Lessons From a Retiring Hotel Industry Poster Child
Above center, Kiong: “Success is simple and human. Did we create places where colleagues can grow and do meaningful work, and did we give guests experiences that matter.”
By Raini Hamdi 22 Sept 2025
He was a poster child who showed Asian hoteliers they too could rise to the top of the food chain. Arthur Kiong, managing director of Far East Hospitality, is retiring in April 2026 after 40 years in the industry. Lots of wisdom for aspiring hotel leaders in this Q&A
Hotels-Asia How do you feel leaving a four-decade successful career and a group you’ve served for 14 years?
Arthur Kiong I’m deeply grateful to have spent almost half of my career in hospitality with Far East Hospitality (FEH). My tenure here has been especially meaningful thanks to our dedicated team. I’m honored that we had the opportunity to redefine our brands and expand into new markets such as Malaysia, Japan, Australia and New Zealand, while championing sustainability and local talent development. As I step down, I leave behind a truly home-grown hospitality company that is primed for a greater regional expansion. I have full confidence in Mark [Rohner] to lead FEH to new heights from hereon.
What does ‘calling it a day’ mean to you? What are your plans for retirement?
I personally enjoy learning new things across various subjects, so I hope to continue doing more of this. The aim is to find new ways to serve our community and industry, perhaps by contributing to a project or to serve in some advisory capacity where I may add value, if the opportunity presents itself.
What was the business environment in Singapore when you first joined FEH? How did it shape your leadership style?
Almost 14 years ago, Singapore’s hospitality industry was a lot smaller and guests generally expected similar amenities and offerings. Today, ease of travel and technology have allowed guests to explore more options from a much wider range of providers. The Singapore Tourism Board is projecting 17 million to 18.5 million international arrivals this year. To encourage return tourists, we must be authentic in our guest interactions and provide experiences that leave a lasting impression.
My leadership style has always been about having heart. During my tenure, I introduced Acts of Grace, a set of guiding principles to shape the attitudes and behaviors of team members. I believe these values have contributed to a positive, healthy and fulfilling workplace environment. In recognition of these efforts, FEH was named Employer of Choice by Aon Hewitt in 2016.
People talk about the ‘Singaporean way of management.’ Is there such a thing?
At FEH, we talk about ‘Singapore-inspired hospitality.’ This was created as a way to inspire and encourage our teams to focus on the spirit of warmth and grace that we want to bring to every guest. Singapore people are known for their warm enthusiasm to recommend the best eats and sights, and we want to bring that authenticity into our guest interactions and truly show them a different side of Singapore.
If FEH were a Singapore dish, what would it be and why?
It would be the dish called rojak. This quintessential Singapore salad is a wonderful blend of local fruits and vegetables, brought together by a unique mix of shrimp paste, sugar, tamarind, chilli and crushed peanuts. On their own, the ingredients are simple, but together, they create something truly special, much like our company. It is an amalgamation of cultures, united by a shared purpose and a spirit of innovation that allows us to punch above our weight.
What’s the toughest decision you had to make during your tenure at FEH?
At the start of the pandemic, we had to decide whether to commit our hotels for government isolation and quarantine use. It was an unprecedented situation with no playbook and if we hesitated, we risked losing vital business to others but if we moved too quickly, we risked exposing our staff to health risks and potentially damaging our hotels’ reputations as quarantine facilities.
In the end, we chose to act swiftly, putting in place stringent safety measures to protect our people and guests. Looking back, it was a judgment call that required courage and conviction, and I am proud that our teams rose to the occasion.
What is your proudest achievement with the company?
There have been several defining moments during my time at FEH but if I had to choose, I would say I’m most proud of how our team had come together to overcome adversity and raise the bar for the industry.
In 2024, we achieved a significant milestone as all 16 of our hotels in Singapore were certified under the Global Sustainable Tourism Council (GSTC) Industry Criteria for Hotels, the largest number of GSTC-certified sites in Singapore.
For me, sustainability isn’t just a box to tick or a buzzword, it’s about dedicating our time and resources to seemingly small actions that add up to a much larger impact. When we uphold our dedication to high standards of environmental stewardship, we can create positive social impact that becomes our legacy for future generations.
