“Professional development should not stop at operational competence”

At that stage, I was not thinking about titles. I was thinking about depth. I wanted to understand risk properly, guide officers through complex situations and make decisions that could withstand scrutiny. The idea of becoming Chartered remained with me, but I believed it should come at the right time – when experience, maturity and structured learning had aligned.

My turning point

Throughout my career, I have been fortunate to serve under strong institutional leadership. Working under a chief commissioner of the MACC who emphasised clarity of direction, integrity and professional discipline shaped how I approach responsibility. Accountability was not an abstract concept. It was embedded in daily decision-making. Observing leadership exercised under scrutiny left a lasting impression on me and quietly influenced how I carry myself as a leader.

I have also worked alongside senior leaders whose calm judgement and strategic capability demonstrated what composure under pressure looks like. Watching experienced leaders manage complexity without losing balance reinforced my belief that steadiness is a leadership strength. Professional growth is rarely individual. It develops within institutions where standards are high, expectations are clear and performance is taken seriously.

A significant turning point came during my secondment to Malaysia’s National Audit Department as assistant director of audit. Moving into an oversight environment changed how I viewed the bigger picture. Investigation focuses on individual conduct. Audit focuses on systems, controls and governance structures. I began to see how unclear accountability, weak escalation discipline and poorly designed controls could allow risk to build quietly long before enforcement action becomes necessary.