Putting people first

It was February 2008. The aircraft settled on to the tarmac at Changi airport. As I stepped into the terminal, it felt like entering a meticulously organised world.

- SURESH NARAYANAN

There was a sense of order that prevailed from the neatly arranged baggage carousels to the clearly marked pathways. This was a subtle but powerful introduction to the Singaporean ethos of efficiency and precision.

Singapore was a highly sought-after location within Nestlé. Accompanied by my wife Rajita and daughter Avanti, we were filled with anticipation for the adventures that awaited us in this land of palpable possibilities, brimming with promise.

February in Singapore wasn't just a month. The mood was carnivalesque. In Chinatown, crimson and gold lanterns felt like embers whispering ancient blessings into the humid air. Its gastronomic landscape was a joyous siege of the senses from venerated street hawker stalls to world-renowned Michelin-starred restaurants drawing food enthusiasts.

Once a swampland, Singapore is home to over six million people and 95 ethnic groups, who contributed to the island's economic and social resilience. I took on the role of managing director at Nestlé Singapore Pte. Ltd from 2008-until June 2010.