with AI.   We also discussed Standard Chartered’s Talent Marketplace, our AI-enabled platform that empowers our workforce to leverage and hone their skills by signing up for gigs in the areas of biggest impact for the firm. This has helped us unlock productivity while offering additional growth and development opportunities for our colleagues. We are also building AI skills at scale through initiatives such as our AI Learning Hub and the roll out of SC GPT.   I believe that human-AI collaboration is the next transformative work pattern. So it’s important that we focus not only on building technical skills, but also on strengthening human capabilities such as curiosity, agility, and resilience, as we continue to implement technology that augments and supports our workforce.   Check out the article below to find out more 👇   https://lnkd.in/e2usTd72

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👀 Transformation is everywhere, but readiness to manage it isn't.   Across Asia-Pacific, nearly every company I speak to, across industries and sectors, is going through some form of transformation: 🌏 Strategic pivots and business model shifts 🩻 Layoffs, restructures, M&A 📌 AI and technology disruption ⚡ Cultural tensions and generational change Yet, many leadership teams underestimate the human complexity of these changes; and even more often, underinvest in strategic communications and employee engagement to manage them effectively.   Here are the Top 3 Challenges I see across the region: 📍 In-house teams are overwhelmed or too close to the change: Internal comms, HR, and strategy teams are stretched. They're managing the day-to-day and firefighting, and can sometimes struggle to be in the best position or not be equipped to counsel leadership or orchestrate change narratives. ↪️ Transformation is treated as a project, not an experience: Strategy decks are built, org charts are restructured... but employees are left confused, fatigued, or disengaged because no one translated the ‘what’ into ‘why it matters’. ⭕ There’s still a mindset gap around external strategic support: Many organisations see communications as a tactical afterthought, not a strategic enabler, often turning to advisors only when it’s already too late to shape outcomes.   The Opportunity for 2026 and beyond: ✅ Strategic communications and engagement aren’t just ‘nice-to-haves’; they are the difference between change that sticks and change that stalls.   ✅ As budgets tighten and transformations accelerate, leaders who communicate with clarity, empathy and purpose will emerge stronger, more trusted, and more aligned.   Curious to hear: What change and transformation trends are you seeing in your part of the region? Let’s connect! 😊 #ChangeLeadership #Transformation #EmployeeEngagement #AsiaPacific #LeadershipCommunication #OrganisationalCulture #StrategicComms

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A little late—but absolutely worth sharing. I had a fantastic time discussing how agentic AI is reshaping L&D at the CHRO Series Singapore with Aaron Lim, Chow Yong Ng, and Chloe Zhou. Here’s the real reason AI matters in learning - It’s not just a productivity boost. It changes the architecture of how organizations build capability. With agentic systems, we can move from static, one-size-fits-all programs to dynamic, skills-forward ecosystems that: - Map emerging skill gaps before they hit the business - Orchestrate personalized learning paths automatically, not manually - Maintain consistency in core competencies while adapting to each individual - Integrate learning with real workflows—so growth isn’t an “extra,” it’s embedded In a world where roles are being redesigned faster than curricula can keep up, AI is the only way to build learning that is responsive, contextual, and genuinely transformative. #AI #Learning #FutureOfWork #Upskilling

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70% of organisational change efforts fail. One of the biggest reasons? Poor communication. In my experience, I’ve seen how powerful good communication can be in keeping teams engaged during times of uncertainty. It’s not just about sharing updates, but about listening, involving people and helping them see where they fit into the journey. It was a pleasure to discuss the important topic of navigating change and engaging teams in the process with Zu Hui YAP for this blog. His advice that empathy, communication and authentic leadership are crucial to building trust and engagement during challenging times of transformation really resonates with me. #ChangeManagement #Communication #EQ #Empathy #AuthenticLeadership #HRCommunity #LearningAndDevelopment

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Despite ongoing market uncertainties, permanent hiring continues to play a crucial role in building long-term organisational capability. Many companies in Singapore remain focused on strengthening their core teams with the right talent who can drive innovation and sustainable growth. At the same time, organisations are increasingly complementing these teams with specialist contractors when niche expertise is required. This hybrid approach allows businesses to retain strategic talent while maintaining agility in delivering complex initiatives. For organisations navigating hiring decisions in the current environment, having clear market visibility on compensation and talent trends is more important than ever. Our latest Morgan McKinley Salary Guide provides useful insights into market salaries and hiring trends across industries: https://lnkd.in/gXdmSe7G Also sharing an interesting read on how companies are adapting their hiring strategies: https://lnkd.in/gHUqHM6q Would be great to hear how others are approaching hiring in the current market. #morganmckinley #recruitment #hiringstrategies Ken Ong Andrew Evans Lucas Watt Jerry Lim Peggy Koh Shrijesh Patel Wen Hui Toh Mon Fei Chow Joey Ho Nicholas Lim

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Transforming a global financial institution like Standard Chartered demands more than new tech - it requires us to rethink our culture, capability, processes and platforms. And that is anchored in our ongoing commitment to better serve our clients, and deliver our strategy. Thanks to Allan Tan and FutureCOO for featuring my insights on how our transformation as a super-connector Bank sees us equipping our people with future-ready skills, while harnessing #data and #AI to anticipate client needs and amplify our strategic advantages in cross-border transactions, affluent client services, and sustainability. Sustainable #transformation, to me, isn't about perfection - it's about persistence and putting clients and colleagues at the heart of every change. Have a read and look forward to hearing your thoughts. https://lnkd.in/gCSFKUM6

