Jason Lau

When you’re not working, how do you like to spend your time? 

JL: Most of my time outside work is spent with my three‑year‑old son. We live together in Hong Kong, so after work I usually head straight home and make sure we have a couple of hours together before bedtime.

When I’m not with him, I enjoy watching movies, playing football, watching the EPL, and doing things like snooker and swimming. I also love meeting up with my friends in Hong Kong for dinner and drinks.

What do you value most about being based in Hong Kong? 

JL: I used to work in Singapore; I was there for almost five years and studied in Canada for almost seven years. Although it was enjoyable living outside my hometown, I prefer working in my home country so I can be close to my friends and family. 

It also gives me a good work‑life balance, which is very important. That’s what I like most about being in Hong Kong. 

Can you tell me a little bit about your role at GLAS and what a typical day looks like for you? 

JL: Currently I am taking on multiple roles. I am the Co-Head of Client Services in Hong Kong and Asia, including Singapore. I also help with office administration and support the finance department. 

On a typical day, as part of the Client Services team, we handle transaction tasks. This includes transaction notices, payments, new deals, existing deals, and different types of tasks related to all our business transactions. 

Another major part of my role is coordinating and communicating with different banks. We work with JP Morgan, DBS, Standard Chartered, and a few others. One of my main responsibilities is to maintain a close relationship with them.  

When anything comes up, I need to monitor the transactions and make sure the accounts are in good shape.  

Overall, my job is to keep things running smoothly. 

You’ve spent over 20 years in financial services, what first attracted you to this industry? 

JL: My previous employment was with another bank, the Royal Bank of Canada, where I worked for 18 years in the trustee department. My main responsibilities there were trustee and custodian tasks. 

When I moved to this company, which was previously called Serica before it was acquired by GLAS, the role was similar in that it was still a third-party function like a trustee or custodian. But the transactions and the type of business were completely different. 

Because of that, I could apply my knowledge and my risk awareness to something that was new to me. The role looked similar, but the type of transactions was completely different. 

What’s that journey been like from Operations Manager to CoHead of Client Services for the Asia region?

JL: I joined the company five years ago, when it was still Serica and operating as a startup. At that time there were only three staff in the whole entity, so I handled anything I was able to manage. I would volunteer to take things on, which is why I also looked after office administration from day one. 

Before we were acquired by GLAS, things were quite relaxed because we were small and new to the industry. We were working hard to get more transactions and grow the business.  

From the second half of the second year onwards, we became busier, getting more business and building loyal customers who came back to us. 

When GLAS acquired Serica, my life changed significantly. We suddenly had to systemise many things. GLAS introduced systems that help minimise risk. These were all new to us, and we had to migrate our legacy tasks into them. The learning curve was very steep, especially in 2025. 

At the same time, because of GLAS’ reputation in the market, our business grew very fast. We were extremely busy with existing deals, migrations, and many new deals coming in. Last year was a very tough year for me and for the team. 

What originally attracted you to Serica, and what’s kept you here over the past five years? 

JL: I think the funny part is how I came into this role at Serica. At the time, I was helping with my family business, but it closed down during COVID. A recruitment agent approached me about an open position at Serica and sent me the job description. I felt it did not fit my background. It looked similar to the trustee work I had done, but the transactions were a completely different type of product, so I was hesitant to try. 

My wife, family, and friends encouraged me to give it a shot, so I interviewed with Louise Coffey, the founder of Serica and the MD of the Hong Kong office. She accepted my qualifications, and that is how I joined. 

It feels a bit like fate. I did not expect to work in this industry, but I really enjoy it, and that is what has kept me here for the past five years. 

How has your experience at GLAS contrasted with earlier stages of your career?

JL: Before Serica was acquired by GLAS, the differences were quite significant.  

We were a very small team, and we did not invest much in systems or IT resources, so it is hard to compare Serica with a larger and more established firm like GLAS. 

Before that, I worked at the Royal Bank of Canada, the largest bank in Canada. There were strong systematic procedures, controls, and well-developed structures, as you would expect from a multinational corporation. 

I find GLAS quite similar to RBC in some ways. What impresses me most is that GLAS is very willing to invest in IT and technology to minimise risk and increase productivity. GLAS is thinking well ahead compared with some other financial institutions, including some banks in Hong Kong. 

That is why I feel GLAS stands out compared to my previous employers, especially in terms of technology and development. 

As a head of department at GLAS, how would you describe your management style?

JL: My management style is to get things done. One of my main focuses is simply completing the tasks that need to be done. 

I am always willing to help with any task if someone on the team needs support. It does not matter whether it is a junior task or something more difficult. If someone raises their hand and I know how to do it, I will handle it. I do not mind how simple, tedious, or small the task is. 

I come from an operations background. I have worked in operations for more than 20 years, starting from a junior position, so I do not mind doing anything that is within my capability. My thinking is that once the task is finished, then we can all go home. 

Some people may focus more on leadership skills or managing a team from a higher level. I believe I do have a good level of leadership skill, but I would still say my style is very much rooted in an operations mindset. 

What do you enjoy most about leading client services teams across Asia?

JL: One thing that comes to mind is the challenge. It is challenging to manage different people with different personalities. 

I have teammates in Hong Kong and teammates in Singapore, so we need to manage people across different locations. Because of the geographic distance, communication between the two offices can be limited. When we communicate, whether verbally or non verbally, I can see a difference compared to when we are all under the same roof in Hong Kong. 

It is challenging, but I find it enjoyable. It helps me build my skills in this type of cross office communication. 

How has GLAS supported your professional development and growth? 

JL: GLAS has supported me in several ways. Previously, at Serica, we were a very small team. I started as the only person in the operations team, and we eventually grew to three people before the acquisition. That meant moving from working alone to working within a small team. 

After joining GLAS, I now supervise and work with more teammates, which has helped me develop my management skills and opened more opportunities in that area. 

The other area of development is in the products and the knowledge required for them. Previously, our portfolio was quite simple. Now it is more complicated with products like TCM and complex deals. When new deals come in, we need to handle new types of business that are more complex than what we had in previous years. This has helped me grow my knowledge and expertise. 

For graduates or early career professionals, what skills do you think are most important to succeed in this industry? 

JL: For graduates or early career professionals, I think the most important thing is mindset. One of my own philosophies is no rush. 

The key is not to rush in any situation. When something ad hoc comes up or there is a hiccup, sometimes I panic and try to fix it as soon as possible. But it often helps more if you take a moment to think. 

Do not rush. Spend more time thinking before acting, instead of trying to complete things as quickly as possible. If there is a problem, think about other alternatives and analyse the situation to get the full picture before moving forward. 

What excites you most about the future of GLAS in Asia?

JL: What excites me most is the expansion of my team. We are hiring more people locally in Singapore, and for the first time we will also have teammates in the Philippines. 

I have interacted with some colleagues from the Philippines who support the GLAS Group, but I have never worked full time with someone from there. By early May, we expect to have two new teammates from the Philippines joining us. 

I am looking forward to seeing how it goes working closely with people from a country I have never worked with before. This is the part of the future that excites me the most.