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Clinton Ang embodies the rare third-generation business leader who expands rather than spends the family legacy. As Managing Director and Chairman of Cornerstone Wines, he has transformed a traditional company founded in 1938 into a dynamic enterprise operating across 28 countries from China to the Maldives.
When Clinton joined the family business in 1997, he faced what might have broken lesser leaders – the Asian financial crisis, his father's stroke, lost distribution partnerships, and a company with 35 staff (half being family members) watching revenue plummet by 70-80%. Rather than retreating, Clinton saw opportunity in creating wines specifically designed for Asian palates and cuisine. This vision of adaptability became his north star.
The COVID pandemic showcased Clinton's contrarian leadership brilliance. While others slashed costs and staff, Clinton doubled down on B2C sales, hiring more personnel and transforming warehouse space into retail operations. This bold move resulted in astonishing 350-400% growth in direct consumer sales during the pandemic, fundamentally rebalancing the business from 90% B2B/10% B2C to an even 50/50 split today.
Technology drives Clinton's scaling strategy. Since 2016, his philosophy has been to "work himself out of a job" by embedding his business intelligence into automated systems and processes. Every Wednesday, a dedicated team focuses solely on technological advancement of the business. This automation has allowed growth without proportional increases in complexity or staffing.
Family values permeate Clinton's leadership approach. Transparency and accountability are non-negotiable, with all decisions evaluated against what serves future generations, not just immediate profits. He's even created a detailed blueprint for succession within his will – acknowledging that many family businesses fail because previous generations didn't adequately prepare for transition.
For next-generation leaders stepping into family businesses, Clinton offers wisdom earned through experience: be prepared to work constantly, operate with transparency, avoid entitlement, and recognise your role as steward rather than owner. Most importantly, passion must drive you – if you don't love what you're doing, bring in professionals and lead from the Board level.
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