A trading platform’s business model rests on three key layers, says Ian Leong, CEO of Tiger Brokers Singapore.
To start with, a front-end experience that makes onboarding, funding, research, and order placement intuitive and robust for beginners and advanced users alike.
Also, backend systems that connect to global exchanges, manage trades, process settlements, and monitor risk with speed and accuracy.
Lastly, a robust compliance framework, including Know Your Customer (KYC), which verifies a client’s identity and assesses their risk prior to conducting business, Anti-Money Laundering to detect and prevent financial crime, asset protection, and transparent fees, must be implemented Tiger Brokers Singapore operates under a Capital Markets Services licence issued by the Monetary Authority of Singapore and has since become more than a trading tool
It has evolved into an all-in-one financial services online platform that meets Singapore investors’ needs, Leong says. Besides providing access to multiple global markets, it offers Singapore-specific innovations such as a debit card that lets users earn fractional shares. It is the first of its kind here.
Additionally, it boasts an AI assistant that offers smarter analyses, personalised insights, and options strategies in realtime, as well as in-app learning resources, university partnerships, and peer-to-peer community features.
One of Leong’s biggest challenges lies in anticipating investors’ need. As such, he focuses on understanding investors’ shifting behaviours and delivering solutions that fit their needs. “Whether it’s integrating AI-driven tools to simplify decision-making or identifying emerging investment trends before anyone else, our goal is to stay ahead of the curve.”
He reckons that financial literacy among Singaporeans may be improving, but there is still a long way to go. Although younger investors are willing to learn, he says, many still struggle with fundamentals like compounding, diversification, and risk management. The fact that emotional and psychological factors influence their decisions doesn’t help.
It is why he believes financial education should begin earlier and be incorporated into the school curriculum. “The focus should be on the basics like budgeting, saving, and understanding how investments grow. Trading can then serve as a practical extension of that foundation.”
The most significant factor in his line of work is trust, Leong avers. “I often tell my team, ‘Before we buy a product, we buy the person first’. In any business, and especially in finance, trust forms the foundation of every relationship. Technology may be our strength, but trust sustains us.”
He shares five lessons he’s learnt from the online trading platform business.
1. Our word is our bond
I first entered the industry as an equity dealer in 2010, and the lesson that stuck with me from the beginning was that our word is our bond. Client promises are non-negotiable in this line of work. When we commit to a deadline, we deliver. If a trade is confirmed, we honour it, even if it hasn’t been executed. I have followed that principle ever since.
I hold myself to the same standard as my team at Tiger Brokers Singapore. If I promise an incentive upon results, I will make it happen. In return, I expect commitments to be met and expectations to be raised early if circumstances change, so we can manage and maintain them. When words and actions consistently match, trust is built. In our business, it is everything.
2. Leading a company is similar to conducting an orchestra
The idea that leadership is like conducting an orchestra has stayed with me ever since I read Lee Kuan Yew’s writings. It describes perfectly how I view my role as CEO.
As a conductor, I interpret the score, set the vision, and determine the tempo and dynamics. However, the music itself comes from the orchestra. In this case, our department heads and their teams, who take their cues and bring the vision to life.
A company cannot succeed through one person’s efforts alone. It takes an able team to execute strategies and keep an organisation moving in the right direction, even for the most visionary leaders.
In my opinion, leadership is about creating harmony between different sections, so we can perform as one.
3. Culture and people are fundamental
Earlier, we discussed having an able team, but if it cannot work effectively together, what good is it? Many times, companies have been brought down not by external competition but by internal squabbling. It is a common problem in many organisations, and we work hard to prevent it at Tiger Brokers Singapore. When I first took over the company, I told everyone there were no ‘his teams’ or ‘her teams’. ‘Our team’ is the only team.
A company’s culture defines its employees. It is our culture and common goal that bind us together and keep us focused on our true north. With the right culture and people, we can work seamlessly together and deliver value to our clients.
4. All success is built on a solid foundation
When hiring someone as a leader, many organisations often ask how the leader can bring them to the next level. The plans are usually bold and appealing, but in today’s environment, most CEOs are replaced not because of other reasons, but because of underperformance. It is most effective to go back to basics in such cases; flashy plans do not work.
Tiger Brokers Singapore had many areas that needed improvement when I took over in late 2023, most of them at the foundational level. I made it clear to the team that four pillars needed strengthening: platform, product, processes, and people. Getting the basics right is essential to success because houses built on shifting sands will not last.
In retrospect, hiring the right people and strengthening our processes has allowed us to deliver a platform and products that far exceed our customers’ expectations.
5. Know your end goal
When new staff join and learn how tasks are executed, they often ask why certain processes are implemented a certain way. They also ask what the objectives are when they learn how tasks are executed.
In most cases, the response is, “Just follow the steps—that is how it has always been done”. This creates two problems: the new hire will not fully understand what their role is about, and innovation is difficult.
It is for this reason that whenever I talk about a strategy or deliverable, I begin with the end goal in mind. Once the team understands what we want to achieve, they can figure out how best to get there. This ensures clarity, encourages improvement, and keeps everyone aligned on the outcomes that matter.
