With nearly two decades of leadership experience in the beauty and wellness industry, Joyce Chu’s journey into interior design and furnishings was anything but conventional. From expanding salon chains and managing skincare distribution to establishing her own businesses, she developed expertise in sales, operations and business transformation before an unexpected opportunity during the COVID-19 pandemic brought her to TAT MING International.
Today, as Regional General Manager for Singapore and Malaysia, Joyce brings a fresh perspective to an established company with more than four decades of history. Having helped grow its Singapore business by 300%, she continues to focus on strategic expansion, operational excellence and strengthening relationships with industry professionals. She will share her career journey and explains how TAT MING has remained competitive in an evolving industry.
What first attracted you to the interior design and furnishing industry, and how did your career journey eventually lead you to become Regional General Manager of TAT MING International?
My journey into interior design was unconventional, built on nearly two decades of leadership experience in beauty and wellness.
I spent 11 years managing skincare distribution across fast-moving consumer goods, salons and medical aesthetics, following seven years expanding a salon chain into a slimming business with one new outlet annually. I later established my own marketing agency and OEM and skincare distribution businesses.
During COVID-19, my university classmate, TAT MING’s CEO, invited me to help navigate the crisis, drawing on my experience in sales, restructuring and supply chain management.
What began as a short-term assignment became a long-term partnership. By strengthening our B2B strategy and optimising operations, I helped grow the Singapore business by 300%, eventually becoming Regional General Manager for Singapore and Malaysia.
TAT MING began as a wallpaper business in Hong Kong in 1981 before expanding across Asia. What do you believe has enabled the company to remain relevant and competitive through decades of changing design trends?
I believe TAT MING’s success over four decades rests on three pillars: adaptability, quality and our evolution from a product supplier into a solutions partner.
Since starting as a wallpaper business in 1981, we’ve expanded into premium flooring, fabrics and carpets, representing over 40 leading international brands. Today’s architects and designers demand more than attractive materials. They require technical expertise, fire safety compliance and sustainable solutions, particularly for hospitality, healthcare and commercial projects.
By anticipating these needs, maintaining stringent international quality standards and delivering comprehensive solutions, we have built lasting relationships and remained competitive in an evolving industry.
Managing operations across different markets requires an understanding of diverse cultures, customer expectations and business practices. What has been your greatest challenge as a regional leader, and how did you overcome it?
My greatest challenge has been managing the different business cultures and market expectations in Singapore and Malaysia. Singapore demands speed, premium quality and regulatory compliance, while Malaysia is more relationship-driven and price-sensitive. I realised that a one-size-fits-all approach was stretching our resources too thin.
After reviewing our Malaysian operations, I decided to replace our physical office with a leaner, remote-based model, allowing us to continue serving Malaysian clients while pursuing luxury projects across Asia.
This enabled us to strengthen our Singapore business, focus on high-value opportunities and protect profitability. The experience taught me that leadership isn’t just about expansion, but also knowing when to restructure, optimise resources and make difficult strategic decisions.
TAT MING places a strong emphasis on sustainability in its products. Why is this important to the company, and how does this commitment influence the products you offer?
Sustainability is now a business necessity, particularly in hospitality, healthcare, government and commercial projects. Since our founder, Mr Yue, established TAT MING in 1981, sustainability has been part of our commitment to making a positive difference.
Today, clients increasingly demand compliance with ESG requirements and green building certifications such as Singapore’s Green Mark scheme. Meeting these standards is essential to securing projects.
Beyond business considerations, we have a responsibility to reduce our carbon footprint and promote healthier indoor environments. We therefore prioritise environmentally responsible suppliers, low-VOC materials, recycled textiles and renewable resources, ensuring our wallcoverings and carpets meet relevant indoor air quality standards.
We are helping clients create greener, safer spaces while strengthening TAT MING’s competitive advantage.
As a regional leader, what is your personal leadership philosophy?
My leadership philosophy centres on three principles: Clarity, Empowerment and Accountability. First, clarity. A leader must provide direction during uncertainty, whether facing market volatility, a pandemic or complex projects. I rely on data to make informed decisions and guide my team.
Second, empowerment. Rather than micromanaging, I build scalable systems and trust my team to take ownership. I celebrate their successes and support them through setbacks.
Finally, accountability. I set high standards, honour commitments and take responsibility for difficult decisions. I also stay personally involved with clients to build lasting relationships.
My goal is to build a capable, independent team that can run the business smoothly and profitably without my constant involvement.
What is one major decision you have made that you would reconsider today, and how have your experiences changed your perspective?
Looking back, I would reconsider my tendency to micromanage. Earlier in my career, I believed that ensuring success meant personally overseeing every detail, from client issues to operational decisions.
While this delivered short-term results, it exhausted me and limited my team’s growth.
Managing multiple departments and markets, especially during the pandemic, changed my perspective. I realised that true leadership isn’t about constantly saving the day, but building systems and empowering people to succeed independently.
Today, I delegate more, trust my team and encourage greater ownership. My focus has shifted from managing daily operations to building a business that can grow without depending entirely on me.
What’s your vision for Singapore in the next five years?
My vision is for Singapore to become Asia’s leading hub for sustainable, smart and wellness-focused commercial real estate.
Two key developments will shape this future. First, the growth of wellness real estate, with increasing demand for healthier buildings, improved indoor air quality and acoustic comfort. This aligns closely with my background in beauty and wellness.
Second, digital transformation and closer integration with Malaysia through the Johor-Singapore Special Economic Zone (JS-SEZ). I envision Singapore as a premium design and financial hub, supported by Malaysia’s manufacturing and logistics capabilities.
TAT MING aims to become a strategic partner, leveraging AI-driven platforms to help designers select sustainable materials across borders and contribute to Singapore’s greener, smarter future.
If you could have a superpower for one day, what would it be and why?
If I could have a superpower for one day, it would be the ability to pause time. As a working mother of two teenagers, I’m constantly racing against the clock. Pausing time would allow me to catch up on strategic planning, review financial reports and complete my work without interruptions.
But honestly, I might simply enjoy a quiet cup of coffee in a café, without emails, phone calls or distractions. That would be my ultimate luxury: a moment of complete peace when time stands still.
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