Meet Ridjal Noor, a multi-hyphenate entrepreneur whose ventures span from exhibition displays to halal F&B. As the founder of PullUpStand.com, Ridjal built a niche brand trusted by exhibitors across Singapore and beyond. At the height of the pandemic, he stepped into the family business, Saffrons, to lead its digital transformation—revitalising a beloved eatery and expanding into catering and weddings.
Beyond business, Ridjal is also the founder of We Groom Leaders (WGL), a platform that nurtures aspiring entrepreneurs, particularly within the Malay-Muslim community. His journey is one of resilience, reinvention, and a deep commitment to helping others start where they are and grow into leaders of tomorrow.
PullUpStand.com has grown from a small printing shop to a go-to brand for exhibition displays in Singapore. What do you think has been the key to sustaining this growth since 2007?
Actually, I entered the industry in 2002, working for similar companies. I started out as a graphic designer at a shop in Bras Basah, then moved to an ad agency, followed by another printing firm in Kallang. Eventually, the idea for PullUpStand.com came to me.
From day one, the business had a clear focus on exhibitors, companies, and marketers preparing for events. I didn’t want to be a general printing company that catered to everyone. We targeted a very specific niche: people fitting out exhibition booths. The products we launched were tailored for that market.
Within the first few months, we had customers from Japan, the US, and Europe, which validated our direction. Even now, around 20 to 30% of our customers come from overseas just for short events. They find us online, place their orders, and collect everything here.
The rest are local clients. We’ve always focused on the MICE sector—Meetings, Incentives, Conventions, and Exhibitions—which continues to drive demand in Singapore.
Your mum started Saffrons Restaurant. How are you currently involved in this family business?
My mum started Saffrons in 1995. It’s a beloved brand in Singapore, especially in Tampines, where it’s known as the 24-hour ‘yellow’ shop. Everyone has their favourite dish—some love the prata, others the mee goreng or the briyani.
I got involved during COVID when my mum asked me to step in, fearing the business would be hit harder than it was during SARS. Back in 2002, we had five outlets but lost almost everything—including our central kitchen. This time, we knew we had to act fast and transform the business quickly.
Going digital became essential. We built a website, started accepting online orders, and introduced new offerings like family platters and bento sets to meet changing customer needs.
I taught myself how to create videos and run e-commerce during the circuit breaker. It worked. Post-COVID, we’re much stronger in revenue and operations. My role is focused on branding and marketing. My mum tasked me with diversifying income streams beyond retail.
With my B2B experience from PullUpStand.com, I built a catering sales team targeting corporate clients. We also entered the wedding market, which is very lucrative. We now have a group of companies handling retail, catering, and events. Thanks to strong branding, Saffrons is now known beyond Tampines and throughout Singapore.
Especially in small businesses, you need a solid second-in-command—your 2IC, like in the army. This person should be empowered to run the business as if it were their own.
The halal catering and wedding market is very competitive in Singapore. What makes Saffrons stand out to both corporate and private clients?
What made things easier for me was that Saffrons already had a solid foundation—great food and brand recognition. That’s a huge advantage. If you hired a branding agency to market a bad product, no amount of spin would work. But we already had loyal customers and a great reputation.
Food is one of the easiest products to promote—when the food is good. That said, the F\&B scene is extremely competitive today. We’re part of the Restaurant Association of Singapore, where we regularly discuss industry challenges like rent and manpower with other brands such as Ya Kun and SoupSpoon. Operationally, we’re fortunate to have a solid team in place.
For us, it’s not just about survival—we aim to thrive and flourish. Saffrons is a 30-year-old brand that continues to reinvent itself. Our family works together to build on the strong foundation my mum laid, keeping a close eye on the bottom line while pushing the top line—exploring new growth areas and driving sales.
Running multiple businesses requires strong systems and good people. What are your biggest lessons in team building and leadership?
One of my biggest lessons is to quickly identify and build a strong management team. Especially in small businesses, you need a solid second-in-command—your 2IC, like in the army. This person should be empowered to run the business as if it were their own.
I also believe in allowing my team to make mistakes. Don’t penalise them too harshly. A culture of fear leads to a team that plays it safe and never pushes boundaries.
I want them to understand our “why”—why we exist, why our customers choose us. As long as they act in the customer’s best interest and can explain their decisions, small mistakes should be learning opportunities, not punishable offences.
My honest advice to anyone considering F&B: think twice. It’s the advanced level of business—highly competitive and very demanding. If you’re just starting out, choose something less intense.
You also support aspiring entrepreneurs through We Groom Leaders (WGL). Can you share more about how you help them get started and why this is important to you?
I started it in 2015 with small classes to show that anyone can start a business. You don’t need superpowers to be your own boss. I invited other entrepreneurs to share their stories, mainly targeting the Malay-Muslim community.
I saw entrepreneurship as a way to empower individuals, families, and communities by creating jobs and economic strength. There weren’t many people doing this in our community at the time, so I wanted to change that.
Over time, we’ve run workshops, published books, and built a network to prove that business owners come in all shapes and backgrounds. I wanted to surround aspiring entrepreneurs with living proof that they, too, can do it.
My mum’s story is similar—she started as a housewife in her 30s and had no support when she began. Many WGL participants face the same doubts. WGL is about giving them the push they need to take that first step.
In your opinion, what makes a good entrepreneur?
Someone with a healthy relationship with failure. If you can’t accept failure, you’re not ready to be an entrepreneur. Everyone who steps up to try something new must be prepared for it to fail. That mental toughness is essential.
Many successful entrepreneurs I know have also failed multiple times. That’s what builds resilience.
What’s your vision for Singapore in the next five years?
That’s a tough question. I think most Singaporeans want the same things: innovation, productivity, efficiency—and a country that remains a good place to live and raise a family. Cost of living is a major concern now.
But with the new Prime Minister, there’s a sense that things might change. Let’s see what the next five years bring.
If you could have a superpower for one day, what would it be and why?
Maybe the power to fix the world’s problems—so many crises and wars are happening right now. Since COVID, it feels like we’re in a state of permanent crisis.
If I had that power, I’d want to make the world a bit lighter, more positive, so people can actually be happy today and hopeful for tomorrow. Even among entrepreneurs, many of us are struggling with burnout and bitterness. That lightness of being is something a lot of us are still trying to reclaim.
Connect with Ridjal: PullUpStand and linktr.ee.
