Tang Wei Leng, MSID-SRAD

Q1. Could you share a brief overview of your career journey and what led you to pursue directorship? 
My career spans over 30 years in real estate investment, development and advisory across major APAC markets. I began in brokerage and advisory, before transitioning into leadership roles focused on cross-border collaboration and growth strategy. Today, I lead Altius Real Assets, a firm I co-founded to help clients unlock long-term value from complex real estate opportunities, particularly in hospitality and data centres. What naturally led me to pursue directorship was a desire to move from operational leadership into strategic governance – where I could bring my experience to guide businesses through transformation, growth and resilience. I’ve always believed that sound governance and strategic foresight are critical to long-term success, especially in capital-intensive, cyclical industries like real estate. 

Q2. What motivated you to pursue SID accreditation? 
SID accreditation felt like a natural extension of my commitment to professional excellence and lifelong learning. Having spent much of my career in leadership and advisory roles, I wanted to formally strengthen my governance capabilities and ensure I’m aligned with global best practices in board leadership. I completed the SID-SMU Directorship Programme, which included six in-depth modules covering key dimensions of board governance – from strategy and risk to finance, legal duties and sustainability. The structured curriculum provided a strong technical foundation, while also encouraging deep reflection on the evolving role of directors. 

Q3. What are your aspirations in your directorship journey and how does accreditation play a role in achieving them? 
My aspiration is to contribute meaningfully to boards that are navigating growth, innovation or transformation – particularly in sectors like real estate, hospitality and infrastructure, where I bring deep domain expertise. At the same time, I am actively looking to broaden my horizons by serving on boards in non-real estate sectors. I believe that stepping into new industries offers a valuable learning opportunity and allows me to contribute a differentiated, strategic lens – especially where real estate plays a supporting or enabling role in the business, whether as an occupier, user or asset manager. Accreditation has helped me transition from operational leadership to governance mindset – one that is forward-looking, independent and focused on sustainable value creation across industries. 

Q4. What advice would you give to others considering SID accreditation for their directorship journey?
I would say – treat it not just as a credential, but as a journey of reflection and readiness. The process challenges you to think beyond your executive experience and shift into a director’s mindset – one that focuses on oversight, strategic questioning and collective accountability. The SID-SMU Directorship Programme offers both depth and structure – it’s rigorous yet highly practical. The peer learning and faculty insights bring real-world governance scenarios to life. Whether you are already serving on boards or just beginning to explore the path, SID accreditation helps you step into the role with clarity, confidence and a strong governance toolkit. 

Q5. How do you see SID accreditation helping you contribute to the boards you currently serve or aspire to serve? 
SID accreditation and the SID-SMU Directorship Programme have enhanced my ability to contribute strategically while staying grounded in strong governance principles. The experience has sharpened my capabilities in board critical areas such as risk, financial oversight, legal duties and ESG, and deepened my understanding of board dynamics and effective decision-making. The SID Accreditation Programme gives me the tools and credibility to take on board roles, whether in my area of specialisation or beyond, to meaningfully ensure governance with integrity and impact.

Nick Winsor, MSID-SRAD

Q1. Could you share a brief overview of your career journey and what led you to pursue directorship?
During my executive career, I served on the board of a number of internally-owned subsidiary companies. This exposed me to the different dynamics of being involved with a company as a director, distinct from being part of the management team. This piqued my interest, leading me to join the boards of nonprofit organisations – charities, chambers of commerce, industry bodies, etc. This was primarily to give back to the community, but this experience also shaped my non-executive director (NED) development. After more than 30 years as a banking and finance executive, I embarked on my Career 2.0 as an NED. I saw this as an opportunity to apply my skills and experience to different companies and I have not been disappointed. I really enjoy the variety of working with a broad range of organisations.

Q2. How has accreditation shaped your approach to leadership and governance on the boards you serve? 
My path to accreditation was a combination of experience and formal training, particularly the Qualified Listed Entity Director (QLED) Assessment, which I cannot praise highly enough. Singapore is one of the few markets I have worked in where directors of listed companies are required to undergo formal training and assessment. The Listed Entity Director (LED) Programme provides an invaluable framework within which I can place my practical experience. I also keep the Corporate Governance Guides for Boards in Singapore close at hand on my desk at home. It is useful reference material and provides a constant reminder that there is always more to learn. 

