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Showing posts with label Corporate Princess. Show all posts
Showing posts with label Corporate Princess. Show all posts

Wednesday, 7 August 2013

Corporate Pricess 3 : Ruth Yeoh and siblings 企业公主系列3 : 杨佩君姐弟

Our blog on Carmey Chuah and Dianna Lee Cheng Wen consistently get higher number of search and click every weeks. We decided to continue on such series and this is our 3 report on Corporate princess.

 Ruth Yeoh 杨佩君is familiar face in Malaysia. Being eldest daughter of YTL Corporation 's Tan Sri Francis Yeoh daughter and executive director of YTL Singapore, a high profile enviromentalist, promoting sustainability, corbon control and Green technology.

We managd to find a Youtube video of Ruth Yeoh on National Geographic channel. 

Ruth Yeoh , 30 is married to Kenneth Khaw. Ruth graduated with a degree in Architectural Studies (Hons) from the University of Nottingham in UK and an MSc in Management from Cass Business School in London.

Younger brother of Ruth Yeoh, Mr Jacob Yeoh杨恭耀, the eldest son of Mr Yeoh, is deputy CEO of the telecommunications firm. In charge of Yes 4G WiMAX technology.

Jacob Yeoh and partner Fiona Oon at one function.

Francis Yeoh's 2nd son Joseph Yeoh杨恭贤 will marriged primary schoolmate next year
Francis Yeoh's 2nd son Joseph Yeoh杨恭贤,LLB,VP of YTL Hotels & Properties & YTL Land & Development who in charge of group F&B, retail etc,  will marriged primary schoolmate next year

The youngest of five siblings call Mr Joshua Yeoh,graduated from Cambridge University with a master's in civil engineering.

There is more where they come from. Ruth and Joshua are only two of a batch of 27 of the YTL bloodline (YTL stands for Yeoh Tiong Lay - founder of the group and the elder Mr Yeoh's father) pottering about in the many units that represent the smorgasbord of businesses held under the sprawling YTL umbrella which spans Malaysia, Singapore, Indonesia, China, Australia and Britain.

Eventually, one of these privileged young people - the children, nephews and nieces of Mr Yeoh, armed with elite academic qualifications - will lead the mammoth family enterprise beaten into steady shape by its chief steward.

The rest potentially stand to be chief executive officers of the conglomerate's respective businesses which Mr Yeoh has cleverly divvied up into 'bite-size' operations.

'They belong to the generation that tasted some wealth yet competed for the best universities on their own strength. That's the first test of meritocracy. All 27 of them have not been mollycoddled. That's my greatest joy,' says Mr Yeoh.

He admits that he can no longer micro-manage the group which has grown by leaps and bounds and has a fat kitty of RM12 billion (S$4.94 billion).

'I'm introducing CEOs now into each organisation, not MDs (managing directors) as that's the old way. I could macro- and micro-manage during my time then but not today. I can't be a strategic thinker as well as a micro-manager.'

YTL GROUP was founded by Tan Sri Yeoh Tiong Lay, Mr Yeoh's grandfather came to Malaya from China's Fujian province in 1920 with no education nor kin.

It began as a petite construction business in 1955 and has grown from a single listed entity in 1985 to a huge business empire with businesses in regulated utilities, infrastructure, real estate, hospitality, and telecommunications.

A civil engineer, Mr Francis Yeoh took over the running of YTL in 1978 and grew it into a global conglomerate comprising six listed companies, which will soon be down to five as it is in the midst of privatising YTL Cement through a share swap. They have a combined market capitalisation of more than RM34 billion.

A decade ago, the group was completely reliant on its Malaysian business. Today, it derives more than 75 per cent of its revenue from abroad. The plan to hedge the group's business took place steadily and with calculation over a decade.

Mr Yeoh's penchant for scooping up valuable assets in distressed times and turning them into gems in the cash-plump stable is widely known.

