Jeraldine Ang

Can you tell me about yourself and where you’re from?

JA: I run on coffee; it helps me get through the day, especially as a mum of two kids. And at the end of the day, I like to watch Netflix and chill with a glass of wine.

I love travelling as well, and I enjoy bringing people together through hosting and gatherings. I have quite a lot of them, especially during festive seasons.

Above everything else, I really treasure and protect the time with my kids because they are only little for so long, and time passes so fast.

What’s your job role at GLAS, and what does your day to day look like at work?

JA: As Operations Lead, Asia, I would like to think that I am the person in the office who makes sure everything is functional and well-stocked. A lot of my day is spent checking emails and handling administrative tasks.

Besides keeping things running smoothly, I also help with fee proposals. I support the business development team by preparing fee proposals and engagement letters, and I coordinate meetings and events by gathering input from different teams.

It is also my responsibility to make sure all the opportunities being logged are tracked and monitored so the business development team and the heads of departments can focus on what they do best instead of being buried under administrative tasks.

You studied Hotel and Hospitality Management in Las Vegas, how did you like Vegas and what first drew you to that industry? 

JA: It was great. I had an exchange in Las Vegas for one month, that really opened my eyes to the hospitality world. I chose hospitality because I was more interested in people and connections. I noticed that a lot of businesses often forgot how it felt to be the customer. Hospitality made me appreciate creating warm and enjoyable experiences for people.

I did not see it as just a hotel product, or an airline, or travel itself. It was more about looking after people properly, and I believe that will always come first.

You spent over 10 years at the Marina Bay Sands, are there some key skills from that job still influence how you work today?

JA: Yes, absolutely.

Working in the Marina Bay Sands for a decade really taught me how to coordinate with multiple departments at the same time while staying adaptable and maintaining composure when handling difficult situations.

In a typical workday at the hotel, we experienced many different scenarios. I learned to think on my feet, find solutions, multitask efficiently, and communicate clearly within the departments. These are the skills that help me stay organised and effective in my current role.

What inspired your move from hospitality into office and corporate administration?

JA: I think it was mainly about family and growth.

I reached a point in my hospitality career, where I needed a better work-life balance. The long working hours and night shifts in hospitality became very challenging for myself and my family.

When I became a mum, I had to consider options that would work better for my family and provide a healthier work-life balance. So, I felt that office corporate work would give me that opportunity.

I honestly enjoy working in a corporate setting now and the different type of challenges it brings.

You joined GLAS through the acquisition of Watiga. What stood out to you about GLAS when you first arrived, and how did you find the transition?

JA: When I first joined GLAS, what really struck me was the leadership. Seeing strong female leaders at the top of an industry that is usually male dominated was really inspiring.

It also felt like a place where people’s contributions are valued. We can speak up and make an impact.

The acquisition was both exciting and challenging.

Acquisitions naturally come with uncertainty. I had also joined Watiga just two years before it was acquired by GLAS, I wondered what was going to change and where I would stand. My focus during that transition was on alignment, not only operationally but also culturally.

I spent a lot of time listening and understanding GLAS direction while honouring what Watiga had built previously. It was important that we saw it not as a loss of identity, but as evolution and growth for every one of us.

What do you enjoy most about your role, and about working at GLAS as a whole?

JA: I appreciate that GLAS has given me growth, not just in responsibility but also in perspective. While my role includes coordinating team initiatives, managing leadership calendars, organising events, and overseeing the administration staff, what excites me most is the exposure to how the business operates at a strategic level.

Working closely with my manager, Matt, and the leadership team has strengthened my awareness of the company’s priorities and helped me understand how a high-performing team function.

In my role as an operational lead and business development support, I also find that we have a very supportive culture here. When I take initiative, it is recognised and valued, which I really appreciate. The team provides constructive feedback, and that support has given me the confidence to step up and contribute more effectively.

I feel that everyone here is genuinely helpful and respectful, which makes the work environment very enjoyable.

How does your role help support collaboration and smooth operations across GLAS Asia?

JA: It is about connecting the dots between Singapore and Hong Kong across the region. I make sure the office runs smoothly by facilitating communication between both teams and ensuring that we have consistent procedures. For example, we have streamlined the Asia hiring process and aligned it with the onboarding that is already in place for Singapore and Hong Kong.

Our team in Singapore also conducts the induction for the Hong Kong team to standardise procedures and minimise any gaps.

In your view, what makes GLAS a great place to work?

JA: I think GLAS is empowering and growth oriented. People are trusted to take ownership of their responsibilities. They gain exposure to decisions and learn directly from leadership.

With offices across the US, Europe, and Asia, there are opportunities to connect with colleagues in different regions, which makes the experience more unique.

People here are also genuinely seen. There is a real culture of recognising small efforts, giving shout‑outs, and acknowledging small wins. It may seem small, but it makes a real difference, and those shout‑outs make people feel valued.

For me, being given the chance to step into this business development support role was a huge milestone as I had never done something like this before. It showed me that if you show initiative, capability, and resilience, the company is willing to support you. It feels like a place where you are trusted to grow and not just stay in your lane forever. That is something I really appreciate.

What skills or qualities do you think are most important in an operational or administrative role?

JA: I feel that the most important qualities are ownership and staying organised. It is not just about completing the assigned task, it is about anticipating needs and understanding what is required. Things can become overwhelming quickly, so staying organised and adaptable is essential to keep everything in place and properly monitored.

As priorities shift, it is important to remain calm, composed, and focused on finding solutions. And of course, we cannot neglect trust and integrity, especially when supporting leadership and handling sensitive information.

What advice would you give to someone looking to move from hospitality into a corporate environment?

JA: I think leveraging your people skills and attention to detail is a real advantage. Those qualities are essential in any businesses. Stepping out of your comfort zone can feel overwhelming, but it also shows that you are ready to embark on a new journey.