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It is a privilege to join fellow industry and ecosystem leaders to support CSAVI (Centralized Skills Assessment and Validation Initiative) Advisory Panel that was led by SSG and SIT, advancing the skills-first strategy for both enterprises and individuals in Singapore. As the nature of work continues to evolve rapidly, organisations are rethinking how they attract, develop and deploy talent. A skills-first approach moves beyond traditional job credentials to focus on what truly matters — the capabilities people bring and their potential to grow. For businesses, this means building a more agile and future-ready workforce. For individuals, it opens up greater opportunities for career mobility and lifelong learning. I look forward to contributing to the discussions and working with partners across the ecosystem to help shape and build practical tools and pathways for enterprises to adopt skills-based practices and empower individuals to continuously build relevant skills. #SkillsFirst #FutureOfWork #HumanCapital #Singapore #CSAVI

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I’m glad to launch our inaugural Randstad Asia Pacific Workmonitor Report. This in-depth study reflects the perspectives of more than 5,700 talent based across Asia Pacific to uncover what truly matters to them. And the findings are clear: it's time for a new workplace baseline.     It’s not just about the paycheck, as talent are increasingly looking for purpose, connection, and growth in their work. For employers wanting to attract and retain talent, we need to focus on the ‘why’, ‘who’ and ‘how’ of work: Why: Purpose in work is more than funding our desired lifestyle or saving for retirement, especially when there are alternative avenues to earn money. It’s about the deeper "why" behind why we choose to work. Who: 43% of APAC workers would not mind earning less money if they have good friends at work. Talent is seeking more than just a job, they yearn for a community where they feel valued and connected. The desire for belonging is deeply intertwined with the presence of workplace camaraderie and trust. How: Talent in Asia Pacific is 3% more likely to quit their jobs if training opportunities do not future-proof their careers, particularly in AI. Employers also need to ensure upskilling opportunities are age-inclusive to every single employee benefits. Get a copy of the Asia Pacific Workmonitor report here: You can also get it here: https://lnkd.in/gVs3xJfq You can also request the Asia Pacific report or market reports with more local data from our offices: Randstad Australia, Randstad New Zealand, Randstad China, Randstad Hong Kong, Randstad India, Randstad Japan, Randstad Singapore, Randstad Malaysia. #Randstad #2025Workmonitor #AsiaPacific #PartnerForTalent #TalentExpectations 

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Singapore is becoming the go-to base for Chinese firms expanding into ASEAN. HSBC Singapore reinforced that shift with two senior appointments:   • Ying Wang, Head of Distribution, International Wealth and Premier Banking (effective 26 Feb 2026) Leading sales and service channels, distribution strategy, and customer experience.   • Irene Zeng, Managing Director and Head of Business Development, China Corridor, Corporate and Institutional Banking (effective 1 Mar 2026). A newly created role focused on Chinese corporates and entrepreneurs expanding into Singapore and ASEAN. 𝗪𝗵𝘆 𝗱𝗼𝗲𝘀 𝘁𝗵𝗶𝘀 𝗺𝗮𝘁𝘁𝗲𝗿? The corridor is getting larger.   • China–ASEAN trade reached US$984B in 2024   • ASEAN exports rose 12% YoY in 2025 What clients will value most:   • quicker onboarding across markets   • smoother trade and payments   • one joined-up experience across corporate banking and wealth My view on this: The China corridor is moving from “opportunity” to “priority”. Banks that win here will make cross-border feel 𝘀𝗶𝗺𝗽𝗹𝗲.

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Pleased to see UOB featured in a recent Gartner case study on upskilling talent for an increasingly AI-enabled workplace. Our approach was deliberate: 1️⃣ Democratise the tools — and stack training immediately behind them. When we deployed Copilot, structured training followed. So colleagues don’t just use AI — they use it effectively and responsibly. 20,000+ colleagues have been upskilled through a tiered proficiency framework aligned to tool access. 2️⃣ Access is earned. More powerful capabilities require higher certification. Democratized AI ≠ unmanaged risk. 3️⃣ Bottom-up use case discovery. The teams closest to workflows redesign them. Our proprietary branch chatbot is now live in 40+ branches, improving frontline productivity and customer experience. 4️⃣ Build the next-generation AI bench. Through our AI & Data Analytics Centre of Excellence (with IMDA and NUS), we are institutionalising AI capability — not just experimenting with it. That’s how AI becomes our sustainable advantage. Ariel C. Jason Ng

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The announcement in the Singapore Budget to merge SkillsFuture (SSG) and Workforce Singapore (WSG) took me back a decade. Some of us will remember when they were one entity, the Workforce Development Authority (WDA) before being split in 2016. It's easy to see this as a "roti prata flip." I don't think it is. The 2016 split created a laser-focus on skills mastery. It was the right move for its time. But think about how far we've come. We used to hire for role fit. Then we shifted to competencies. Now we're focused on skills, and rightly so. This merger reflects a deeper shift: from thinking about jobs to thinking about careers. Careers are journeys. And in a world where many of tomorrow's roles haven't been invented yet, the most valuable thing any professional can carry is a skills kitbag they can take wherever, into whatever comes next. Even better, a carefully curated skills kitbag. That's what this merger is really about. Not integrating two agencies but building a national system for careers, not just jobs. And it puts the challenge back on us. Are our own HR functions designed for this reality? Or are we still running the 2016 playbook where L&D is in one silo, Talent Acquisition in another? My gut tells me most of us aren't there yet. But I'd love to hear from those who are. What's it taken to break down those silos inside your organisation? #SingaporeBudget #FutureOfWork #HRLeadership #StrategicHR #WorkforceTransformation #Skills

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