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"Being present, being consistent, and showing respect earned me more loyalty than authority ever could," Angeline Tan shares in this interview.
In hospitality, leadership isn’t just about operations – it’s about people. For Angeline Tan, Senior Vice President, Momentus Hospitality, creating a workplace where employees feel seen, heard, and valued is central to driving engagement and growth.
In this interview with Priya Sunil, she shares how empathy, structured development programmes, and open dialogue are shaping a resilient, purpose-driven workforce – and a culture where teams can thrive.
Q You’ve shaped hospitality and real estate across the Asia Pacific for over three decades. Looking back, what early experiences most influenced your leadership style today?
Over the years, my leadership has shifted from being operations-focused to being deeply people-centric. The hospitality industry is about people serving people, so inclusion and a willingness to lead with empathy has become an important part of my leadership style.
I’ve learned that leadership isn’t about having all the answers, but about creating an environment where people feel seen, heard, and valued. That requires openness and humility, especially in times of change. What I learnt was that people don’t just follow leaders; they value how leaders treat them. Being present, being consistent, and showing respect earned me more loyalty than authority ever could.
Q The hospitality sector is known for its competitiveness when it comes to attracting and keeping good people. How does Momentus Hospitality nurture local talent and create a clear pathway for career growth?
At Momentus Hospitality, we see talent development as an investment in our people, not just a retention strategy. We firmly believe that true innovation stems from creating an environment where everyone can thrive.
That's why we’ve implemented programmes like the “Moments with Us” service training – a formal orientation for all new joiners, and Momentus Aspire Xellence (MAX) Programme – a structured development track that maps clear, attainable paths for progression across all departments.
Our commitment to growth doesn't stop there. Through our Momentus Management and Leadership Programmes (MMP and MLP), we offer mid-level employees tailored opportunities for advancement. This approach fosters an environment where everyone has the same opportunities to excel and grow within the company.
We also recognise and reward excellence through initiatives such as the Momentus Star Awards, which celebrate team members who go above and beyond in delivering outstanding guest service. Our inclusive hiring initiatives, through partnerships with SG Enable, SPD, and the Yellow Ribbon Project, have also helped diversify our workforce and foster a more inclusive culture.
This has contributed to a more purpose-driven and cohesive environment, aligned with our Momentus service promise.
Q You’ve emphasised the importance of two-way dialogue. What practical steps have you taken to ensure employees feel heard, valued, and engaged in decision-making?
At Momentus Hospitality, we’ve built mechanisms where staff feedback doesn’t just get collected, it gets acted upon.
We understand that continuous development and open communication are key to empowering employees. We maintain this through regular town halls, General Manager dialogues, departmental competitions, staff surveys, consultative sessions, and an open-door policy. These channels enabled real-time feedback and informed policy adjustments, creating a consistent and responsive employee experience.
Q Diversity and cultural appreciation are at the heart of Momentus Hospitality’s values. How do these play out tangibly in your day-to-day operations and team culture?
Our approach to workplace culture is rooted in the belief that when our people thrive, the organisation succeeds.
The approach of “better together” shapes how we work as a team – through transparency, empathy, appreciation and memories.
Our mission has always been about creating quality moments through respect and passion, and this is reflected in how we lead, communicate, and collaborate across all levels.
Underlying all of this is our quiet but steady commitment to Kaizen – a mindset embraced across the team. It’s the belief that change is good, and there’s always room to improve, even when things seem to be working well. This shared mindset is consistently remembered and reflected in everyday decisions, both big and small.
Diversity is not just about representation; it’s about making space for different voices to influence how we operate. And cultural appreciation means celebrating the traditions and heritage around us in ways that feel authentic – from the food on our menus to the stories we tell our guests.
Together, these values form the backbone of how our teams interact and grow.
Q As both a senior leader and a mother, how do you balance the demands of your role with family life — and how has this shaped your understanding of empathy at work?
Balance, to me, is about making conscious trade-offs. There are times when work requires more of me, and other times when my family does. What grounds me is the awareness that I cannot do both well if I am absent in spirit. This has shaped my empathy as a leader. I recognise the invisible weight many employees carry outside work, and I try to create conditions that support a healthier work-life balance.
Personally, balancing leadership and motherhood is an ongoing journey, and I’ve learned that open communication and mutual respect are essential. I’m incredibly proud and grateful that my children are sensible and understanding, but that didn’t happen by chance - it stemmed from fostering honest conversations from an early age.
I made it a point to help them understand my work responsibilities while also encouraging their sense of accountability at home. Because of this, we have a mutual understanding - when I come home, our time together is meaningful.
Q What’s your mantra that gets you going when the going gets tough?
“Even in challenging times, we grow - for our people, our culture, and our guests.”
Over time, I learned to navigate challenges by standing firm in my capabilities, setting clear boundaries, and letting my work speak for itself. In doing so, I realised that discipline in execution is one of the key factors to success – a skill I have honed throughout my journey. Though the road has been far from easy, knowing that I am setting an example for my children and for other leaders facing similar challenges makes every struggle worthwhile.
For our people: It means showing up with empathy, creating stability when uncertainty looms, and helping the team discover their own resilience. Supporting and empowering them through difficulty builds loyalty, strength, and confidence.
For our culture: It means living out our values consistently. Building trust takes time, and it is important to create an environment where people feel respected and safe to share their thoughts openly with management. Nurturing this culture requires everyone to believe in it and practise it together, every day.
For our guests: It means never letting service falter but instead using adversity as a catalyst to elevate the experience. Guests may not see the behind-the-scenes struggles, but they will always feel the care, the warmth, and the extra effort put in to make their moments memorable.
Q When you think about the next decade for Momentus Hospitality, what’s the one enduring legacy you hope to see across every property you’ve touched?
That the people who worked with us at Momentus Hospitality look back and say, “This was the place that gave me the courage to grow.”
My hope is that across every property, the legacy is not just in our architecture or service, but in the lives we’ve impacted and the moments that we create - both for our employees, guests, and the communities around us.
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