YTL Power International, which is 53 per cent owned by YTL Corp (both are listed on Bursa Malaysia), bought Singapore's second-largest power company PowerSeraya in 2009 from Temasek Holdings for $3.8 billion, which included debt of $200 million. The purchase took place at the height of the global financial crisis.

Seven years before that, YTL, a relative unknown in Europe, trumped the Royal Bank of Scotland and became the proud owner of Wessex Water. The group bought the asset from a unit of failed energy trader Enron for £1.24 billion (S$2.4 billion).

In early 2010, Citigroup, to restore its balance sheet, sold one of Japan's most famous ski resorts Niseko Village to YTL Group for 6 billion yen (S$99.6 million).

'I've been watching Niseko for a while and had waited for the right time. Citigroup was willing to sell it at the right price and that's what made it compelling,' he says.

While PowerSeraya and Wessex fit snugly into the group's affinity for regulated assets, Niseko fell right into place with its high-end full-frills hospitality business.

Such opportunities in crisis have enabled the group to diversify its operations and spread its wings across many continents.

No surprise then that Mr Yeoh is hoping he can work the same kind of magic again in the current slowdown.

'I like headwinds. We can buy a lot of assets,' he says, true to form.

'If there's an economic implosion, the system cleans up by itself. Since 2008, there has not been such a cleanup. Not many dare mark to market their properties or assets,' he groans, clearly referring to the absence yet of attractively- priced assets for the group to pounce on.

He expects that turning point 'when something gives' to happen some time closer to the second half of this year.

The group is, predictably, trawling for regulated and property assets. On the radar are malls in China and Singapore.

'For Singapore, probably with this implosion of sorts, holders of assets who are highly geared may want to let go of malls,' he says.


IN SINGAPORE, the YTL Group's Starhill Global Real Estate Investment Trust, which is listed on the Singapore Exchange, owns Wisma Atria in Orchard Road and Ngee Ann City. The facade of Wisma Atria, a popular mall in uptown Orchard Road, is currently undergoing extensive redevelopment and will soon showcase double-storey flagship stores of international brands in the mid to high-end segments.

The group has also been expanding its real estate involvement here which currently comprises Sandy Island and Kasara The Lake on Sentosa Cove, and Westwood Apartments in Orchard Boulevard.

Update : What happen in 2013 







杨忠礼孙女崭露头角 杨佩君要为地球添绿荫
韩宝镇 (2011-12-11)

杨佩君(30岁,已婚)是杨忠礼新加坡(YTL Singapore)的执行董事,全职负责杨忠礼机构的可持续发展事务。
她拥有英国诺丁汉大学建筑学学位和伦敦卡斯商学院(Cass Business School)硕士学位。自24岁加入公司后,她就开创了环保部。对她来说,个人之后所做的一切工作,都是最自然不过的。
父亲早年开发马来西亚邦咯岛度假村(Pangkor Laut Resort)时,常带着小佩君到岛上,并要她亲手栽种小树和灌木。
杨忠礼机构所经营的业务横跨各领域,有发电厂、电力供应、洋灰生产、建筑、酒店与房地产、土地开发、电子解决方案(e- solutions)、豪华火车“东方快车”(The Eastern and Oriental Express)和升禧环球房地产投资信托(Starhill Global REIT) 等等。
它强调“环境传道”,不仅要教育公众,也对社区领袖灌输环保意识。通过YTL-RARE(Rare Animal Relief Effort,珍稀动物拯救行动)东南亚游学计划,教导领袖们在自己的社群发起“迷你运动”。杨忠礼电力国际公司在新加坡的西拉雅能源(Power Seraya)也推出计划,把大专生培养成能源节约的倡导者。
让环境持续发展 不是说说罢了
杨佩君的身份也具有说服力。她本身就是美国瑞尔保护协会(RARE Conservation)和保护珊瑚礁组织Reef Check Malaysia最年轻的信托人。
她指出,集团以对环境负责任的态度去建设邦咯岛度假村、日本的二世古村(Niseko Village)和北婆罗洲沙巴的加雅娜岛(Pulau Gaya)度假村等,不对周遭自然环境造成破坏。
“我认为作为一个集团,我们这么做并不单是为了生存而已,也是因为这对我们的心灵有好处。这正是人们为我们出力;我们的利益相关者(stakeholders)尊敬我们;投资者对我们作出投资的理由。他们知道我们不是说说罢了,而是说了就会去做。” ..


