Going into the hospitality industry was not something Carolyn Choo, CEO and managing director of Worldwide Hotels, had in mind when she graduated. However, in late 2002, when the first cases of the SARS outbreak emerged, Choo was asked to join the family business after spending three years in commercial banking.
“Hospitality was not something I initially planned,” says the category winner for EY’s Entrepreneur Of The Year for Hospitality Services. “After graduating, I started my career in commercial banking, helping small- and medium-sized enterprises (SMEs) with financing needs. But when the SARS crisis hit, the family business faced enormous challenges, and I felt responsible to step in when my father asked me to join.” Her father, Choo Chong Ngen, is the founder of the homegrown Hotel 81 budget hotel chain.
The early years were a “steep learning curve”. At that time, the business was “lean” with limited resources and the financial pressure was “immense”, the younger Choo remembers. Thanks to her banking background, she leveraged her financial expertise and networks to secure vital financing to stabilise the business. Her training as an accountant enabled her to make “bold yet calculated” decisions to acquire and expand into overseas growth markets while ensuring stability.
Over time, what had started as a duty turned into a vocation. “I realised that hospitality is not just about rooms and buildings. It is about people, culture, and creating meaningful experiences,” says Choo.
That realisation has shaped Worldwide Hotels into what it is today: Singapore’s largest homegrown tourist-class hotel group. From 12 Hotel 81 properties when she joined, the group now manages more than 41 properties in Singapore and 11 overseas hotels across Australia, Malaysia, Japan, South Korea and Thailand.
“From the outset, our goal was straightforward: to offer affordable, reliable accommodation while meeting the aspirations of travellers. This purpose continues to guide us as we expand,” says Choo.
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Even though the group has seven distinct brands to cater to the various traveller segments, Choo insists on consistency, operational efficiency and genuine service. Each brand carries its own identity, from the affordably-priced Hotel 81 to the strategically-located V Hotel and Hotel Boss and the “lean-luxe” Mercure ICON Singapore City Centre.
This balance is maintained through “robust operational frameworks, staff training, and brand-specific marketing”, which ensures consistent guest experiences and retains the unique proposition of each brand, says Choo.
Strength in the mid-tier segment
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Worldwide Hotels’ focus on the mid-tier market was intentional. “Our decision was very deliberate. The mid-tier segment is where we can truly fulfil the aspirations of travellers, offering them comfort, quality, and thoughtful service at an accessible price point,” says Choo, who compares the group’s growth to the rise of budget airlines that opened up air travel to the expanding middle class across Asia.
“Just as affordable flights enabled more people to take international journeys, we saw an opportunity to offer stays in Singapore that are accessible without sacrificing quality,” she adds.
That same mindset underpinned the group’s “lean luxury” concept, which it pioneered through its flagship property, Mercure ICON Singapore City Centre. The hotel, located between Singapore’s CBD and Chinatown, is designed for the cosmopolitan traveller, and blends business and leisure.
Beyond Singapore, Worldwide Hotels’ overseas properties are in markets that are popular with travellers for business and leisure. The group’s current markets are also “well-established gateways” with good connectivity, attracting regional and international visitors, notes Choo. They also present long-term prospects for sustainable growth, she adds.
Even as the company seeks to grow its international footprint, Singapore remains the group’s home base and anchor. “[This] is where our brands originated, where we built our reputation,” says Choo.
Purpose-driven leadership
When asked what sets her apart from the rest of the nominees, Choo attributes it to her purpose-driven leadership and disciplined execution. “My journey has always been about more than just building hotels. It is about redefining what accessible hospitality means for travellers, employees, and communities,” she says.
This mindset stems from her early years in the business, where discipline and pragmatism were key to survival. Over time, she embedded these principles into a broader culture of accountability and care.
“Discipline in financial management has enabled us to make bold investments, such as acquiring Novotel Singapore on Kitchener and launching Mercure ICON Singapore City Centre, without compromising [on] stability. At the same time, being people-focused has meant investing in our team and building a strong culture of accountability and recognition,” she explains.
Whether in business or in life, Choo is guided by a core set of values, which is to respect others, to ensure equality by creating an inclusive environment, bring in a sense of authenticity and to listen. “These principles remind me to lead with empathy, to value diverse perspectives, and to stay authentic in every interaction.”
The strength of these values became clear during another crisis, the Covid-19 pandemic, when Choo made one of the hardest calls as CEO. “The toughest decisions are always about people,” she says. “As a people-focused leader, I have not retrenched any employees even during the challenging Covid-19 pandemic. But I had to make the tough decision to not confirm some new hires still on probation.
“However, I have always believed that if I make decisions guided by our core values of integrity, teamwork, respect, accountability, and commitment, they will ultimately be the right ones for our group and for our people in the long run.”
Before Covid-19, Choo had to deal with the 2007–2008 subprime mortgage crisis. At the time, the group was the only bidder for a government land sales (GLS) site for what would eventually become V Hotel Lavender, and was not able to obtain any financing when Lehman Brothers collapsed in 2008. The group had to rely on its limited cash reserve then. The experience reinforced her belief in financial prudence, resilience, and staying focused on the long term.
Balancing business and philanthropy
While Choo is driven by discipline and purpose in business, she is equally committed to giving back to the community. “As a business leader, I believe success comes with the responsibility to uplift communities. Our role goes beyond creating economic contributions to help build an ecosystem where everyone, especially the underserved, has a fair chance to succeed.”
This commitment takes multiple forms. Worldwide Hotels’ foundation has donated to local universities, polytechnics and the Institute of Technical Education (ITE) to provide bursaries to underprivileged students.
Beyond education, inclusivity is embedded in the group’s hiring philosophy. So far, the group has partnered Metta School, the Yellow Ribbon Project, APSN Delta Senior School and SG Enable to provide employment opportunities for individuals with special needs and those seeking second chances.
The group also participates in the Community Chest SGSHARE programme, where employee donations are matched dollar-for-dollar by the company. In addition, it sponsors guest rooms for fundraising efforts and other charitable causes.
Travellers’ trends
Looking ahead, Choo is seeing “promising signs” of recovery within Singapore’s tourism sector and in the Asia Pacific region. “Visitor arrivals and spending are rising, and in many markets, demand has already exceeded pre-pandemic levels.
“This renewed energy is creating opportunities for hoteliers, especially in the mid-tier segment, where travellers are seeking reliable yet enriching experiences,” she says.
One of the trends that aligns closely with Worldwide Hotels’ brand promise is the increasing demand for purpose-driven travel. “Luxury is being redefined as travellers value meaningful and cultural immersive experiences with a focus on wellness and emotional values over extravagant ones,” says Choo.
Travellers are seeking more than affordable accommodation; they want value, quality and purpose embedded in every stay.
Sustainability has also become a deciding factor for travellers. “Guests want to know their choices make a difference, so we have incorporated practical measures across our portfolio,” says Choo.
“Equally important, we acknowledge the desire for authenticity and community connection. That is why we collaborate with local artists to incorporate arts, culture, and heritage into our properties, from digital murals at Mercure ICON Singapore City Centre to heritage-inspired artwork at Hotel Mi Rochor,” she adds.
On winning the EY Entrepreneur Of The Year award for Hospitality Services, Choo says she is “grateful” and is “inspired” to continue shaping the hospitality landscape in Singapore and beyond.
