The Corporate Savant
They say first impressions are powerful. Dressed in a double-breasted blazer, blue trousers and black leather shoes, Andrew Ing is the sartorial embodiment of a corporate gentleman as he makes his way through the OUE Restaurants Corporate Office on the tenth floor of Singapore’s OUE Downtown 2 building. The dial of his Longines Conquest watch peeks through the cuff of his button-down diagonal-striped shirt as he extends a hand to greet me. “I’m Andrew,” he introduces surely and I am pleasantly surprised as I notice his subtle Australian accent. Having enjoyed an evening (or three) in HighHouse and Nova, I was keen to find out more about the space from the man behind it. His polished corporate attire stands in stark contrast to the vibrant and dynamic atmosphere of his work in the nightlife scene, highlighting the diverse facets of his professional identity. Located on floors 61, 62, and 63 of 1 Raffles Place, HighHouse and Nova have quickly garnered a reputation as one of Singapore’s must-visit nightlife and culinary destinations. Towering high (pun intended) above Singapore’s Central Business District, HighHouse is famed for its unrestricted 360-degree view of the Singapore skyline, immersive dining experiences and enhanced nightlife. HighHouse and Nova aim to be the amalgamation of luxury entertainment with food, art, music and technology. While intriguing in theory, would such a concept be enough to differentiate itself from the various other luxury nightlife venues in Singapore?
Nightlife Management Prowess
The years following the COVID-19 pandemic have seen the return of the nightlife and entertainment industries. With 40 years of experience in the hospitality and nightlife sectors, Andrew has become accustomed to navigating the ups and downs of the industry, particularly within the last five years. With the help of his partner Wayne Lee, general manager of HighHouse and NOVA, this luxury restaurant and bar has successfully carved its niche in what is arguably an increasingly saturated market. His secret? Understanding nightlife trends, the ability to build a successful brand, and incredible attention to detail. “When we were designing this space, we wanted to make it a place where one could go to eat, then have a drink, and then party. While it is more of a lounge than a nightclub, there is enough space for you to stand up and dance wherever you are”. This seamless progression from day to evening is one of the venue’s crucial USPs, altogether circumnavigating the need to segregate lunch and dinner service alongside catering to three different customer bases including those who simply want to pop in for an evening nightcap.
The Devil’s in the Details
Aside from having an ideal “Instagram-perfect corner,” and having a view that towers well above the Marina Bay Sands, the true draw of any venue lies in its atmosphere—something Andrew meticulously crafted. “We designed the sound system to enhance the dining experience,” he explains. “Often, in restaurants, the sound system is an afterthought. The soundtrack might be poor and lacking in bass, which detracts from the overall experience. For me, music is an integral part of the ambiance, whether you’re in the restaurant or the club.” Andrew acknowledges that his strengths in interior design are focused on spatial planning and logistical considerations that allow for a smooth service. He values creating both private nooks and sociable spaces but also considers the customer’s perspective. “For instance, I consider the height of the bar,” he notes. “When you’re standing and leaning, the ideal height is 1050 mm—not too high, not too low. It’s the perfect height for bar stools and leaning comfortably. And, of course, having a footrest is essential—it’s a non-negotiable detail for me.”
Andrew also emphasises the importance of acoustics in his venues. Observing that hard floors can cause sound to bounce and disrupt conversations, he invested in the expertise of an acoustic consultant. This specialist provided guidance on how to design the space to absorb sound effectively, ensuring that conversations remain private and that noise doesn’t travel across the room. “A lot of people don’t understand the value of investing acoustic consultants,” he notes. Noise control and the ability to have a conversation in a group setting are factors (I find) that can make or break a night out.
Diversity Driven Success
Andrew also attributes his success in the hospitality industry to adopting progressive human capital practices. A company practice he was initially surprised by when he first got on board. He explains that the company’s diversity starts with its wide range of dining options. OUE’s portfolio of restaurants spans from affordable SGD 5 dishes to high-end experiences costing up to SGD 500, featuring cuisines from Délifrance to the “curious art of Japanese Omakase and everything in between”. This variety includes both halal and non-halal options, as well as Japanese, Singaporean, modern European, and Pan-Asian selections. Andrew notes that while some restaurant groups target the same audience with different concepts, his establishments cater to a broad clientele with distinct preferences, ensuring that each gastronomic concept appeals beyond its own specific demographic.
Moreover, the company’s commitment to diversity extends to its workforce, “I have people working for us from 18 years old up to 82 years old,” he says, highlighting the company’s truly inclusive approach to its workforce. For Andrew, representation means more than having “one auntie” who then becomes a “poster person for elderly workers” but rather about fostering empathy and understanding an individual’s unique skill set and what they can bring to the table. “Companies do campaigns on it and it’s like… you don’t need to do a campaign on it. You just have to do what you’re supposed to do as a responsible citizen for sustainability, for mature workers, young workers, whatever”, Andrew laments. He then delves into his disdain for tokenism saying “Just f**king do it and shut up. If people talk about it, let them talk about it. But don’t you go and talk about it,” a justified reaction to the topic of authenticity that I found myself silently commending.
Andrew credits his colleague Wayne for both his leadership and empathy noting that the latter embodies traits Andrew values in leadership roles. “I want people on my team who care for other people. A lot of other things like skills and strategy can be trained, you can get consultants for that. But having empathy for your people, either you have it or you don’t. Wayne’s done a great job in bringing the team together and it’s not an easy thing to do. He fits into the culture of what I want to have at OUE restaurants,” shares Andrew on the pair’s professional dynamic.
Read More: Wayne Lee, General Manager of HighHouse and NOVA
Point of Differentiation
I was still curious about why Andrew chose to invest in a concept like HighHouse to which the former marketeer and entrepreneur simply stated “Well, everyone around the world loves a rooftop bar”. When it comes to competition from other nightlife establishments and what they have to offer, Andrew doesn’t compare himself but simply says “we’re in a recognised location offering a combination of different things in a space that can fit one group or ten”. Beyond the food and service there is also the music — an area which Andrew has made extensive efforts to source a regional and International talents alongside curating a DJ deck and the digital artwork displayed around the DJ booth. Recognising the impact of technology on music consumption and how it has changed the way individuals consume media, the entrepreneur brings a holistic approach to his spatial curation.
Apps like Apple Music and Spotify have shaped the way listeners engage with music today, making it more homogeneous across the Southeast Asian region. Instead of allowing this to dictate his approach to music within the nightlife scene, Andrew prides himself on adapting to it, noting that there’s a vibrancy in every city. It could be a lot smaller and a lot more underground, but it’s there,” referencing his preference for visiting his own bars and restaurants. “I set (the standard for) the bar, have a drink, and listen to good music. It takes something special to get me to someone else’s bar or club in Singapore these days because I just can’t be bothered”.
Lastly, I was eager to find out about the most rewarding aspect of his work, both as chief operating officer of HighHouse and NOVA as well as throughout his career in nightlife and hospitality. “Watching people grow and develop,” he says referencing his team of approximately 400 members of staff. “I’ve touched a lot of people and not in biblical way, but I have connected with people over the years and watched them grow,” he notes before mentioning how those who have experience working in the service industry make the best customers as they are rarely rude or demanding towards service staff, cheekily adding “There’s my story. You can tell Laurence Wong to replace two years of National Service with one followed by a year in a service role for a restaurant. So apart from being able to protect the country, they are also gracious and patient members of society, there you go!”
For more on the latest in leaders interviews and reads, click here.