集团内部的清洁发展机制(Clean Development Mechanism,简称CDM)咨询团,不仅为集团出主意,也为其他公司提供咨询服务,以推广企业绿化行动。CDM是按京都议定书而制定的,让公司通过售卖“排放减量认证”(Certified Emission Reductions),把对环境的改善转为现金流。


此外,杨佩君的弟弟杨恭耀,也在近年开始加入公司团队,担任杨忠礼通讯私人有限公司的副首席执行官,推动口碑良好的YES 4G手机与语音服务,姐弟两所负责的任务越来越多,可见杨家正一块块的为企业接班路铺上基石。




 針對兩人即將於今年12月舉行的婚禮,他披露,很大的可能是在吉隆坡大華酒店(The Majestic Hotel)設宴,兩人迄今仍未決定將會到哪裡度蜜月。




12个月的律师楼生涯训练和装备他的思维也对他如今的事业有所助益。“我的哲学是让大家欢笑,不管他是什么人、从事什么工作,我想这一点非常重要,而且也是酒店业的基础。不过,我不需要人家告诉我这一点,我很早就知道。从小,不管做什么,我就喜欢让周围的人快乐。很多人问我……比如圣诞节要什么礼物,我都说随便你要给什么,或者是换成我要给你一些东西,因为我想看到你欢笑,所以我对现况以及能为很多人准备很多东西,尤其是我在乎的人而感到开心和感恩,So it's good。”


他目前身兼YTL Hotels & Resorts以及YTL Land & Development私人有限公司副总裁,负责餐饮、土地开发、酒店、零售业务,也协助日理万机的父亲打理“时光之旅名表珠宝展。”





作者:英國《金融時報》 拉胡爾•雅各布 2011-12-25 (
楊忠禮集團(YTL)董事總經理楊肅斌(Francis Yeoh)正在闡述集團旗下酒店業務的管理哲學,這時,談話出現了意外的轉折。他當時正在香港一個大型酒店投資會議上發表講話,觀眾席中有來自亞洲和美國的150名高管。

當我問他,楊忠禮集團的主業是基礎設施,他是如何創建一項備受尊敬的酒店業務的時候,他回答,他年輕時從同胞馬來西亞華裔億萬富翁、酒店業者郭鶴年(Robert Kuok)那裡學到了一個重要教訓。郭鶴年是香格裡拉(Shangri La)酒店集團的所有者。郭鶴年曾告訴他,在酒店行業,存在一個“倒金字塔結構”,“員工是公司中最重要的資產”,因為接待客人的不是首席執行官,而是員工。



這位曾在倫敦西區的金斯敦大學(Kingston university)就讀、現年57歲的土木工程師表示,有一條主線把他經營的這個綜合企業的各種業務粘合在一起,其中包括英國供水公司Wessex Water、他在馬來西亞和新加坡擁有的發電廠、他的公司在吉隆坡修建和經營的機場快速鐵路以及他在法國、日本和馬來西亞擁有的酒店。核心競爭力是一名工程師的象徵:比其他人更高效的創建並經營大型項目。



在2002年收購Wessex Water後,YTL贊助了一場在巴斯舉辦的免費音樂會,表演者是盧奇亞諾•帕瓦羅蒂(Luciano Pavarotti)、普拉西多•多明戈(Plácido Domingo)和何賽•卡雷拉斯(José Carreras)。在與“世界三大男高音”簽訂的協議中,有這樣一個要求,他們必須演唱贊美詩《我心靈得安寧》(It is well with my soul)。

