CEO Insights Magazine

In the realm of business devel­opment, the role of an efficient leader is pivotal in steering an organization toward growth and innovation. Such a leader not only manages resources and directs tasks but also em­bodies a broader vision of creating value and inspiring teams. Efficiency in leader­ship translates to the ability to foresee chal­lenges, strategize effectively, and execute plans with precision, all while fostering a collaborative environment that encourag­es creativity and accountability.

An efficient leader in business devel­opment must excel in several key areas. First and foremost, they should possess a deep understanding of so-called lay of the land, market dynamics and customer needs. This insight allows them to identify opportunities and align strategies to cap­italize on these prospects. Moreover, they need to be adept at building and nurturing relationships, as networking and partner­ship development are crucial for expand­ing business horizons and securing new ventures. One such leader is Luke Chang, whose professional journey reflects a rich tapestry of experiences, each contributing to his nu­anced approach to leadership and business develop­ment. Emerging from a background shaped by diverse experiences, his career began with an adventurous leap into the Singapore Armed Forces, where he honed his leadership skills at the Royal Academy of Sand­hurst. This foundation in military discipline instilled a strong sense of ownership and responsibility, which he later carried into his corporate endeavors.

Following his military training, Luke pursued higher education at University College London, where he realized the importance of networking and emo­tional intelligence (EQ) in professional success. His subsequent roles in the public sector provided him with invaluable management experience and a deep understanding of policy development and execution.

Transitioning into the private sector, Luke em­braced a humble approach, starting from the ground up and demonstrating a commitment to results. His initial success, marked by securing a significant con­tract valued over $100 million within 12 months of joining the company, underscored his tenacity and capability in delivering tangible outcomes with the support system of the company behind him. His role expanded to corporate development which included setting up policies and procedures across various func­tions, including HR and technical management.

Luke's expertise further evolved as he ventured into intellectual property development, creating a portfolio worth over $200 million. This strategic move highlighted his ability to integrate innovative technol­ogies into business growth. Currently, as the Director of Business Develop­ment at Wison, Luke continues to further sharpen his craftsmanship and acumen in business develop­ment by bridging diversified yet sensitive cultures in the furtherance of conceptualizing ideas, engaging clients, and differentiating Wison from competitors. His career reflects a conscientious shift from internal management to external business development, em­bodying the essence of an efficient leader who adapts, innovates, and drives success. Let’s hear more from him in this one on one interaction.

Can you share how your experience at NTU, Singapore contributed to your personal and professional growth?

During my time at NTU, Singapore, I pursued a pro­gram in International Political Economy (IPE) at the Rajaratnam School of International Studies (RSIS). This one-year programme provided me with an in-depth understanding of various economic theories and their real-world impacts, particularly on capital­ism and development. I had the opportunity to work with esteemed professors to explore the contrasting theories of Liberal Market Economies (LME) and Co­ordinated Market Economies (CME), which were par­ticularly evident in the post WWII era but have since evolved.

This academic experience broadened my per­spective on how developing countries navigate their economies, which in turn influenced diverse busi­ness models worldwide. Armed with this macro view and knowledge, I was better equipped to tailor my approach when engaging with clients from different regions such as those in Southeast Asia, Africa, Latin America.

Overall, the program refined my skills and made me a more well-rounded professional in the market­place. However, I recognize that while this education was invaluable, it was only one component of my broader growth journey.

As the Director of Business Development, how does your extensive experience con­tribute to the company’s strategic growth in the region?

The experiences I gained in both the public sector and private sector form a complementary skillset. I have developed the tenacity to achieve objectives by tak­ing ownership and thinking-on-my-feet in the public sector. This springboard me to take a more nuanced approach by having good bedside manners, listen and analyze more, build trust and seek-to-collaborate atti­tude. Overall, it is a 'kueh lapis' yet a 'lego' approach to different clients; 'different-folks-different-strokes' and never 'one-size-fits-all'. All these takes time to develop and reinvent when necessary to adapt to differing situ­ation. In essence, from my leadership roles in the pub­lic sector to my experience in corporate and business development in the private sector, I have learned to apply various strategies and tools effectively to create value and make a positive social impact. This diverse experience allows me to address challenges, engage potential clients in innovative ways, and develop tai­lored solutions.

