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I-PEX is one of the unsung heroes of electronic manufacturing. Many of the world’s best-known laptop, smartphone and tablet brands depend on its high-speed digital connectors for features like wireless communications, visual displays, data transfer and more. As the demand for greater speed and frequency have increased over the years, I-PEX has continually improved its products and manufacturing processes, ensuring that the next electronic device you purchase is sleeker and faster than the last.
Since its foundation in Japan in 1963, the company has expanded globally, with its Singapore office, led by Managing Director Diana Peh, acting as its regional headquarters for South-East Asia.
Peh started her journey at I-PEX in 1987, working as an interpreter for a team of Japanese engineers who were sent to work in the Singapore plant. Working with a small team of 20, Peh quickly became an integral part of the company’s operations.
“Although originally recruited as an interpreter, I was soon doubling up as HR and a production planner,” she recalls.
“We had around a hundred employees; we worked more like a family than an organization.”
Peh’s career took a significant turn in 1990 when she was offered the role of Accounts Manager, a position she initially hesitated to accept. However, thanks to encouragement from her superior, and after completing a part-time diploma course, she embraced the challenge.
This marked the beginning of her rise through various management roles, each time stepping into unfamiliar territory with determination.
“After a few years, I was offered the role of Operations Manager, which was an even bigger challenge,” Peh explains. “Everything was alien to me, but fortunately I knew I had my boss to support me. Back then we had around a hundred employees; we worked more like a family than an organization.”
After several years of solid performance, the opportunity to become General Manager came up, which allowed Peh to oversee the establishment of I-PEX’s Malaysia and Indonesia plants, eventually leading to the role of Managing Director in 2014.
“While serving as General Manager I was basically already running the show,” she says. “So by the time my boss asked me to take charge, I was ready to lead.”
The COVID-19 pandemic presented an unprecedented challenge for I-PEX Singapore, Peh says.
“We’re a supplier for many of the world’s best-known PC makers, and during the pandemic there was a surge in demand, as well as restrictions on the number of people we could have working at any one time,” she explains.
“Our operations were completely affected and we had to fight hard to maintain our supply chains and meet demand.”
At the beginning of the lockdown in Singapore, I-PEX was allowed to have 50 employees working in-house, but in order to meet demand the company needed closer to 225. As a result, I-PEX had to negotiate tirelessly with the authorities to increase headcount and keep their production lines running.
Eventually, the Singapore plant was allowed to increase the number of employees working in the plant, but shortly after, Malaysia introduced its own restrictions as a result of lockdown.
“It was a nightmare,” Peh says. “Negotiating with the Singapore government was tough but negotiating with the Malaysian authority was another level of challenge.”
Despite these setbacks, I-PEX experienced record-high sales as a result of the surge in demand for digital products during the pandemic.
“Although everybody suffered during the pandemic, I really saw how the team came together,” Peh says. “Everyone did more than expected. We worked together as a family, supporting each other through the toughest times. I really appreciate the efforts of everyone in this company.”
While everyone at I-PEX breathed a sigh of relief following the pandemic, the shocks were not over. Following the surge in demand came a slump.
The problem was that many companies in the industry, including I-PEX, had already increased their capacity, leading to significant oversupply and increased cost competitiveness, prompting it to rethink how it operates.
“It’s not easy for someone who has been doing the same job for 30 years to learn something new, but we are working hard to empower them to succeed in these new roles.”
As a result, Peh is leading the company through a significant transition, phasing out mature product lines and relocating certain production processes to reduce costs.
“We are in the midst of a transformation, which we aim to complete by 2025. This will involve a reduction in headcount in Singapore, a digital transformation and a focus on more value-added products,” she explains.
A crucial part of this transformation is reskilling the workforce, a task Peh takes very seriously. With many long-serving employees facing the challenge of acquiring new skills, Peh is committed to supporting them through this process.
“It’s not easy for someone who has been doing the same job for 30 years to learn something new, but we are working hard to empower them to succeed in these new roles,” she explains.
“We’re upgrading all our devices and introducing new tools to collect more data and improve our operations. Aside from the obvious benefits, we also want these new tools and devices to inspire and motivate our employees and potential applicants. Previously we had a relatively low-tech environment, which meant we struggled to attract young people, but with new tech and automation, we hope to address several challenges at once.”
Another benefit of this digital transformation is the opportunity to reduce waste by becoming a paperless business.
“This is an ongoing process but we’re already seeing progress,” she says. “Last year we used several hundred reams of paper, whereas this year we’ve reduced it significantly.”
Peh’s leadership style has evolved significantly over the years. From a leader who once believed in giving instructions and ensuring they were followed toward a more inclusive and listening-based approach.
“I’ve learned that my team often knows better than I do, especially the younger generation,” she explains. “They prefer working on their own ideas, so I’ve had to adjust by listening more and talking less.”
“I want any employees who leave to leave on good terms, knowing that they were part of something meaningful.”
This change in approach has not only strengthened her relationship with her team but also with former employees who still keep in touch.
“I treasure these relationships more than any business success. It’s about building a community where people feel valued, even after they leave.”
Peh’s commitment to maintaining positive relationships, both within and outside the company, has been a cornerstone of her leadership. She believes in treating everyone as part of a family; a philosophy that has resulted in a loyal workforce and a strong network of former employees who continue to advocate for I-PEX.
“I want any employees who leave to leave on good terms, knowing that they were part of something meaningful. In a small place like Singapore, you don’t want people telling others that your company is a bad place to work. It’s important from a talent perspective, and I’d much rather have a friend than an enemy,” she says.
Thanks to her indefatigable style of leadership, Peh has not only steered I-PEX Singapore through some of its most challenging times but has also laid the groundwork for its future success. Her journey from an interpreter to Managing Director is a story of resilience, adaptability and the importance of personal connections in a digital industry.
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