For those who grew up in Singapore in the 80s and 90s, Swensen’s was a cherished part of childhood, offering fun, good food and irresistible ice cream since 1979. As part of the ABR Holdings family – home to brands like Swensen’s, Season, Tip Top and Chilli Padi – Group Strategy & Ops Director Ang Jun Hung reflects the challenges of stepping into the shoes of a second-generation business professional in a legacy-driven group.
Ang acknowledges that driving innovation in a well-established enterprise comes with its challenges.
“In a machine that’s been running well for so long, there’s a lot to be done, yet few are eager to embrace new approaches,” he observes.
“Our task is to harness the invaluable expertise of seasoned pioneers while introducing new perspectives to seamlessly bridge tradition with modernity.”
While ABR is renowned for its food and beverage brands across Singapore and Malaysia, the company also operates another significant venture – its property investment division.
“In 2013–14, we began exploring opportunities in property development,” Ang reveals. “We believe that food and beverage and property naturally complement each other. Ultimately, our goal is to provide people with not just a product, but a lifestyle and a brand they can connect with.”
From law to leadership
A graduate of politics, philosophy and law from King’s College, London, Ang started his professional journey at a Singaporean law firm. However, the call of his family business proved irresistible, leading him to join ABR in 2019 as Group Investment Manager.
“Over time, I discovered my niche in overseeing the strategic and operational aspects of the group,” he explains. “I have also built a dynamic team of young professionals to drive internal change management.”
“Ultimately, our goal is to provide people with not just a product, but a lifestyle and a brand they can connect with.”
Ang emphasizes his preference for making decisions through consensus building.
“I strive to achieve consensus. I value a democratic approach where every voice is heard,” he says. “However, I believe that it is equally as important to be decisive and provide a clear direction, as a leader bears the responsibility.”
Change on the menu
While Ang is excited to navigate ABR’s next chapter, he stays attuned to the legacy of the organization and is dedicated to preserving its core values.
“For us, it’s not just about acquiring brands; it’s about investing in people and supporting their growth stories,” he states.
He believes that this dedication to people is at the heart of ABR.
“We invest in products and partnerships that we can go the distance with, not just because they are trendy,” he explains. “Last year, for example, we ventured into a partnership for a fine-dining restaurant, which stands apart from our typical mass-market portfolio. We collaborated with a Malaysian chef to create a South-East Asian fine-dining experience.”
Advertisement
This collaboration gave rise to Restaurant Fiz, which was awarded the Michelin Green Star in June 2024.
“It’s a testament to sustainability – kudos to the chef – but also a celebration of local food and produce, served in an elevated setting,” Ang reveals.
“Swensen’s, our longest-standing brand, has always operated as a straightforward, full-service restaurant. This year, we introduced a buffet concept at our Changi Airport outlet, which has been performing exceptionally well.
“The food and beverage industry can be quite challenging. For many entrepreneurs, it’s also a lonely journey. Often, their needs extend beyond financial support – they’re looking for a partner to exchange ideas with and provide reassurance when it’s needed most.”
Food, square footage and finding the balance
ABR has long been drawn to property investment, a vision Ang sees as perfectly aligning with the company’s food and beverage goals.
“We aim for these divisions to complement one another, to create vibrant spaces enriched by our food and beverage offerings,” he points out. “Our investment in a row of shophouses within the CBD paves the way for our aspirations.”
Ang also sees ABR as the middle ground between corporate multinationals and approachable public institutions.
“We take the best from both sides,” he says. “As a family business, we’ve built loyalty – many of our staff have been with us so long, they’re like family.”
“We invest in products and partnerships that we can go the distance with, not just because they are trendy.”
This also explains why the company’s suppliers have remained loyal for so many years.
“Whether it’s our food suppliers, service vendors, or corporate partners, our relationships are always built on a foundation of trust,” Ang emphasizes.
“The family aspect is integral here, as many of our suppliers are part of the next generation continuing the legacy of their predecessors.”
