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OAI Group launched its services in 2004 as an HR consulting partner in Singapore, serving a diverse industry portfolio which includes the aviation sector. We interviewed Terence Teo, the General Manager of OAI, about the challenges the aviation industry faced during COVID-19 and getting the business back on track, strategies that OAI uses to stand out in the market, the importance of investing and nurturing leaders for leadership and more.

Oriental Aviation International (OAI) launched its services in 2004 primarily as an HR consulting partner in Singapore, where our primary services are recruitment, serving a diverse portfolio and the aviation sector. We source talent for our clients and assist them with localising their workforce to integrate with the local environment. We also offer expertise in business process outsourcing, where we work with companies to re-evaluate and optimise their processes and operations to save tangible and intangible costs.

1.0 As the breadth of your leadership at OAI has expanded once more, can you share the potential challenges of leading a new team while managing business expansions?

I was tasked with taking over the non-aviation staffing and recruitment team. With OAI’s recent expansion to Dubai, my team and I had to go to great lengths to ensure the whole business setup process went smoothly.

Leading a team with high-functioning members comes with its hurdles. In this case, it concerns reallocating my time to ensure I give both teams a fair share of attention, realigning goals and expectations, and building momentum while fostering new mindsets among team members. Building trust and fostering respect between both parties during such a transition also requires a combined effort and investment of precious time, which is paramount.

In managing our business expansions in Dubai, we have encountered several uncertainties, communication gaps in specific processes, and vague dissemination of vital information, which led our team to perform thorough research and verify every piece of information we received; we also worked closely with various agencies to ensure we were on the right path.

Familiarising and immersing oneself with the business landscape and how things are done in a foreign country is crucial; this gives you the firsthand knowledge you need.

2.0 Why did you pursue a career in recruitment?

I chose to pursue a career in recruitment due to my interest in psychology. I find understanding the deeper meaning of a person’s behaviour fascinating. I feel an earnest sense of achievement and wholesomeness when I’m able to elevate the quality of an individual’s life by placing them in roles that improve their monetary and career prospects. This fulfilment reminded me of the joy I experienced working as an educator for children with autism when I started my career. I witnessed significant improvements in my students’ essential life skills.

I moved on to work for various companies in sales and business development; my curiosity led me to understand a company’s operations, value proposition to clients, and overall business functions.

Working at a Temasek-linked company marked my initial journey into recruitment. I was responsible for developing business opportunities and providing outsourcing solutions in the healthcare sector. A year later, when I transitioned to the operations side of the business, my then-senior vice president believed I was a great fit to run the sales and operations team.

Throughout my tenure, I was tasked with weaving the new company into the fabric of our corporate culture and catalysing change by streamlining processes, enhancing the value stream, and fulfilling my fiduciary duties. My role required me to identify inefficiencies, foster a culture of continuous improvement, and align the organisation’s goals with its operational practices. This became ingrained in my professional DNA.

I am a product of the mentors who have guided me throughout my career. Their mentorships have enabled me to transition successfully into this niche sector, and I hope to provide the same support to the next generation.

3.0 When Covid-19 hit in 2020, the aviation industry took an unexpected hit. What were some of the difficulties the company faced?

Like everyone else, we initially experienced disbelief that the entire world could come to a standstill. At that time, it seemed like there was no light at the end of the tunnel. However, as most businesses had to deal with the uncertainty of when service demands would recover, we had to send almost 80% of our outsourced employees back to their home countries.

Logistically, it was a nightmare. Even for the government and other countries, providing clear information on how to proceed with the expatriation process was tough as most parts of the world came to an almost standstill. Personally, the most challenging part was explaining the situation to each employee at the airport and trying to ease their uncertainties despite having no concrete answers. It was one of those rare days when I felt utterly hopeless.

We had to rely on our contacts and work together to brainstorm solutions, and eventually, we successfully chartered an entire plane for repatriation.

We were fortunate to have supportive higher management and an efficient Singapore government that navigated the country and businesses through the pandemic. That helped buy us valuable time to pivot to other lines of business and ultimately to the recovery of the aviation industry.

4.0 How did you get the business back on track?

Our business strategy employed a two-pronged approach. First, our client-centric approach underlines the importance of every interaction we encounter, from senior executives to entry-level personnel. By acknowledging the offerings of insights, knowledge and needs, we prioritised listening to them rather than imposing solutions.

