Keep Growing – this is our clarion call within and beyond Enterprise Singapore.

It’s about breaking out of our comfort zones, challenging the status quo and continuously learning to become better versions of ourselves.

In this instalment of our Keep Growing Conversations series, we speak to Jeannie Lim, Assistant Managing Director for Services and Growth Enterprises. Under this portfolio, Jeannie looks after local enterprises of varying sizes, from the micro heartland merchants to the largest Singapore global enterprises. Beyond that, she covers various industries, from food manufacturing to retail, discovering ways to enable vibrancy within Singapore.

Hi Jeannie, you’ve spent the past 20 years in the public service. Please share your journey with us.

I actually started my career as a physiotherapist!

I spent my early working years at the Singapore General Hospital (SGH), specialising in neurology and vestibular rehabilitation.

I treated patients suffering from neurological disorders, a condition that affects the nervous system, such as the brain, spinal cord and nerves. These can include stroke and head injury patients, or those with conditions like Parkinson’s disease.

Upon completing my bond at SGH, I found myself at a pivotal moment in my career. I questioned if I should continue as a physiotherapist or try something different.

At that time, the Economic Review Committee had its eyes set on growing Singapore as a hub for healthcare services. As such, the economic agencies were on the lookout for individuals with experience and knowledge of Singapore’s healthcare system.

Jumping at the opportunity, I joined the Singapore Tourism Board (STB). I suppose you can view this as the point in my career where I transitioned from hospital to hospitality. When I think about it now, they don’t seem so different. Both are purpose-driven and service-oriented.

Can you tell us a little more about your experience at Singapore Tourism Board?

I joined STB in 2003. My first two years were spent growing medical tourism, by promoting Singapore as an attractive destination for overseas tourists and patients seeking healthcare treatments. I oversaw key markets in South Asia, such as India, Bangladesh and Middle East, whose healthcare systems might not be as developed as ours. From there, my portfolio evolved, covering various roles across Attractions, Business Events, Hotels, Cruise, Integrated Resorts and Policy & Planning.

People often have the misconception that STB’s sole mandate is to attract tourists. In reality, tourism is a means to an end. We aim to cultivate a vibrant tourism hub so as to grow our economy and provide good jobs for Singaporeans, which aligns with my current mandate at Enterprise Singapore (EnterpriseSG).

Can you share more about your current role as Assistant Managing Director for Services and Growth Enterprises at Enterprise Singapore?

I joined EnterpriseSG in May 2023, upon being offered a secondment during my stint in STB.

Here at EnterpriseSG, I jokingly say that I look after local businesses at both ends of the spectrum, from the smallest heartland merchants to the largest local enterprises.

Our heartland shops are sometimes helmed by just one to two people. And yet, they play a vital role in the fabric of our neighbourhoods, providing convenience, comfort food and other essential services. On the other hand, our Singapore Global Enterprises are multinational businesses with significant revenue and presence overseas. Through flagship programmes such as Scale-Up, we seek to partner these high-potential companies and groom them into global champions in their respective industries. I also look after industries such as food manufacturing and agritech, food services, and retail.

As the sector lead, we review growth strategies at both the enterprise and ecosystem levels. We engage closely with companies and relevant TACs to understand industry challenges and uncover ways to uplift our sectors and unlock efficiencies across the value chain. This includes optimising space planning, addressing regulatory hurdles, as well as promoting digitalisation, automation, and centralised formats to boost productivity, reduce costs, and drive business transformation.

Essentially, it’s about understanding what businesses of different sizes and at different growth stages require, allowing us to cultivate a nurturing ecosystem for them to flourish.

You’ve had a varied and vibrant career thus far. Any key highlights to share?

The Gardens by the Bay project comes to mind, and it is one that I hold very close to my heart.

I was there when the project was still being conceptualised, helping STB with the planning and budgeting of the project. Years later, I served on their board of directors. It was very heartening to see this project come to life and grow into a globally recognised attraction and local landmark.

Securing the Disney Adventure (cruise by Disney Cruise Line) is another initiative that comes to mind. It was also one of my last projects in STB before joining EnterpriseSG. They just launched ticket sales for cruises out of Singapore for next year. I look forward to going on one of their cruises in the future!

Helping our businesses grow isn’t always smooth sailing. What was a particularly difficult challenge you faced?

Covid-19 was the most challenging period of my career. It was a tough period for everyone, whether you’re within the government, or running your own business.

I was heading a team in STB that looked after the Stay-Home Notice (SHN) operations. As this was a newly set up operation with no precedence, the whole process involved a lot of “learning as we go”, and close collaborations with other government agencies to ensure a smooth and efficient execution.

We juggled between onboarding hotels as SHN dedicated facilities and ensuring that they implemented the necessary infection prevention and safety protocols, such as proper staff training. Separately, we also had to manage the people under SHN who often needed support for various issues including falling ill or facing claustrophobia. This resulted in our team having to work around the clock. I was very fortunate to have worked with passionate and dedicated officers, who remained resilient despite the challenging circumstances.

Jeannie holding up her staghorn fern (Platycerium Ridleyi), which she grew from its pup stage. Fun fact, her plant is named after Sir Henry Nicholas Ridley, the first director of the Singapore Botanic Gardens!

Moving away from work, what do you do to relax and recharge?

I enjoy plants, and I’ve lost count of how many I have at home! More recently, I’ve been growing Platyceriums, otherwise known as staghorn ferns.

The beauty of keeping plants is seeing them grow and mature, knowing that I have provided them with the optimal conditions. It’s a learning process that requires a lot of patience. You need to know how to provide the right environment of light, water and care for growth, and then monitor and adjust according to how the plants respond.

In fact, I see many synergies between my plant hobby and the work that we do at EnterpriseSG, especially given our theme of Keep Growing. At the end of the day, enterprises are like plants, who may require different conditions depending on their growth stage but can be nurtured to flourish.

Finally, can you share a piece of advice on how we can all continue to keep growing?

Well, I think that it first starts with having an ambition, and then having the patience to grow that ambition. Growth is not always linear. And just like plants, it’s important to always track and reassess your current situation, to determine if you’re still growing in the right direction or have the necessary conditions or capabilities for growth. If not, you might have to adjust or pivot, plant new seeds and look for new green shoots.