上世紀90年代中期,帕瓦羅蒂曾在楊肅斌在馬來西亞的綠中海度假村(Pangkor Laut Resort)的開業儀式上演唱。楊肅斌開玩笑地將該度假村稱為“生育診所”,因為有幾對夫婦在入住期間懷孕。他解釋道:“因為無事可做,所以最後在這方面做了很多。”

今年,YTL試圖收購美國酒店集團Rosewood Hotels,但出價低於香港新世界酒店(New World Hospitality)。Rosewood Hotels是紐約凱雷酒店(The Carlyle)的所有者。坐擁140億林吉特資金的楊肅斌熱切盼望著一場金融危機的到來,但讓他失望的是,掛牌出售的資產沒有增多。


鑒於這種對不良資產的興趣,人們毫不意外的發現,他曾仔細研究過沃倫•巴菲特(Warren Buffett)的投資哲學。他表示:“我們不相信收購企業、對其進行美化然後將其出售的哲學。我們購買的是那些我們能夠利用我們的改造能力令其增值的企業。”


在Wessex Water的例子里,他驕傲地表示,該公司在過去4年連續獲得英國最優秀水力公司的稱號。他當年以14億英鎊從安然(Enron)手中收購了Wessex Water。




以自嘲方式來闡釋商業智慧的這種習慣正在源源不斷地展現出來。楊肅斌講到了這樣一項挑戰:YTL集團旗下經營著曼谷至新加坡的東方快車(Eastern & Oriental Express)豪華專列,他們試圖吸引更多非日本亞洲客戶乘坐這趟專列。







最新 : 2013年最资深有经验美丽的企业公主

Saturday, 27 July 2013

Second Daughter of Lee Kim Yew 企业公主系列2 : 李静雯姐妹

In June 2011, Dianna Lee Cheng Wen was redesignated as Group Chief Executive Officer from Executive Director of Country Heights Holding Berhad, making her, at 25 years old, one of the youngest Group CEOs in Malaysia. Lee is also the second daughter of property tycoon Tan Sri Lee Kim Yew, and is not to be confused with Dian Lee Cheng Ling, Lee's eldest daughter who heads up Clearwater Group.

Country Heights Holding Berhad have six different business units.The major one is our Property Development division, followed by our Hospitality division ( Palace of the Golden Horses )  , the Health division which carries the brand name of “Golden Horses Health Sanctuary”, Property Investment division (The Mines Wonderland) and lastly, the Education division as well.

When interview with 360celsius magazine She said : "During school holidays, I would always follow my dad around in his office as his PA. Sometimes, I would have to go through HR policies and Country Height’s SOP together with my dad. At that time, I thought that hospitality was quite interesting."

"During one of the semester breaks during my secondary school days, I came in through the back door of the hotel and stood in line with all the other casual laborers to apply for a housekeeping job. They didn’t know who I was because my identity wasn’t exposed. That was my first internship and it was with Palace of the Golden Horses as a housekeeper, and I did that for the entire school holiday. I was assigned to clean the guest rooms and staff toilets. It was the most interesting job ever! You’ll find “interesting” things while you are cleaning. "

Corporate Princess Get Bully

"Nobody knew who I was and I got bullied a little. While the others were cleaning 13 rooms, I had to clean 24 rooms. There was this point of time when my dad walked into one of the rooms and he forgot that I was doing under cover; and he greeted me. It was then that people got to know that I was his daughter and they started treating me very differently. From 24 rooms, I was only given 5 rooms to clean and I didn’t have to clean the staff toilet anymore."

