“I see it as my responsibility to advocate for workplaces where the next generation of women won’t have to choose between ambition and family.”

For The Peak Singapore’s International Women’s Day 2025 feature, “How They See It” highlights women who are reshaping industries with vision and impact. Beh Siew Kim, chief financial & sustainability officer, Lodging, CapitaLand Investment, and managing director, Japan and Korea, Ascott, is proving that sustainability and profitability are not opposing forces — but powerful allies. She shares how she broke into leadership by challenging outdated assumptions, why women in business must have both a seat at the table and a say in decision-making, and why her journey has been about creating a more inclusive, sustainable future for all.

“Finance taught me discipline — how to navigate complexity, assess risk, and plan for the long game. But leadership was something I had to learn by doing. It’s easy to think of leadership as a series of decisions, but in reality, it’s about conviction — knowing when to take a stand, when to listen, and when to challenge the status quo.

At CapitaLand Investment, I oversee finance, treasury, and investor relations in the lodging sector while also leading Ascott’s business in Japan and Korea. It’s a role that demands a balance of pragmatism and vision — ensuring growth while future-proofing the business. A significant part of that means rethinking what leadership looks like today: not just in financial strategy, but in culture, sustainability, and inclusivity.

One of the biggest misconceptions about leadership is that success is purely financial. The reality is, businesses thrive when they create value beyond the balance sheet. For me, that means focusing on the long term — building resilience, investing in people, and ensuring that every decision contributes to something bigger.

Sustainability is not just a corporate mandate; it’s about shaping businesses that can thrive for generations while making a positive impact on society.

That’s why we’ve made sustainability integral to our work. Through Ascott CARES, we actively invest in Diversity, Equity, and Inclusion (DEI) initiatives. One of our proudest milestones has been our collaboration with SG Enable, Singapore’s national agency for disability and inclusion — the first partnership of its kind in the hospitality sector.

It’s not just about making spaces more accessible; it’s about redefining hospitality to be more inclusive, ensuring that our guests, employees, and partners feel valued and empowered.

Sustainability, however, doesn’t exist in isolation. It intersects with leadership, innovation, and talent development. When I first stepped into a leadership role, I wasn’t an expert in everything I was tasked to oversee. My expertise was in finance, not operations, sustainability, or large-scale transformation. I had to learn on the go — reading, asking questions, immersing myself in the details while still keeping an eye on the bigger picture.

There were moments of doubt, but I realised early on that leadership isn’t about having all the answers; it’s about asking the right questions.

One of the most fulfilling aspects of my career has been mentoring rising female leaders. A decade ago, the conversation around women in leadership often revolved around whether we could ‘have it all’. The underlying assumption was that ambition and family were competing forces.

But today, we’re reshaping that narrative. Leadership is no longer about sacrifice; it’s about integration — proving that flexibility, well-being, and high performance can co-exist.

I have two sons, and throughout my career, I’ve watched them grow while also growing as a leader. I never had to choose between being present for them and advancing in my career — though finding balance was not always easy. I was fortunate to be part of an organisation that values women not just as employees but as decision-makers.

And I see it as my responsibility to advocate for workplaces where the next generation of women won’t have to choose between ambition and family.

But structural barriers remain. Women in leadership still face limited access to mentorship, fewer sponsorship opportunities, and a lack of visibility in decision-making circles. The data is clear: Women are less likely to be considered for key roles or receive leadership training. This isn’t a pipeline issue; it’s a structural one.

That’s why we launched the Ascott Global Academy for Excellence (AGAX), designed to provide leadership development and industry expertise for women in our organisation.

Gender diversity isn’t just a social imperative; it’s a business advantage. Companies with diverse leadership make better decisions, innovate more effectively, and perform better financially. The future of leadership shouldn’t just be about having a seat at the table — it should be about redesigning the table itself.

At the same time, sustainability education has become essential. One of our most impactful initiatives has been Ascott’s in-house Sustainability 101 programme, which aims to equip over 7,000 associates with the fundamentals of sustainability within six months. What’s remarkable is how it’s been received — not as extra work, but as something our people take pride in. 

What gives me hope is that progress is happening. More women are stepping into leadership roles, breaking barriers, and reshaping workplaces. In the hospitality industry alone, women now make up over 55 per cent of the workforce in top-level positions. At Ascott, women represent more than 50 per cent of our workforce, many holding leadership roles that drive real change.

Still, there’s more work to do. The goal isn’t only gender parity — it’s creating a world where leadership, sustainability, and success are defined by talent and vision, not by gender. The impact of strong leadership lasts far beyond the individual; it shapes organisations, industries, and generations to come. And if we get it right, the results will speak for themselves.”