Kevin Huang



How would you describe your leadership style?

I believe I need to be on the ground with my customers and colleagues alike to ensure that I personally am updated on the latest industry developments, and most importantly, our customers’ needs so we can evolve our products and services to meet them. I am also a big believer in empowerment and I allow some of the best people in our company the freedom to make decisions that are right for the company and our customers.

You co-founded Pixels’ predecessor (Pixel Media Group) in 2002. As the company has grown, what’s the main difference between your role then and now?

We started with a team of four, including myself, in Hong Kong in 2002. Due to the size of our business and total headcount, I was hands on – from sales, business development, PR, marketing and ad operations, to even administrative matters, in the first several years of our business.

Fast-forward 15 years, I now manage a total staff count of 150-plus across six markets spanning from Hong Kong to Taiwan, Southeast Asia, Australia and New Zealand. I no longer get involved with every aspect of the business, but rely on my direct reports to carry out their duties. I provide direction, mentorship and evaluate opportunities, and keep a look out for the next big thing in our sector.

What is Pixels’ top HR priority at the moment and why?

Our top priority is talent development and upgrading the skills of our staff. We essentially are a services business and it is imperative we grow our business and our staff in line with our business needs. My key goal this year is to help ensure all our staff are successful and have a rewarding career with us.   

Where do you feel your HR department adds the most value?

HR adds a lot of value as a bridge between management and staff and vice versa. The industry and our company are continuously evolving and so are our staff needs and aspirations. It is important we communicate with each other constantly.

Your company has gone through both a merger and an acquisition under your leadership. How do you minimise the impact on staff?

Be open, honest, transparent and continuously communicate with them. We’ve been fortunate the M&A has gone through with little disruption of our day to day operations. When we announced the acquisition of Pixels by Gravity4, we held a town hall meeting to ensure everyone knew the who, what, when, where and how. Subsequent to that, we held smaller town hall meetings in smaller groups so staff could ask more questions if needed within their departments. Needless to say, I relied heavily on my management team to help communicate everything.

What’s your secret to keeping staff motivated?

I wish I had one, but I don’t. It’s a continuous process of listening, learning, implementing, often making mistakes and going at it again.