"Then I came back for my second internship and I applied for an F&B job. I was waiting tables for government events and weddings. This internship built up my muscles; you would never imagine that trays could be so heavy! That’s how my first two internships went about with Country Heights when I was in my teens. "


Dianna Lee Cheng Wen graduated with a Bachelor of Science in Corporate Finance and Organisational Management from the University of Southern California, United States. She also holds a Diploma in Advance Technology from University of Cambridge, United Kingdom.

"I also did an internship with a non-profit organization that handled patients with cystic fibrosis. We did a lot of fund-raising and charity events for the organization. This was during my varsity life in Los Angeles and we did it for the Mexican community there. After that, when I thought that hospitality was not something that I wanted to do, I decided to pursue corporate finance. I was very lucky to have gotten an internship with Goldman Sachs in Singapore. "

Goldman Sachs

"At Goldman Sachs, because it’s an international firm, you are exposed to very professional and hightech procedurals; some of which that are absent in smaller firms. That’s something that has been very valuable to me. So it is where you learn your figures, ratios, risk management, code of conduct, and such. "


"After I graduated, I was offered a job at Disney; and at that time, I was working part-time with them. I was really keen and happy to pursue that; until my dad came for my graduation. He convinced me to come back and help out with the business and I thought that I should be a good daughter and help him out. So, serving my duties as a good daughter, I came back."

Learn Sales & pitching

"As for my first job after I came back, I was taking care of the sales department for one of the projects under Country Heights. With my involvement, I took over the entire sales team and we managed to reach the target set by the company, in fact we over achieved. And so, my job there was done. But, it was a difficult period for me because I was coming back to a different culture and it was not the same as in the US and Singapore. Adjusting to a different working culture is already something I’m struggling, worst off, I was given a sales position which I have absolutely no experience with. For sales, you always need to have a thicker face and bring yourself down. It wasn’t what I was used to at all.

At that time, I was having a tough time with my dad, I keep asking, “Why did you put me here? Why can’t I just do something where I don’t have to beg people?” But I learnt a lot that year. I closed one of my biggest deals and that was also the biggest deal for that year for Country Heights. I was around 24 at that time.

 It was tough trying to close that deal. I learnt a lot about humility. I had to wait outside of someone’s office until they were willing to see me. I think through my determination, they finally noticed that, “Okay, maybe Tan Sri’s daughter can actually do real work.”


t that time, the hotel was going through some management change and they were looking for people. Since I have achieved my target in sales, they moved me to take care of the special projects that was on-going at the hotel then. It was the consultant that was working on the hotel improvement project that suggested to the board to get me to be the General Manager of the hotel.

"I was reluctant because I have decided not to do hospitality. It is an industry that requires experience that I have little of. You know, managing a hotel is not an easy job. I was only 24 years old and there were people over the age of 50 who were going to be working with me. I knew it was going to be a tough job and I was very unsure. But, my dad had a chat with me and told me to try it out.

"Being adventurous, I decided to see how far I could go and went on to become the General Manager of Palace of the Golden Horses. Our task was to transform the financial health of the entire hotel, and we did it within a year. As time went by, the health division was placed under my wing and eventually, I became the CEO for the Hospitality & Health division. That was also when we launched the new extension of Golden Horse Health Sanctuary. By then, I had two hotels and three health centres under my care, it became the second largest revenue contributor to the group after the Property Development division. "

Under her portfolio, the Hospitality and Health Division is the second major revenue contributor in Country Heights Holdings Berhad. In line with the company’s vision of “Ever Searching for Better Living”, she has also spearheaded the project to transform Mines Resort City to Mines Wellness City, an innovative enhancement on the group’s flagship project. In June 2011, she was re-designated to Group Chief Executive Officer of Country Heights Holdings Berhad.

"There was then a change in the top management for the entire Country Heights Holdings Berhad. With the positive turnovers in the Hospitality & Health division, along with a good portfolio, the board thought that I would be the next suitable successor to take over Country Heights Holdings Berhad."

