Hong Kong & Singapore
Managing Partner, Asia Pacific
Lelia has been leading C-suite searches across Asia pacific since 1997 and is the principal founder for Lim-Loges & Masters.
She spent almost 13 years with Korn/Ferry International in its Global Industrial and Consumer Practices and just recently served at Kincannon & Reed, a global recruitment firm, as its Managing Partner Asia Pacific.
Lelia’s particular strengths are in managing transformations in Asian multinational companies through its people and at Lim-Loges & Masters, will focus on bringing in services to help companies through Transition Management, Executive Search and Interim Management.
Prior to executive search, Lelia began her career in BP, holding various commercial responsibilities and later in corporate functions, at Kumpulan Emas Berhad, a listed local company with ASEAN presence .
Lelia holds an MBA in Finance from Hull University and an undergraduate degree in Law (LLB Hons.) from the London School of Economics & Political Science, United Kingdom. She is a post-graduate from the INSEAD Asian International Executive Programme.
She is a certified practitioner for Employment Intermediaries (Key Appointment Holder) with EFMA. She is also certified in the Lominger International suite of solutions: Leadership Architect 101, High Potential Masterclass and Development Masterclass. She is fluent in English, Malay and speaks basic Mandarin and German.
Article By Lelia Lim-Loges
Lim-Loges & Masters recently gathered insights on HR’s role in propelling the Fourth Industrial Revolution (4IR) from a panel of senior leaders within Asia Pacific. The group, which participated in a roundtable in Singapore in late 2018, included representatives from major enterprises including Dole Asia Holdings, Hehsed Consulting, Intel Wise Group, Kimberly-Clark, SABIC Asia Pacific,
Disrupt or Risk Disruption- How Organisations In Asia Pacific Are Leveraging Diversity To Drive Innovation
“Disruption is inevitable, so we need to embrace it.” Samson Li, Managing Director, Asia. All this means that CEOs are now under signiﬁcant pressure to accelerate innovation in their organizations and to disrupt their businesses and markets before they are themselves disrupted. The stakes are high: a study from the John M. Olin School of
According to a recent Mercer report, more than half (51 per cent) of human resources (HR) decision makers in the region claim their performance management processes are not effectively identifying who is ready to immediately fill a leadership position at their firms. So, why are so many organisations not taking steps to put a succession plan