KPI Media Leadership Interview Series: Tengku Anwar

The Operator's Contrarian View

What's the overhyped part of "agency operations"?

The overhyped part is the process for its own sake, especially rigid, HQ-mandated systems at large networks. I've seen finance teams so spread across functions that time went into reporting up, not deciding. One mandated system, and when it broke, you waited on IT. It creates control, but often just friction. At KPI Media, we do the opposite: automate the repetitive so time goes into what matters.

‍

And the under-appreciated thing that actually keeps a fast-growing agency from breaking?

What's under-appreciated is everything before a client sees results. Every SOW means checking scope, fair pricing, and legal wording. We forecast cash flow monthly and keep three months' runway, a lesson learned when a big client once took three months to pay while we still covered their spend and payroll. Hiring done right, start to finish, shows how serious we are. Compliance with SG FRS, MOM, and local regulations is invisible until it isn't. None of it is glamorous, but it's what lets the client side move fast without the business breaking.

‍

You've worked across F&B, facilities, public sector research and global media. What did those very different industries teach you about running a business that media people often miss?

Media is a people business, constant relationship management with clients, partners, and your team. F&B and facilities run on thin margins with tight control, which taught me not to let relationships come at the expense of financial discipline. It's easy in media to keep everyone happy and lose sight of the numbers. What I bring is always knowing where the business needs to be in 2, 5, or 10 years, and making decisions that move us there.

But discipline and people-first aren't opposites. I believe our people are our biggest asset; take care of them and they take care of the business. Other industries taught me control. Media taught me relationships. Running KPI Media well means holding both.

‍

Scaling a Fast-Growing Agency

KPI Media has scaled fast across Southeast Asia. From the ops and finance seat, what quietly broke, or nearly did, as the business grew?

As client numbers grew, the obvious move was to hire more. But headcount alone isn't a fix; it just delays the problem. So we grew, but the real work was restructuring how the team operated, making sure every role was optimised, not just filled. We check three things regularly: are we giving clients our best work, does it reflect our values, and is the team proud of it? If any of those slip, that's the real warning sign.

‍

You oversee commercial, legal, operational, and tech functions. When does chasing growth actually not make sense for an agency?

It was never about turning down growth, but being honest about what made sense at each stage. We started with startups, and we're proud of that. But as we matured, our expertise outgrew that segment, so we shifted to enterprise, where we could deliver the most value. It wasn't easy; it meant changing our mindset and restructuring the team. Growth stops making sense the moment it's just more of the same, not the next right step.

‍

With your finance foundation: what does the KPI-or-refund guarantee look like from the commercial side, and how do you make a bold client promise financially sound?

The guarantee has been part of who we are since day one. It's less about hedging risk, more about getting the fundamentals right first, starting with the client having proper measures to track performance. Once that's there, we're confident enough to guarantee results against agreed KPIs. If it works, promise delivered. If it doesn't, we still honour it; we don't get paid for work that didn't move the needle. It's also good business: our retention is high because our incentives are tied to the client's growth.

‍

The Machine Behind the Guarantee

What does "accountability" look like behind the scenes, away from the client-facing KPIs?

Accountability is built into our rhythm, not checked occasionally. Daily standups keep WIP visible, and anyone on leave hands over properly first. Monthly 1-1s and quarterly reviews keep feedback regular. Our monthly pulse check gives anyone space to raise anything early. Recognition translates into real rewards, not just words. At the core, we stay transparent from the top down, because accountability only works when everyone, including leadership, is willing to be seen.

‍

What's a decision that looks like a finance or ops call but is really a culture call?

The company retreat looks like a budgeting call: flights, venue, cost per head. But it happens every year without exception because of culture. It's the one time the whole team, spread across markets, meets in person. For a company operating remotely across Singapore, Malaysia, Indonesia, and Vietnam, that connection turns colleagues on a screen into an actual team. It's a line item in the budget, but really a commitment to who we are.

‍