Q3. Could you share how the skills or knowledge gained through accreditation have made a tangible difference in your role? 
The transition from executive to non-executive leadership is not an easy one. My natural tendency has always been to dive into problems and to try to find solutions. During my executive career, I was very action-oriented. As a non-executive, bringing a sense of urgency to problem solving is certainly valuable but the tools used to highlight issues and drive change are fundamentally different. Accreditation training reinforces the distinct roles and responsibilities of the management team and the board. As NEDs, our role is to challenge by asking the right questions. The response from management will indicate whether there is an issue that needs to be addressed, and if required, the board can then help develop the appropriate action plan. Asking good questions – pitched at the right level and avoiding unnecessary details – is an art that all successful NEDs need to master. 

Q4. How do you see programmes like SID Director Accreditation shaping the future of board leadership and corporate governance in Singapore? 
SID Director Accreditation is greatly expanding the pool of board-ready professionals in Singapore. This is a significant development, which I believe will enhance board diversity and ultimately improve board effectiveness. We cannot expect this to happen overnight as successful transitions take time. However, markets around the world that have been on this journey for longer than Singapore have clearly demonstrated the benefits of this approach. That said, Singapore should not simply follow what is being done elsewhere but rather learn from the success of others and adapt best practices to suit our unique environment and opportunities. In my view, SID Director Accreditation positions Singapore to do this.

Q5. Would you recommend SID accreditation to aspiring directors who are seeking to strengthen their board or director competencies? Why? 
Most certainly. Becoming a director is a significant responsibility and aspiring directors should approach it with their eyes wide open. SID accreditation provides a strong platform for developing competencies, equipping them to succeed once they join a board. Beyond the opportunity to build expertise, it is equally important to understand the risks involved in being a director. These can be significant and directorship is not suited for everyone. SID accreditation helps aspiring directors to weigh the benefits and responsibilities, enabling them to make an informed decision. Those who choose to progress their NED career will be much better equipped for success.

Q6. What inspired you to pursue accreditation, even as an experienced board director? 
I had spent over 30 years as a director before deciding to become accredited. You could say it was a bit like “closing the stable door after the horse has bolted”. While I have experience in a variety of international markets, I had never served on the board of a Singapore company – though I’d just incorporated a local business. So, SID accreditation became a key part of my journey as I settled back into Singapore. The whole experience has been very worthwhile and I now wear my Senior Accredited Director badge with pride!

Karen Yap, MSID-AD

Q1. Could you share a brief overview of your career journey and what led you to pursue directorship?
I began my career as a business and economic journalist, reporting from the frontlines of change in India, China, Hong Kong, Thailand and Malaysia. A decade later, I transitioned into professional services, specifically with global marketing communications agencies. I led corporate and crisis mandates while growing the agencies’ organic and inorganic business across Asia. After 10 fast-paced years in agency life, I took a step back to reflect on my next 50 years – and in mid-2024, chose to design a career on my own terms. That sparked my journey into directorship, driven by the ambition to help businesses grow sustainably and govern with integrity. Today, I wear multiple hats: business founder, board committee member, adviser, consultant and volunteer.

Q2. How has accreditation shaped your approach to leadership and governance on the boards you serve? 
Going through accreditation was a turning point – it gave me both the confidence and clarity to show up more intentionally as an adviser to boards, a consultant to management teams and as a board committee member. It helped me connect the dots between good governance and meaningful impact, making me more mindful about asking the right questions and listening with curiosity. More than just frameworks and responsibilities, accreditation deepened my appreciation for the role boards play in shaping culture, enabling transformation and creating long-term value for shareholders. It has made me more grounded yet at the same time more courageous in how I contribute, because I now know that I have a baseline knowledge of what a good board should have. 

Q3. Could you share how the skills or knowledge gained through accreditation have made a tangible difference in your role?
One tangible difference came during a recent discussion with a company founder on a major strategic pivot. Before my accreditation, I might have focused purely on the business rationale. But with a deeper understanding of governance, I was able to bring the conversation back to stakeholder impact, risk oversight and the longer-term implications for reputation and sustainability. It shifted the tone of the discussion and helped the company founder arrive at a more balanced and forward-looking decision. That moment reminded me how valuable it is to combine strategic insight with sound governance principles – it's not just about steering the ship, but making sure it’s seaworthy for the long haul.