I’m also incredibly proud that five of our hotels were ranked in TripAdvisor’s Top 25 Hotels in Singapore. This recognition is a testament to the dedication and passion of our team, who consistently go above and beyond to deliver exceptional guest experiences.
Ultimately, my proudest achievement is seeing how our people have risen to every challenge, whether it’s driving sustainability, innovating guest experiences, or supporting one another through tough times. It’s this collective spirit that defines FEH and makes me optimistic for the future.
What role do local chains play as global players dominate the region?
Local chains are more vital than ever in today’s global landscape. While global players bring scale and consistency, local chains deliver what truly matters – authenticity, community connection, and a deep understanding of local tastes and culture.
Fill in the blank: A Singaporean chain is successful when…
When it expresses a distinctive, homegrown style of hospitality that blends warmth with efficiency, builds a meaningful culture for its people, and scales that DNA so guests experience something recognizably Singaporean wherever they stay.
What key advice you wish you had been given when you first became CEO?
When in a difficult situation, look at it objectively – what are the current limitations and what can I do to improve it.
And your advice to young hoteliers aspiring to rise to a hotel CEO position?
When I first entered hospitality, I didn’t take the straight path. I started in marketing before moving into operations. That detour taught me one of the most valuable lessons of my career: curiosity is everything.
Hence, my advice is to stay relentlessly curious and learn every department’s job, not just the ones that seem glamorous. Great CEOs are grounded in operational reality; they know how kitchens run, how housekeeping keeps standards up, how sales and finance connect to the guest experience. That understanding allows
you to make better decisions later.
As well, lead with humility and invest in your people. Hospitality is, at its core, a people business. If you empower your teams and create an environment where they can thrive, you’re already halfway to being an effective leader.
After a four-decade career, how do you define success?
Success to me is simple and human. Did we create places where colleagues can grow and do meaningful work, and did we give guests experiences that matter? Awards and openings are gratifying, but what lasts are the teams you’ve helped develop and the customers who choose to return. If I had to sum it up, success is leaving the business healthier than you found it with a clearer identity, a stronger culture, and the capability to keep delivering quality in the years ahead.
What will you miss the most about running the day-to-day?
We currently have a daily team meeting called the Daily Dose where we take the time with our teams to huddle and check in with each other. Each day’s topics are centered around the service values from Acts of Grace and we hear about heartwarming stories and new ways to improve. The meeting points are also circulated as a newsletter so everyone is kept in the loop. It has given us a sense of community with each other, which I will miss.
What workplace tradition or inside joke will you miss the most?
The moments of camaraderie and humor shared with my team, many of whom have worked with me since the early 90s. Over the years, we’ve faced numerous challenges together, and there’s a special kind of humor that comes from shared experiences, especially when history seems to repeat itself. These bonds and light-hearted moments have made our journey together truly meaningful, and I will cherish them deeply.
You’ve led a household name in Singapore. How do you want customers and employees to remember you?
I hope that in all my work and roles, I would have created value in a meaningful way and contributed to Singapore’s tourism and hospitality scene. My career in hospitality has given me a life and given me a chance to grow in leadership and service, so I hope I have created value and brought joy in a genuine way for the industry that has given me as much.
What’s the first thing you’re going to do on your first Monday not coming into the
office?
I see retirement as a transition rather than a sudden event. On my first Monday away from the office, I imagine it will feel much like being on leave, but without the usual work concerns or the pressure of quarterly results. I look forward to seeing the world with a fresh perspective and being open to new ideas and possibilities that I may not have had time to explore before.
Will your family survive suddenly seeing you at home every morning?
I’m looking forward to spending more time with my children and grandchildren. I hope they’re just as excited to spend time with me too!
A guilty pleasure you’ve denied yourself as CEO but will now enjoy freely?
Interestingly, I find that retirement is less about indulging in free time and more about embracing a new kind of discipline. Without a fixed schedule, it becomes important to create a structure and stick to it. In the workplace, people naturally seek you out, but in retirement, it’s up to you to reach out and stay connected. With more time, the real challenge is to make thoughtful choices about how to spend it meaningfully, rather than letting it slip by.
Note In a succession planning that began in 2022, the current COO, Mark Rohner, will succeed Kiong