Secondly, we focused on cutting through clutter and unproductivity and refining solutions to provide quality services. We prioritise being straightforward and effective in delivering tailored solutions to our clients’ needs.

‘I believe a company needs to dedicate time and effort to continue developing innovative approaches and solutions to new challenges to differentiate itself from competitors’

 

During the COVID-19 pandemic, Singapore required vaccination upon entry, which posed challenges for our aircraft technicians who hailed from developing countries. We swiftly moved on to collaborating with our clients and navigated through multiple government agencies like the Ministry of Health (MOH), Ministry of Manpower (MOM), and the Economic Development Board (EDB). We successfully classified our technicians as ‘Essential Workers’ to help restart the aviation industry.

Before the government automated the process, we manually handled logistics from 14-day quarantine hotels, booked limited flights, and ensured proper documentation. This involved us starting work as early as 3 A.M. to provide a safe arrival and swift delivery of the SIM card for the SafeEntry app to our incoming employees, which functions as a daily health self-report. Through this ordeal, we reinforced our brand’s commitment to achieving client goals with dedication and teamwork, even during tough times.

The ease of doing business has made economies grow closer globally, which also means we face tight competition from a broader range of competitors. I believe a company needs to dedicate time and effort to continue developing innovative approaches and solutions to new challenges to differentiate itself from competitors.

5.0 What strategies does OAI use to gain a competitive edge in the market? Tell us more.

First, I believe what makes OAI unique is that our achievements stem from a strong culture, operating as a cohesive unit from within. Strong collaborations, open dialogue, and value-added viewpoints have transformed how our team innovates and makes decisions, resulting in quality interactions where our members feel seen, heard and valued.

Next, we adopt a ‘120 approach’ instead of the traditional 180 or 360 models. Our teams are composed of members from operations, recruitment, and business development (BD) who work closely with the backend team. Regardless of their department, all team members are trained in customer interaction and engagement.

This ensures a unified way of communicating with clients and responding to situations. The BD team spearheads the broad, macro view of market or project requirements, while the operations and recruitment teams focus on the technical aspects, like the scope of work and talent requirements.

‘OAI has diversified its talent pool across different regions instead of purely relying on traditional talent sources’

 

Lastly, OAI has diversified its talent pool across different regions instead of purely relying on traditional talent sources; doing so has significantly increased our chances of placement success for various organisations. Another critical factor is how diligently and consistently our team delivers services.

6.0 Can you share the difference between the Singapore and Dubai aviation markets? While focusing on expansion projects, would you consider entrusting others to make decisions on your behalf?

One key differentiator between the Singapore and Dubai aviation markets is the time and effort needed to build relationships. It takes more time to build trust in Dubai, especially when a foreign company intends to start a business where the ease of doing business has attracted significant competition. Your company’s value proposition becomes particularly important during your pitch, as it needs to stand out in a crowded market.

‘Your company’s value proposition becomes particularly important during your pitch, as it needs to stand out in a crowded market.’

 

Expanding our business into various markets was planned some time ago, and we understand the need to ensure that the business in Singapore runs smoothly first. In early 2022, while the market was still recovering, we invested time and money in training our managers to propel our expansion plans forward.

Managers are empowered with a high level of autonomy to lead their departments and make decisions with a pre-approved framework. We believe that giving the team high trust and respect results in smooth operations and efficient decision-making.

7.0 What are your future plans for the company?

OAI is dedicated to continuous growth and innovation to expand its business beyond the Asian market. We plan to increase our global footprint by entering international markets and establishing strategic partnerships to enhance our human resource network.

We are also geared toward exploring new and forthcoming industries in line with the industry revolution, with a focus on the digital technology market and skilled professionals working alongside advanced technology. We are also committed to enhancing our service delivery and offerings to clients, where we continuously offer competitive and innovative solutions tailored to their needs.

Investing in people—both internal and external will remain a cornerstone of our strategy to ensure we deliver long-term value to our stakeholders and maintain a strong foothold in the market.

For business opportunities, please contact:

General Manager, Terence Teo: terence.teo@oaigoup.com

Business Development Manager, Alexandr Pakhomenko: alexandr@oaigoup.com

Team Lead, Eric Kng: eric.kng@oaigoup.com

Interview done by:

Destiny Goh

Marketing Communications