In uncertain times, this Singaporean brings stability and opportunity to Myanmar’s talent pool

In this series, we explore the experiences of Singaporean business leaders who have ventured abroad and the ways in which they have navigated cultural differences to achieve success.

We hear from prominent homegrown C-suite executives and entrepreneurs who have expanded their businesses across Asia, Europe, and the Americas. Get insights on how they have adapted their leadership styles and business strategies to fit local cultural norms and how they have leveraged their Singaporean heritage to build relationships and foster trust with international partners.

When I first set foot in Myanmar, it felt like stepping into a time capsule. It was 2013, and I was part of a school trip led by a Burmese lecturer who wanted to introduce us — a group of Ngee Ann Polytechnic students — to his homeland.

This was Myanmar before high-speed internet and SIM cards, where change felt distant, like a barely visible glimmer on the horizon. Yet something about the place — its people and contrasts — stayed with me long after I returned to Singapore. Over the next five years, I kept finding reasons to go back.

What ultimately led me to start Crossworks Myanmar wasn’t a grand plan. It was a series of needs that arose one by one. I had been hiring talent locally and internationally for my projects, but retaining skilled and committed hires was challenging. As a small, lesser-known employer, I couldn’t compete with the perks and reputation of companies like Google. The solution I found was to hire directly in Myanmar, a decision born from necessity which became the foundation of Crossworks Myanmar.

As the word spread, others reached out and became interested in hiring Burmese talent through a similar model. In under a year, I went from managing a small team for my projects to an operation where my staff was now a minority. We decided to move to a larger space, brought in management for the remote teams, and expanded into what we now call “HR-as-a-service”.

Overcoming obstacles

Running a business in Myanmar comes with its share of challenges. One unforgettable moment was in 2020 when a bank run left the ATMs empty. My colleague and I went door-to-door to deliver payroll — a surreal experience that tested our commitment. Another time, we were faced with a month-long quarantine (due to Covid-19) in an unfinished school-turned-government facility with no internet, no beds, and flies everywhere. To make it work, we brought in computers, mobile internet routers, mosquito nets, and even a portable stove. It felt like camping indoors.

These experiences underscored our commitment to supporting employees and clients alike. Today, we’re a bridge connecting international employers with skilled talent while navigating Myanmar’s unique realities. Beyond that, we also offer backup power solutions for frequent cuts, organise engagement sessions, and run training programs to help employees adapt and grow, even amid political and economic uncertainties.

In fact, in October 2024, we launched the inaugural run of the Crossworks Career boot camp, a year-long initiative to upskill mid-career professionals working in local companies and seeking remote employment with international firms. Investing in education at a time of significant instability is putting our foot down and money where our mouths are, especially as we believe in replenishing and building up the skill base locally and long-term engagement in the country. 

Lessons from two cultures

Through this journey, I’ve gained a unique perspective on the similarities and differences between Singaporean and Burmese cultures. At first, the contrasts seemed stark: Singapore, with its orderly systems and pragmatism, versus Myanmar, where spontaneity born of uncertainty has woven its way into the fabric of daily life.

But over time, I’ve come to appreciate how these cultures complement each other. In Singapore, we tend to be highly task-oriented, sometimes losing sight of what really matters — family, friends, and connections with neighbouring countries. On the other hand, Myanmar has a deep sense of community and resilience that’s equally valuable.

Employers we meet often ask about Myanmar’s political stability and how it affects the workforce. These concerns are valid as recent policies have spurred a youth exodus as young people seek stability elsewhere. But at Crossworks, we’ve worked hard to establish a stable, supportive environment for those who choose to stay.

We provide the infrastructure remote workers need, offer workspace for those without conducive home environments, and create ongoing learning opportunities. Our goal isn’t just to place people in jobs; it’s to build a professional community that can thrive and grow, even in uncertain times.

A different approach to hiring

What sets Crossworks apart is our approach. We see ourselves as an extension of our clients’ HR teams. Our model is built on long-term engagement, not quick placements, with a fixed subscription fee rather than commission-based pricing.

This lets us focus on retention rather than recruitment. Many of our employees stay with us beyond the one-year mark — some for five years or more, a testament to the relationships we’ve built.

Looking ahead, my vision is to see Crossworks become a bridge between Myanmar’s talent and the global job market. But my ultimate hope is that one day, we won’t be necessary at all — that the opportunities here will be plentiful enough that Myanmar’s talent no longer feels the need to leave. And until that day comes, we’ll keep connecting, supporting, and making remote work not just a possibility but a reality for people who deserve the chance to succeed.