Founded on the belief that agriculture nurtures not just crops but livelihoods, Loongsyn has long been a trusted name in Malaysia’s agricultural sector, specialising in the manufacturing, trading, and retailing of fertilisers and chemicals. Abel’s candid narrative reveals not only the challenges of succession but also the courage it requires, and the joy of a family united in transforming inheritance into stewardship of an enduring industry.

My Journey as a Second-Generation Business Owner

By Abel Teh

When I was first asked to share my perspective as a second-generation business owner, I realised I had to confront questions I often keep private: What does it mean to inherit not just a business, but a responsibility? How do you balance respect for the past with the motivation for the future?

Writing this piece is less about presenting a polished success story and more about self-reflection—on the lessons, struggles, and hopes that come with carrying forward my father’s legacy.

That legacy begins with Loongsyn Sdn. Bhd., the company my father built with vision and persistence. Established in 1985  as a distributorship contractor, Loongsyn Fertilisers has grown into a trusted name in the agricultural sector, supplying farmers with the essential nutrients that sustain crops and livelihoods. 

Over the years, the company has stood not only as a commercial enterprise but also as a partner to numerous small and medium oil palm plantation owners.

Growing up with my dad the businessman

For much of my childhood, Loongsyn was little more than a name. My father never spoke about the business at home, nor did he push me or my brothers toward it. He gave us the freedom to choose our own paths. For years, when people asked what he did, all I could answer was, “businessman.” He always believed that before any of us joined Loongsyn, we should first work elsewhere and gain our own experience.

Like many children of business founders, I initially resisted the idea of stepping into the family enterprise. The weight of expectation often feels more like a burden than a gift. What if I could not live up to the standard set before me? What if my leadership diminished what was built with such care? My biggest concern was that it might create friction between my father and me—and if it ever did, family would come first.

It was only after five years in the business that I began to see Loongsyn for what it truly was. Beyond being a source of income for my family, it carried meaning for the families of our staff and the farmers we serve. I realised Loongsyn was more than my father’s company—it was a platform to contribute to something larger than myself, a role to play in the agriculture sector.

Inheriting more than a company

Stepping into leadership at Loongsyn Fertilisers was never a straightforward transition. It was not as simple as receiving the keys to an office or a title on a business card. What I inherited was a living institution made up of people, relationships, and a reputation built over decades. I quickly realised my father was entrusting me with more than a business; he was passing on a responsibility to the planters who rely on us, the employees who dedicate their careers to us, and the communities that depend on sustainable agriculture.

To navigate this shift, my father and I sought guidance from a consultant to help both of us and the company’s leadership through the transition. Together, we invested the time to discover and define Loongsyn’s shared values. That process became our foundation: doing the groundwork, nourishing trust, and growing together.

I also inherited the intangible. Values that shaped the business. Integrity in dealings. Honouring commitments despite losses. Fairness in partnerships. A relentless focus on quality and excellent customer service. These are not slogans; they are the invisible glue that has kept the company resilient through economic downturns, climate shocks, and shifting markets. As I assumed more responsibilities, I realised that my role was not to reinvent but to carefully balance continuity with change.

Balancing Legacy with Change

The world my father built Loongsyn in is very different from the one I now operate in. Globalisation has brought competitors to our doorstep, while planters face new pressures from climate change, labour shortages, and rising costs. The pandemic introduced us to digital tools like Zoom, but modernising through digitalisation or automation has never been our main focus—our fertiliser operations are too corrosive for factory automation.

Instead, the priority was transitioning Loongsyn from a founder-led company to an Exco-led one. For me personally, it meant stepping into the role of Managing Director and taking on responsibilities only I could perform. One of the most critical areas was purchasing raw materials. These decisions are key to the company’s stability. Even after handing me the reins, my father graciously agreed to remain as purchasing manager while I learned the ropes, coaching me until I could handle it independently.

Our secondary focus was renewing the team. We intentionally hired younger staff guided by our core values, aiming to create an intergenerational company where old and young could work well together. The younger generation brings energy and fresh ideas, while the older generation provides experience and stability, especially in times of crisis. To me, that balance reflects a true maturation of Loongsyn—building a company designed to last across generations.

Modernising Loongsyn has required difficult decisions. Investing in technology is one such step—digital tools for customer relationship management, conducting meetings and hybrid quarterly retreats using zoom. These moves demand capital, upskilling, and above all, a cultural shift. Change is never easy, particularly in a company steeped in tradition. Yet, I firmly believe that embracing innovation is a way to secure our relevance in the decades to come.

Balancing legacy with innovation

One of the most challenging aspects of being a second-generation leader is striking a balance between reverence for the legacy and the courage to pursue innovation. There are moments when the weight of tradition feels like a guiding hand; other times, it feels like a set of chains.

My father often reminds me that legacy is not meant to be preserved in amber. It is intended to serve as the foundation upon which new growth emerges.

This encouragement has given me confidence to experiment whether in diversifying our product lines, forming collaborative partnerships, or rethinking how we engage younger plantation owners and managers. Some initiatives succeed, others fall short. But the act of trying itself affirms that stewardship is not about keeping the business frozen in time, but ensuring it is alive, responsive, and ready for tomorrow.

Lessons learned

Through this journey, I have learned several lessons that I hold close. First, leadership is not about proving oneself in comparison to the founder. It is about understanding one’s own strengths and leveraging them in the service of the mission. 

Second, humility is essential. I may hold a title, but the knowledge of seasoned employees, the trust of long-time partners, and the insights of farmers on the ground often teach me more than any classroom could. 

Third, resilience is a silent but persistent force. Crises will come and go, but the ability to remain steady, stay agile, and to rebuild is what defines enduring leadership.

Vision ahead

As I reflect on my journey so far, I see Loongsyn Fertilisers not as an inheritance to be guarded, but as a legacy to be expanded. The agricultural sector faces numerous challenges, including food security concerns and environmental sustainability issues. 

But with challenge comes opportunity. I envision Loongsyn playing a role not only as a fertiliser supplier, but as a partner in building more sustainable farming practices. I want us to be a company that empowers farmers with the knowledge, tools, and support they need to thrive in a rapidly changing world.

This vision demands more than business acumen; it requires empathy, collaboration, and the courage to act. The courage to try new ideas, the empathy to understand the struggles of those we serve, and the willingness to collaborate with partners across industries and borders.

Gratitude, Determination, Hope

The path of a second-generation business owner is not a linear one. It is a journey filled with contradictions—between pride and pressure, between tradition and innovation, between continuity and change. But in embracing these tensions, I have found meaning. 

I do not see myself as merely carrying my father’s torch. I see myself as reshaping its flame, ensuring that it continues to burn brightly in a world that looks very different from the one in which it was lit.