Most leadership and culture programmes work from the outside in. They define what an organisation should value and ask people to adopt it. It does not stick, because borrowed values are not lived values. I build the other way.
I start with who your people actually are, including their genuine differences, their real edges, and the contradictions that make them human. From that solid foundation, I build the understanding and belonging that make a diverse team perform as one. Not tolerance. Not enforced harmony. A kampung: people who know each other deeply enough to disagree honestly and move together when it counts.
17 years. 80,000 professionals from 48 nationalities. More than 30 Fortune 500 teams across Malaysia and ASEAN. I started in banking before moving into training and development full-time, co-founding the Malaysian Association of Professional Trainers and Coaches (MAPTaC) and building a community of 4,000+ L&D practitioners on WhatsApp and 50,000+ on Facebook.
I sit on the Nexus Governing Committee with the Malaysia Productivity Corporation, and serve as Asia Pacific Director for the Global Trainers Federation and the Experiential Learning Institute. Awards include the Global Training and Development Leadership Award 2024, Global 100 Most Exemplary Coaching Leaders 2024, Asia's Hall of Fame for Training Excellence 2018, and Best Sales Trainer 2019.
Why borrowed values don't stick. Why genuine belonging does.
Most programmes tell people who to become. This starts with who they genuinely are, including their actual values and real edges. From that solid rock foundation, everything else is built.
Culture that lasts is not installed from the outside. It grows from real relationships between real people who understand each other deeply enough to disagree honestly and move together.
In ASEAN's trust culture, the deepest learning passes through relationships, not content. Programmes build internal sifus: people who carry the kampung forward long after any external engagement ends.
"When people know who they are and who the people around them are, the kampung becomes possible."
For organisations ready to build genuine belonging and high performance from the inside out.
A multi-month leadership ecosystem. The Compass for people managers. The Apex for senior leaders. The Summit for executives. Eligible for HRD Corp / SBL Khas funding.
2 days – 6 months · Flagship · HRD Corp ClaimableNavigate complexity with clarity. A strategic leadership programme for leaders operating in ambiguous and dynamic environments.
LeadershipGrounded in John Maxwell's principles. Practical leadership development for leaders at every level.
LeadershipAcademic rigour meets practical application. For senior leaders seeking both credential and capability.
6–12 months · Executive2-day game-based coaching skills programme for leaders who develop others.
2 days2-day values clarity and culture alignment programme.
2 daysBuilding the next generation of professional trainers and L&D practitioners.
AI-powered training design and delivery. Limited to 5 participants per cohort.
2 days · LimitedBuild a client pipeline using AI positioning and content systems.
2 daysTurn internal expertise into scalable digital learning products.
2 daysDigital and hybrid delivery mastery for modern L&D professionals.
2 daysA practical programme for L&D professionals navigating the shift to digital — from strategy to execution.
2 daysThe flagship L&D leadership credential for senior practitioners.
6–12 months · FlagshipEvidence-based tools to diagnose needs and measure leadership capability.
Four outcomes from real client engagements.
Delivered for a leading Malaysian insurance company following a structured leadership intervention.
A professional services firm grew from RM200,000 to over RM1 million in profit — with no advertising spend.
Every candidate passed their licensing examination following the programme.
Engaged as the leadership and training partner for a USD 2 billion infrastructure and development project.
Soo Hoo does not just train your people — he changes how your organisation thinks about leadership development. Six months after the programme, the behaviours are still there. That has never happened with any other provider.
We have run leadership programmes every year for a decade. This was the first time our managers came back and actually applied what they learned. The multigenerational component was exactly what we were missing.
He never ceases to amaze me with his passion, perseverance, persistence and purpose. His genuine love in developing people makes him a rare trainer, facilitator and leader around today.
A selection of organisations Soo Hoo has trained.
