Vincent Ng's High-Rise Vision

*Vincent Ng’s High-Rise Vision Transforming Property Development Through Purpose and Precision

In the bustling corridors of Malaysia’s real estate sector, few leaders embody strategic foresight and operational excellence quite like Vincent Ng. As CEO of both Cangkat Hartamas and Karisma Perwira — two forward-thinking property ventures based in Negeri Sembilan — Ng is spearheading a transformation that balances commercial viability with community impact.

Under the visionary guidance of founder Lee Tian Hock, these companies have evolved from niche players into dynamic contributors shaping the region’s residential future. While Cangkat Hartamas focuses on cultivating the next generation of property leaders through high-value landed developments, Karisma Perwira is redefining urban living in Seremban with innovative high-rise serviced apartments.

At the heart of this evolution is Ng’s leadership — one rooted in discipline, clarity, and a deep understanding of stakeholder dynamics.

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our publication: You’re leading two distinct yet complementary organizations. What has been your biggest challenge in steering both simultaneously?

Vincent Ng: Honestly, it’s not about juggling two companies — it’s about aligning cultures. Cangkat Hartamas was built as a training ground for emerging talent within the group, while Karisma Perwira is more market-driven, targeting an evolving consumer base in Seremban. The challenge lies in harmonizing different mindsets, processes, and expectations under one unified vision.

We're currently restructuring both entities under a single holding company. It’s not just a legal or structural move — it’s cultural integration. We want people to feel part of something bigger, not fragmented across separate banners.

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TCM: What drives the strategic direction for each company?

VN: For Cangkat Hartamas, our mandate is clear: develop high-value landed properties in secondary locations where margins are tight and community expectations are high. That means efficiency in land use, early engagement with local authorities, and rigorous cost control without compromising quality.

Karisma Perwira, on the other hand, is tapping into an underserved segment. Seremban has always been known for landed housing, but there’s growing demand for serviced apartments — especially among young professionals and empty nesters who value privacy, security, and convenience. We’re creating a new market narrative, not just filling a gap.

And then there’s Karisma Arena, which is truly special. It’s the Founder’s personal legacy project — a multipurpose sports complex that reflects his passion for youth development and community wellness. Because of its unique nature, it operates separately from the listed entity to avoid shareholder conflicts, but it remains integral to our long-term ethos.

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TCM: How do you maintain innovation and agility in such a capital-intensive industry?

VN: Innovation doesn’t always mean flashy tech or radical design — sometimes, it’s about disciplined execution. In our space, innovation is optimizing land use, shortening development cycles, and anticipating regulatory changes before they happen.

For example, in our recent projects, we’ve integrated modular construction techniques and digital planning tools that allow us to reduce time-to-market by up to 18%. That might not sound groundbreaking, but in real estate, every month saved translates to significant cost savings and faster returns.

Also, staying close to customer insights is key. We conduct regular surveys and focus groups, particularly in Seremban, to understand shifting preferences. Today’s buyers want smart home features, green spaces, and seamless access to services — all things we factor into our designs.

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TCM: You stepped into this role after Kelvin Lee, who played a pivotal role in shaping the financial framework of both companies. How did you ensure continuity while also bringing your own vision to life?

VN: Kelvin laid a solid foundation — especially in financial governance and long-term planning. My approach was never to overhaul what worked, but to evolve it.

One of my early priorities was aligning internal communication and clarifying roles. When you inherit a system that’s performing well, the temptation is to leave it untouched. But leadership is about preparing for the next phase, not just sustaining the current one.

I leaned heavily on my corporate real estate background and MBA training to bridge stakeholder interests — from investors to contractors to end-users. At the C-suite level, you're constantly balancing competing priorities. What matters most is transparency and setting shared goals everyone can rally behind.

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TCM: Leadership at this scale requires more than strategy — it demands emotional intelligence. How do you lead people effectively in a dual-role environment?

VN: People are the core of any organization, especially when you’re trying to build a culture of excellence. One thing I’ve learned is that leading isn’t just about directing — it’s about listening, mentoring, and creating psychological safety.

Given that Cangkat Hartamas serves as a talent incubator, I’m often working with younger developers and planners who are hungry to prove themselves. My job is to empower them, give them ownership, and guide them through failures as much as successes.

On the Karisma Perwira side, it’s about inspiring seasoned professionals to embrace change. Change can be unsettling, particularly in traditional industries. So, I make sure the “why” behind every decision is communicated clearly and consistently.

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TCM: Looking ahead, what does success look like for you and these companies?

VN: Success, for me, isn’t just measured in completed projects or revenue growth — though those are important. It’s about impact.

At Cangkat Hartamas, if we’ve nurtured a new wave of capable developers who go on to lead impactful projects elsewhere, that’s a win. At Karisma Perwira, if we’ve created living spaces that enhance daily life and set a new benchmark for urban comfort in Seremban, that’s equally rewarding.

Ultimately, I want both companies to be synonymous with integrity, innovation, and inclusivity. And by integrating them under one roof, we’re building a stronger, more resilient organization ready to scale meaningfully.

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TCM: Any final thoughts for fellow executives navigating complex organizational structures or multi-entity portfolios?

VN: Keep your purpose front and center. Complexity is inevitable, but confusion is avoidable. Clarity in vision, consistency in communication, and commitment to culture will always outweigh structural challenges.

And remember — leadership is not about managing tasks; it’s about cultivating trust. Once you have that, even the tallest towers begin to feel achievable.

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Vincent Ng’s dual leadership of Cangkat Hartamas and Karisma Perwira reflects a rare blend of strategic discipline and human-centered leadership. As Malaysia’s property landscape evolves, his high-rise vision may well serve as a blueprint for sustainable growth and inclusive development.*