In smaller companies, you can pick up a lot on the cultural values, the more heart to heart things. They’re more family orientated, where you work as a family and when they do business, they look at you as a sole individual. Sometimes when you’re a big organization, we do so many corporate deals that at an event of any transactions, we tend to lose that human touch.

"Now, that’s something that I’ve learnt from a smaller organization. I always remind myself that behind every number, there’s one person there; and that person has feelings. It’s something that you really need to take care of. "

THE DRAWBACKS of being young

 Of course there will be this group of people who would think that they’re older and they’re more experienced, and wonder why they should listen to me. But I think that’s very common. It’s mostly based on your style of communicating with your people. Throughout my working experience here, I’ve never had anyone come up to me and tell me that I don’t know what I’m doing.

I had once had an older staff who came crying to me and telling me that his daughter is my age and she’s still sitting at home and playing video games. I scolded this guy earlier on for some mistake that he made before he came in to my room crying, so I was thinking that he was upset and was about to screw me up for that. To my surprise, he told me that I did the right thing by pointing out his mistake. I get more of “Thank you, Dianna”, rather than “Dianna, you’re not doing the right thing!” So I guess I must have done something right.

 I think the main point here is that people see that I do things in the interest of the company; I don’t do anything for myself. They need to realize that if the company does well, they will do well too and if I do everything based on my personal interests, I dont think I would have gain the trust and support from them today.

CEO and Married in 2012

"In 2012, we improved by more than one thousand percent in terms of operations efficiency. This came as a bigger surprise because in 2012, I got married, I was pregnant and I was new to the Group CEO job. I’m thankful."


To be frank, I’m still trying to juggle it. These days, I wake up at 6 a.m. and then play with my daughter, feed her, shower her and get to work. After work at around 8 p.m. I have to shower her and cook. I wrap that up at around 11p.m. before spending some time with my husband, and basically the day is done. And when I’m at work, I think about my baby.

I’m still in the midst of juggling all these and make sense of how to utilize my time. Honestly, I have not found my sweet spot yet.

MOTHERHOOD and politic

I think before you’re married and before you even have a kid, you don’t take an interest in politics and public policies. Now, you look at things differently because this is where your children are going to grow up, within the frameworks set today.

I take more interest in the political news and the policies the country is applying because eventually, my daughter is going to be within this system and I want to make sure that this system is sustainable for her and she has equal chances of succeeding.

I keep an eye on the global environment now instead of just focusing on my small network of friends and the company. Because in order for someone to succeed, the family has to succeed; and in order for the family to succeed the nation has to succeed.

What is your vision as Group Chief Executive Officer, Country Heights Holdings Berhad?

Country Heights is a company with good fundamentals, financially and culturally. My goal is to continue the company's fundamental belief by "Ever Searching for Better Living". With Lakeview as a stepping stone for our new idea of a home that is good for your health, we would leverage on our group's 10 years' experience in preventative healthcare achieved in the Golden Horses Health Sanctuary. Combining both Health and Development is something we are working on to achieve.

What project are you currently working on that you're excited about?

Our Cyberjaya project on LakeView Residency is only the first few steps we're taking there. Watch this space for more exciting things coming!

Dianna Lee Cheng Wen have another younger sister Diani Lee , who is General manager of Corporate Communication in Country Heights.

Update : Most enterprising Corporate Princess

李金友千金李静雯 出任绿野集团首席执行员丹斯里李金友把锡矿地变黄金地的事迹,一直是企业佳话,近几年他在商界以低调姿态示人,但就在这名商场老将逐渐退居幕后之际,其接班人也悄然崛起。


李静雯在她的大学生涯中,她曾经在新加坡高盛以及洛杉矶迪士尼消费产品担任过财务分析员;同时,她也曾在Familia Unida慈善机构担任过策略分析员。



2009年被委任为金马皇宫总经理,以短短18个月的时间扭转公司劣势,其非凡的才能令人侧目! 2009年,她被委任为董事部执行董事一职,目前正积极发展赛城Lakeview Residency的发展计划,这项高10层楼的发展计划,预计会在2014年完工,成为大马另一产业标志。