As I engage with prospective clients of varying cultural backgrounds and governmental settings, I realized that I need to read the nonverbal cues as well as the overall posturing of the clients. Both of which would reveal the underlying needs of the client such as why and how, apart from what the client asked. This is where traditional face-to-face engagement remains quintessential in building trusts and achieving a com­mon understanding. By so doing, I can bring a more concerted and targeted approach to help in creating the right value to the clients.

Especially understanding the nuances of both pub­lic and private sector dynamics helps in assessing how clients operate, whether their actions are influenced by governmental factors or are more independent. One example is when you engage a client in South East Asia versus a client in Mexico or in Africa, you will need to adopt to similar thinking process and awareness of the local culture and to know what works and what should be avoided. Business development is a craftsmanship blend of knowledge, experience, and emotional intelligence (EQ). Therefore, my experience not only enhances my strategic conversations but also strengthens my ability to connect with clients and ar­ticulate solutions effectively.

What are some of the latest technological advancements you have championed during your leadership in the digital era?

A key achievement has been the development of a class of traditional offshore oil and gas (O&G) intellectual property (IP) assets valuation of around USD250m. Apart from managing the need to commercialise ear­ly for cash flow as opposed to post patent period, one of the biggest challenge is to transform brick-and-mortar technology that can be capitalized as an IP asset itself. We partnered with Patent specialists such as IP firms to craft a valuable IP portfolio. Concomitantly we also won two awards for its innovation which is a testimony of the feasibility of turning brick-and-mortar into in­tellectual property asset.

How do you ensure that your efforts in de­veloping intellectual property also align with social and environmental responsibil­ity?

Developing intellectual property does not exempt us from social and environmental responsibilities; in fact, these aspects are integral of our IP development. Our focus on creating IP assets is rooted in the princi­ples of resource efficiency and reducing environmen­tal impact. For instance, our patent for a self-installing and removable offshore platform was designed to min­imize ecological disruption by allowing the platform to be removed after its use, thereby enabling the sea­bed to recover naturally rather than leaving behind potentially harmful debris. “ Precisely we recognize that deploying large-scale assets requires substantial resources, our objective, on the contrary, is to uphold our commitment to environmental sustainability by continually striving for resource efficiency.”

What is the next step you envision for your career journey?

'The world is my oyster' and 'if opportunity does not knock, build a door'. I might pursue a larger role with greater flexibility in shaping business strategies on one end of the spectrum or venturing something off the beaten track on the other end of the spectrum. 'I want to further advance the agenda on energy transi­tion development'. However. the decision will depend on the timing, circumstances, and opportunities that arise. What is certain is that I am prepared, mentally to deep dive—ready to learn, lead, face challenges, fall and recover, and, most importantly, contribute mean­ingfully.

What advice would you give to aspiring in­dustry leaders?

Embrace evolution and innovation, focus on creat­ing value, and build on a solid foundation. Invest in both personal growth and the development of your team. While many leaders acknowledge that business is challenging, remember that overcoming difficul­ties is part of striving for greater achievements. 'We don’t shy away from challenges because our goal is to achieve more!’

Luke Chang, Director, Wison Clean Energy Pte Ltd

Luke is the Director at Wison Clean Energy Pte Ltd (subsidiary of Wison New Energies Co., Ltd) where he oversees Business Development for the APAC region alongside the President of APAC. With three decades of experience spanning both public and private sectors, Luke’s expertise covers strategy, business development, management, administration, training, and intellectual properties. He is currently concentrating on the Southeast Asian markets, focusing on advancing energy transition technologies within the energy value chain.

•Hobbies: Working out at the gym, swimming

•Favorite Cuisine: Japanese, New & Fusion Food

•Favorite Book: Contested Capitalism

•Favorite Travel Destination: Japan, China

'Awards & Recognition: Award Commissioned Officer of The  Sandhurst Royal Military Academy  903SMC'.

SAF Overseas Training Award - Royal Military Academy Sandhurst.

SAF Merit Scholarship - University College London.

SAF Overseas Commander Course - Japan Self Defence Command & Staff College.

SAF Post-Graduate Scholarship - Rajaratnam School of International Studies.

International Inaugural Innovation Award 2017 for "Mono-Column Platform", Shanghai.

Certificate of Honourable Mention at the IP Week 2018, Singapore.