Andrew Khoo, executive chairman and CEO of Malayan United Industries Berhad (MUI) Group since 2018, has been methodically reshaping one of Malaysia’s most storied conglomerates. Taking the reins from his father, Tan Sri Khoo Kay Peng, who built the business over six decades, the younger Khoo brings a fresh perspective shaped by his international education and multifaceted experience across law, political science and business in Australia, Canada, the US and the UK.
A cornerstone of MUI Group’s retail division is Metrojaya, a prestigious Malaysian department store chain established in 1976. Under Khoo’s leadership, the brand has undergone significant transformation with its new flagship store in Mid Valley Megamall spanning 30,000sqf. The innovative space now houses 51 brands alongside house labels like East India Company, complemented by modern lifestyle features including the Lusso Café and private customer lounges.
Now, five years into his leadership, Khoo’s measured approach to transformation has begun bearing fruit—a renaissance for MUI Group that is built on three fundamental pillars: technology adoption, talent management, and open-mindedness.
In all this, the underlying principle of progressive stewardship is one that Khoo has carefully cultivated, from his early internships at the group’s hotels in London and the US, to his current role steering the conglomerate’s retail, hospitality and lifestyle divisions. The results, he says, are driven not merely by business acumen, but by a deep understanding that sustainable growth must deliver positive impact to all stakeholders while honouring the group’s rich legacy.
How do you balance steering MUI Group in a new direction while preserving its seven-decade legacy?
We live in interesting times. I have this responsibility to chart a new direction for the group while honouring the legacy and rich history of seven decades. My father prepared me from an early age, giving me wide exposure across the group. I interned in our US and London hotels, and worked across various divisions throughout my school and university years. But he ensured it wasn’t taken for granted—there was never an expectation that leadership would automatically pass to me. It had to be the best person for the role.
How has your global perspective influenced your worldview?
I believe that we are all products of all our experiences. Our experiences shape us into who we are. I’ve been blessed with the opportunity to live in many countries, from Australia and Canada to the US and the UK. I have that broad exposure from a cultural and business standpoint. Different degrees in different jurisdictions. All these things shape how you look at things. You can be afforded whatever exposure, but it’s what you do with it that matters.
What key lessons did your international experience bring to MUI Group?
The external experience I gained from working overseas proved invaluable. You don’t know if what you’re doing internally is the best—there’s always a better way. When I returned to the organisation, I established three key priorities: embracing technological advancement, which is vital in today’s business landscape; nurturing talent through strategic retention and recruitment; and fostering an environment that welcomes diverse perspectives to avoid the limitations of groupthink.
How do you maintain cohesion across such a diverse conglomerate?
MUI Group’s business spans across several different sectors and I find that simplifying the business is the best approach. Having the right culture is crucial as it sets the right tone and values. Have a purpose statement that cuts across all the businesses. When you have the right people and teams sharing the same values, that creates semblance. We focus a lot on training, and have worked with various organisations to focus on leadership, building culture, and up-skilling people.
What does inspired leadership mean to you?
Inspired leadership is a core value that I hope to bring. If I can inspire people, then the leaders would be inspired to do the right thing. Things like servant leadership and collaborative leadership are important. You need a deft hand in how you apply leadership styles—there will be different styles depending on the situation. One has to be objective and clear-minded when making decisions.
How do you find balance in your life?
I love playing tennis and, occasionally, pickleball—we even have a mini pickleball practice area in our Metrojaya store at Mid Valley Megamall. Everyone needs an outlet to get away from work. It’s different for everyone, but there needs to be the ability to switch off and de-stress. Melbourne and Vancouver are my favourite places. I love the culture and food, and Vancouver is like a second home.
How do you define success in today’s business landscape?
Success to me is not purely financial. We need to drive innovation and growth while delivering a positive impact to society at large. When you unpack this, it’s financially-driven but, by doing that, we can achieve growth that is sustainable and adds value to the countries we operate in.
What’s your vision for MUI Group’s future?
In retail, we’re creating new concept stores, reimagining Metrojaya as an omnichannel experience with cafes and new brands like contemporary batik. On the hospitality side, we’ve soft-launched our new hotel brand Imerso near Heathrow, focusing on sustainable eco-tourism. Through Immersive Hospitality Management, we aim to manage and consult for other hotels. The future of travel is in Asia, and we’re positioning ourselves to be at the forefront of that transformation.