她指出:“公司将在未来12个月内,陆续推出位于吉打、赛城、绿野休闲城(Mines Wellness City)的发展项目。”

绿野集团会在吉打推出Belleza Garden Homes的第二阶段发展,发展总值为6800万令吉。

此外,公司也会在赛城推出复式公寓(Duplex Condo),发展总值为5400万令吉。







对于公司展望,她指出:“随着公司在产业发展的预算高于去年,以及越来越多发展项目已完工及脱售,如Belleza Garden Homes的第一项发展项目,所以,公司预计2013财年营业额及净利将高于上财年。”


发展焦点仍在半岛目前,绿野集团拥有接近6000英亩的地皮,其中接近5000英亩落在古晋的Borneo Highland,吉打则有约200英亩土地,而剩余的地皮则落在绿野休闲城、赛城、加影等。











不过,雄心万丈的李静霖,在2005年决定自行创业,选择不在父亲的荫庇下高飞,她和5个合作伙伴,创办了产业发展公司Clearwater Development私人有限公司。在大馬白沙羅高原發展首項產業。


動態:自行創業,與4位朋友聯營一項總值估計達1億2000萬令吉的“Clearwater Residence”高級產業發展計劃,並由她出任董事經理,產業地點是在白沙羅嶺。此公司與綠野集團沒有關係,其中一位合伙人是新加坡著名繪測師。

此外,她曾是Country Heights(澳洲)私人有限公司的執行董事,負責管理父親在澳洲的業務。

最新 : 最有创业精神的企业公主

Monday, 15 July 2013

Another daughter of Chua Ma Yu 企业公主系列1 : 蔡傌友的女兒蔡嘉文

Carmen Chua 2007 at One KL consttrction site

Talk about daughter of  Tan Sri Chua Ma Yu (Co-founder of RHB Group), everybody think about Carmen Chua, Managing Director of ONE KLCC Sdn Bhd, developed OneKL near KLCC, that is famous for offering a pool with every apartment. feature the innovative "94 Apartments, 95 Swimming Pools". It went on to receive ‘Best Development' under CNBC's International Property Awards,

Having received much acclaim with the exceptional outcome of the award-winning ONE KL project, Carmen shares about her next big venture - Malaysia's first six-star development,The St Regis Kuala Lumpur in KL Sentral, which is expected to be completed in 2014. However, CMY Capital market both One KL and St Regis Kaula Lumpur to local only and never capitalist on recent influx of Taiwanese and Chinese investor. Camen chua have to be high profile to promote the property it family developed.

However, There is at least two nominee representing CMY Capital seem to be siblings of Carmen Chua despite maintaining low profile or, at least not under radar of local media yet.

One is Carmey Chua
In fact, Carmey Chua has been representing CMY Capital on Board of Furniweb Industrial Products Berhad since 2008, accoding to Annual report of Furniweb Industrial Products Berhad. This mean Carmen Chua no longer on board of public listed company since 2008. However, it seem nobody notice the change, or people mistakenly Carmey Chua is Carmen Chua.

Carmen Chua has been ceased to be substantial shareholder of Furniweb, accoding to filing dated 29 May 2013. shares price of Furniweb has been rising 75% since beginning of May 2013

Carmey Chua also resigned as non-Executive director on 7 Jun 2013 following the above disposal.

According to above filing, Carmey Chua hold Master of Science Degree in Applied Mathematics from the London School of Economics and Political Science, United Kingdom and has been working with TIME Engineering Bhd (2001), Deutsche Bank, Research(2003),Credit Lyonnais Securities Asia , Research,Kuala Lumpur (2005)and Merrill Lynch (Asia Pacific) Limited, Equities Trading, Hong Kong (2006)

Base on quick search from web. Carmey Chua was CEO of Waterfront hotel base in Labuan. A property own by Chua family.