Q4. How do you see programmes like the SID Director Accreditation shaping the future of board leadership and corporate governance in Singapore?
The SID Director Accreditation Programme is vital for establishing a baseline understanding and knowledge of boards duties and responsibilities in Singapore. It grooms the next generation of board leaders in Singapore to be well-versed in compliance and governance frameworks and also to understand the evolving expectations of stakeholders. The programme elevates the baseline standard of board conversations by encouraging aspiring directors to ask better questions, think more long-term and bring both strategic foresight and ethical grounding to the table. Personally, I have seen how it builds a strong sense of peer accountability and professionalism among aspiring and new board directors. As Singapore continues to position itself as a trusted hub for business and innovation, strong, values-driven governance will be a key differentiator – and I believe SID is playing an important role in building that future-ready boardroom culture. 

Q5. Would you recommend SID accreditation to aspiring directors who are seeking to strengthen their board or director competencies? Why? 
I would recommend SID accreditation to anyone looking to step into or grow in a board role. The training and accreditation gave me a strong foundation – not just the technical know-how, but also a deeper appreciation for the responsibilities that come with being a director. What I really liked was how hands-on the programme felt. The real-life stories shared by board directors and the chance to connect with others – whether they were just starting out or already on boards – made the whole experience a lot more relatable and valuable. It made me reflect on how I show up in the boardroom and how I can be more effective. While it’s not a magic bullet, it offers a helpful framework and language, especially for those transitioning from an operational or executive role to one focused on governance and stewardship.

Janus Yeo, MSID-SRAD

Q1. Could you share a brief overview of your career journey and what led you to pursue directorship?
I have over 20 years of experience in financial services, with roles across private banking at Deutsche Bank AG, DBS Private Bank and Canadian Imperial Bank of Commerce. Today, I lead a licenced fund management company (LFMC) regulated by the Monetary Authority of Singapore (MAS), with representative offices in Thailand, Hong Kong, China and the Middle East. Directorship is an essential part of my fiduciary duty, ensuring investors’ interests are protected. As a director and responsible officer of an MAS-regulated LFMC, I am also required to sit on various boards of investee companies representing investors in key strategic decisions.

Q2. How has accreditation shaped your approach to leadership and governance on the boards you serve? 
Accreditation has equipped me with a broader understanding of best practices, fostering a more strategic and proactive approach to board governance. It has strengthened my ability to proactively identify risks and opportunities, ensuring the board remains well-informed and takes appropriate action to mitigate risks and capitalise on opportunities. Accreditation helps in recognition of my commitment to strong governance, fostering trust and collaboration while helping me build stronger relationships with other board members and stakeholders. It also instils greater confidence among the board, stakeholders, and the organisation, further solidifying my commitment to strong governance standards.

Q3. Could you share how the skills or knowledge gained through accreditation have made a tangible difference in your role?
Beyond my domain expertise in finance, investment and risk management, accreditation has deepened my understanding of corporate governance frameworks, legal requirements and ethical considerations. This has enabled me to navigate complex situations and make well-informed decisions with confidence.

Q4. How do you see programmes like SID Director Accreditation shaping the future of board leadership and corporate governance in Singapore?
SID Director Accreditation Programme ensures continuous improvement, reinforces director competency and strengthens stakeholder confidence. It plays a critical role in building and maintaining public trust. Directors who choose to become accredited are affirming their commitment to continuous professional development and adherence to the highest standards of corporate governance. Accreditation is more than just a programme – it is a directorship ecosystem designed to champion good governance and elevate corporate leadership standards among directors in Singapore. Strong corporate governance is essential to Singapore’s global reputation and business appeal, helping to attract businesses, investors and talent while ensuring long-term sustainable economic growth.

Q5. Would you recommend SID accreditation to aspiring directors who are seeking to strengthen their board or director competencies? Why? 
Yes. Boards with accredited directors instil greater confidence among stakeholders. The programme provides a structured development pathway for directors to enhance their competencies through CPD training, self-improvement and other forms of learning opportunities. 
Accreditation opens doors to a network of accredited directors, fostering peer learning and best-practice sharing that elevates governance standards. The credential itself is a strong indicator of professionalism in directorship, strengthening a director’s credibility and positioning when seeking board roles.

Q6. What inspired you to pursue accreditation, even as an experienced board director? 
Although accreditation is not mandatory, I am continually seeking opportunities to learn and uphold professional standards to strengthen corporate governance. Staying abreast of emerging trends is key to effective board leadership. Pursuing accreditation gives me opportunities to expand my skillset, deepen my knowledge and address competency gaps beyond my domain expertise. With educational programmes, workshops and publications readily available, accreditation provides valuable learning opportunities that support directors’ ongoing development.