When Nicolas Soong joined POLWEL Co-operative (POLWEL) in 2015, he was 22 and fresh out of National Service (NS) with the Singapore Police Force (SPF). This February, he marks his 10^th year with the organisation. What began as a contract role supporting ad-hoc projects soon became a decade-long career spanning multiple business units, each shaping how he understands responsibility, trust, and leadership within a co-operative.

“I was recommended by the director of the unit I served my NS with for a role in POLWEL,” Mr Soong recalls. “I started off as a contract staff, helping out in ad-hoc projects. Then eventually, I managed to secure a permanent role as a corporate staff and started from there.”

Over the years, Mr Soong moved across different business divisions, from assessment-related work to manpower solutions supporting government agencies. In 2023, he took on a new challenge as Assistant Manager in POLWEL’s Retail Business Unit, managing the production and marketing of exclusive police gifts and souvenirs – SG Police Gifts. Today, he oversees the retail business as a Manager, with responsibilities that stretch far beyond selling products.

Work that happens behind the shelves

Retail, Mr Soong explains, is often misunderstood as a frontline function. In reality, much of the work happens behind the scenes, where decisions around sourcing, merchandising, supplier management, and long-term planning shape how POLWEL serves its members and the wider police community.

“It goes beyond just producing and selling,” he says. “We are helping SPF to produce and manage souvenirs, and by doing so, we are supporting and elevating the SPF brand name. At the same time, we make sure that our Retail Business Unit supports our social mission.”

That mission is never far from mind. “We do that by channelling part of our annual surpluses back to the Police Central Welfare Fund (PCWF),” Mr Soong adds. “So, it’s really about managing operations and products in a way that benefits both the organisation and the community.”

This perspective also guides how the retail team decides what ends up on the shelves. “We do not only look at what’s trending in the market, but also what’s useful and functional for officers,” he explains.

Mr Soong is quick to elaborate on the pragmatic aspect of his role. “Things that can support their operations, and things that can support their families. It’s about thinking through what is necessary for them, not just doing something because there’s hype or because it’s profitable.”

Learning to lead through systems and people

Stepping into retail came with a steep learning curve. Supplier negotiations, logistics, and unfamiliar industry terms were new terrain. What carried him through, Mr Soong says, was experience built over years of managing people across different roles.

“It’s really about people management,” he says. “In my past roles, I dealt with many contract staff and different profiles. From that experience, I learned how to talk to people in a way that matches who they are.”

As a young manager working with suppliers and partners who may be older or more experienced, preparation matters. “Before I even step into a conversation, I will do my homework first,” he says. “I want to understand their perspective and what I want to achieve. During discussions, I listen, keep an open mind, and learn what the best option is for us.”

Internally, leadership meant learning when to step back. “When I first took over, I needed to understand what required immediate attention and what processes were already in place,” Mr Soong explains. “I had to trust my team to handle the day-to-day while I learned the bigger picture.”

Trust as a working principle

Trust, in Mr Soong’s view, is built through consistency and accountability. “Trust comes from being able to rely on your team,” he says. “It’s also about following processes and being accountable for your decisions. When you are consistent and thoughtful, your team knows you have considered things carefully.”

He credits much of his leadership growth to the example set by POLWEL’s Chief Executive Officer Keeve Chan. “[Keeve] gave me a lot of room to grow,” Mr Soong says. “He lets me think through decisions and make operational calls. Most of the time, he supports those decisions, and from that, I learned to be accountable for my actions.”

Leadership, he adds, is not about authority. It’s also not about just giving instructions either. “It’s leading by example, building trust, and supporting your team so they can perform. Listening and understanding are as important as planning and managing multiple functions.”

Today he leads a team of four in the Retail Business Unit.

Seeing impact in practical ways

Some of the most meaningful moments in Mr Soong’s work come from customer feedback. One example stands out: a Ground Response Force uniform that transforms into a tote bag when unzipped.

“After the product launched, we received a lot of feedback from officers and family members,” he says. “They told us it was practical and meaningful. From that, I felt that the thought we put into producing this product really mattered.”

Such feedback reinforces why he has stayed with the co-operative for ten years and possibly many more years ahead. “It’s about contributing back to the community and serving our members,” Mr Soong says. “That social mission is meaningful to me, and it aligns with what I’m looking for in my career.”

A message to young people

Mr Soong is a believer that youths can do great things within the Singapore Co-operative Movement; their tenacity, grit and passion are what make them so valuable in the workforce. Co-ops must and should embrace their ideas, enabling them to grow within the movement. “Young people can bring in new ideas and improve workflows,” he says. “Being digitally savvy, there is space to use digital tools to improve efficiency and member experience.”

On one reason why youths should join the Singapore Co-operative Movement, Mr Soong pauses briefly to reflect. He says: “Young people can take on real responsibilities and contribute to meaningful projects. You get to see the impact on members and the community, and that makes the work matter.”

Looking ahead, Mr Soong hopes to take on even more complex roles, applying what he has learned across departments to improve processes and explore new opportunities. He is particularly keen to learn from newer set-ups within POLWEL, such as the Professional Development & Career Services Division, which focuses on professional development courses for upskilling and career transition support for members who are retiring or have retired.

On what he aspires to be one day, he sheepishly laughs: “One day, I hope to be POLWEL’s CEO.”

Check out the catalogue here. 

By Sng Ler Jun

All images courtesy of Nicolas Soong and POLWEL Co-operative

Faces of Co-operator is a seasonal column featuring the stories behind the Singapore Co-operative Movement. Here, we featured Nicolas Soong from POLWEL Co-operative.