Following the above disposal. It seem no people from Chua's family on board of any public listed company since the above date .

Photo from KeeHuaChee.blogpost
From left : Carmen Chua (29), Chee Kee Hua ( Fereelance journalist) and Carmey Chua (27)

Another person suspect to be siblings of Carmen Chua is Simon Chua Sai Men, Simon Chua representing CMY Capital on Chinese Chamber of Commerce.
Photo from KeeHuaChee.blogpost

Update : Chua Ma Yu's son emerges in Cypark - The Edge Malaysia

企业公主系列1 : 蔡傌友的女兒蔡嘉文



Photo from KeeHuaChee.blogpostFrom left : Carmen Chua (29), Chee Kee Hua ( Fereelance journalist) and Carmey Chua (27)




目前,她是ONE IFC私人有限公司的执行董事,公司是吉隆坡瑞吉酒店(ST Regis & Residences)的发展商,这项计划预计会在2014年杪落成,成为城中一大盛事。最近, 大马投资发展局总执行长拿督诺哈鲁丁公布2013年上半年投资数据, 他特别提到瑞吉酒店(St Regis Hotel)在吉隆坡的酒店业发展计划,将协助大马转型为豪华选择地点之一。

馬資源(MRCB,1651;主板建築組)與丹斯里蔡傌友旗下的CMY資本,聯營在吉隆坡中環廣場展開6星級酒店和高級住宅發展計劃,引進全球知名的聖瑞吉(St Regis)酒店。

  • 蔡傌友(左三)和喜達屋亞太區總裁高啟坤(右三)在儀式後握手,左起為Jitra Perkasa董事阿茲蘭、蔡嘉文,右起為喜達屋收購和發展部副總裁馬修及莫哈末合影。

馬資源、CMY資本以及Jitra Perkasa私人有限公司,三方聯營的ONE IFC私人有限公司,2008與全球第3大酒店營運業者喜達屋(Starwood)簽署協議。
根據協議,One IFC公司將負責承建St Regis酒店和高級住宅,喜達屋則負責管理和營運。
St Regis酒店200客房‧200高級住宅單位
One IFC公司首席執行員蔡嘉文在簽約儀式後指出,名為One IFC的混合發展計劃位於吉隆坡中環廣場,佔地約2.2英畝。St Regis酒店將設有200間客房,以及建築200個高級住宅單位。蔡嘉文是蔡傌友的女兒。
蔡嘉文表示,該計劃最終詳情出爐前,無法預估投資總額,投資資金將來自股東基金貢獻。馬資源、CMY資本以及Jitra Perkasa在One IFC公司的持股權各為60%、30%和10%。
她向星洲日報透露,城中城週遭的高級住宅每平方呎售價平均2000令吉,One IFC的高級住宅價格設定將旗鼓相當。
喜達屋是多個著名酒店品牌的營運和管理業者,除了St Regis酒店,其他品牌包括Le Meridien、喜來登和Westin酒店等。
蔡嘉文向星洲日報指出,吉隆坡已經準備就緒迎接6星級品牌酒店。St Regis酒店95%員工將招聘大馬人,對經濟帶來有利效應。

出售Furniweb Industrial Products Berhad股份

蔡嘉文五月出售在Furniweb Industrial Products Berhad的股份. Carmey Chua (妹妹?)辞去 在Furniweb 董事职务. 这刚好发生在最近股市下降之前.可惜Furniweb股价没有下降到蔡嘉文之前出售价.

Camey chua是 纳闽Waterfront Hotel 首席执行员

Furniweb 创办人执行董事LEE SIM HAK跟随, 可以在RM0.70 以上售出, RM0.55 买回来.可以说是最近股市下降大赢家.
Photo from KeeHuaChee.blogpost
Simon chua

Simon Chua(弟弟?)是 蔡傌友资本CMY Capital 在中华总商会代表