Q2. As you scale digital across your verticals, where do you see the greatest opportunities to unlock new value and is the long-term ambition to evolve into a fully tech-enabled operator or position yourselves as a digital services partner to your clients?

Chua:

• The real value lies in data-driven outcomes. As we scale, our ambition is to be both a tech-enabled operator and a digital services partner. Operationally, we use digital twins, smart sensors, and real-time dashboards to optimise building performance.
• Commercially, we advise clients on how to reinvest OPEX savings into greener, smarter upgrades. This positions us not only as a service provider but also a co-investor in their sustainability journey. It's not tech for tech's sake, it's tech that drives measurable returns.

Q4. Property & Facility Solutions:
In managing energy efficiency across GBI-rated buildings, what role does data play — and are you integrating real-time monitoring or building automation to optimise operations?

Chua:

• Data is everything. Through Asseto, our clients get real-time energy dashboards, AI-powered alerts, and predictive analytics. Instead of fixed maintenance schedules, we now adopt condition-based servicing — only maintaining equipment when the data tells us to.
• In one government building we supported reduced energy consumption by nearly 50% through this approach. Building automation, paired with benchmarking and visualisation, empowers facility managers to manage resources precisely, reduce waste, and extend asset life, all while aligning with ESG goals.

Q6. Asset Consultancy (Opus Consultants):
In delivering over RM100 billion worth of infrastructure projects, how has digital been integrated into project design, execution, or compliance — and how are you using data to reduce delivery risks?

Chua:

• Digital has transformed how we deliver projects. With Opus, we're embedding BIM (Building Information Modelling), GIS, and real-time data capture from day one. We run simulations before the first brick is laid, reducing rework and overruns.
• Compliance reporting is now digital with dashboards flagging variances instantly. By integrating lifecycle costing models, we advise clients on long-term trade-offs, not just upfront CAPEX. That shifts us from being consultants to strategic partners.

Q8. What are your main digital bottlenecks — legacy infrastructure, fragmented systems, talent gaps, or resistance to change?

Chua:

• CIt's a mix. Legacy systems slow down integration. In some facilities, we're digitising from scratch. Talent remains a bottleneck, particularly in fields like AI ops and data engineering. But the most underrated challenge is resistance to change.
• Many still see maintenance as a cost centre, not an area for transformation. That's where leadership, storytelling, and proof points matter — once clients see RM500K in savings or a 30% energy reduction, the resistance fades.

Q10. Are there integration challenges when aligning digital solutions across different verticals and geographies?

Chua:

• Yes, especially when legacy systems vary. A highway in the Middle East and a hospital in Malaysia operate on different stacks. Our solution is interoperability — building APIs and middleware that allow systems to talk.
• Tech alignment alone isn't enough. We also harmonise processes, data definitions, and user journeys across regions. It's about creating a federated model where each unit has autonomy, but benefits from shared intelligence and tools.

Q12. What's your end goal: operational efficiency, predictive capability, monetisation, or all of the above?

Chua:

• All of the above, but in sequence. We start with operational efficiency to build trust. Then, we move into predictive insights to reduce risk. Once we've achieved maturity, we look at data monetisation — helping clients benchmark performance, drive ESG reporting, or even participate in carbon trading.
• Ultimately, digital is not the goal. Outcomes are. If we can deliver safer roads, greener hospitals, and more resilientcities, then we've done our job.