After 12 years in banking, doing deals on Wall Street and travelling the world on a generous expense account, Robert Chipman was in no doubt what he wanted to do next.
That was to stay on in Hong Kong, where he had first arrived in 1986 as a mid-level executive with the Bank of Boston. And if following his heart meant leaving the industry and striking out in a completely new direction, he was quite prepared to take that risk.
“I loved it from the first moment of landing at Kai Tak,” says Chipman, since 2001 the chief executive of relocations firm Asian Tigers Mobility. “The lights, the chaos, and all this sensory stuff – it was like nothing I’d ever experienced. My mind was reeling trying to process all of it. Then another thing kicked in: the high-energy work ethic. I’d spent most of my time in the US, Latin America and Europe, and had never seen such energy to get the next deal done. I was completely hooked.”
Having initially arrived on a short-term posting, Chipman finagled a more permanent role. Three years on, summoned back to head office, he declined the request and jumped instead to another bank which, with hindsight, was a mismatch. It did, though, put him in contact with a group of investors looking to put to rights a removals business, Global International, which was in poor shape at the time. He agreed to step in, oversaw a successful turnaround and sale and, with his name now known in a different sector, was soon approached with an offer to head up Asian Tigers.
“Looking back, when I went into banking, it wasn’t for the right reasons,” Chipman says. “It was high status, high prestige, seemed like a plum career, and it was what everyone wanted to do, so I followed along. But I gradually came to realise banking is also a very structured, regimented, bureaucratic business, which didn’t match my personality and skill set. Some people were good at reading the tea leaves and getting ahead, but I wasn’t really one of them.”
In contrast, he continues to find the removals sector fast moving, entrepreneurial, and a place where you soon see the results of your efforts. It also presents an endless array of challenges, whether in managing a growing international network, incorporating new technology into day-to-day operations, or offering support services for families needing advice on visas, regulations, schools and housing as they move around the world.
Chipman began his personal odyssey in Scottsdale, Arizona and still has strong ties to the area. He took a BSc in psychology at Arizona State University before going on to the nearby Thunderbird Graduate School of International Management at a time when studying global business and a compulsory language was considered slightly oddball.
“I took a long time figuring out what to do,” he says. “But my dad, who was an executive at the Ford Motor Company for 40 years, said banking is where the money is and that kind of stuck with me.
“Later, before graduating from business school, I visited a friend, who worked for a small bank in Arizona, and was singing the blues about finding a job. Right then, a titan of the industry happened to be visiting the office, walked past the cubicle, and was introduced. I went home, wrote him a letter asking for suggestions, and he subsequently recommended me to the heads of five big banks in New York.”
Resulting from that, Chipman joined Manufacturers Hanover Trust and was with them for eight years learning about credit analysis, financial tools and lending, while enjoying a lifestyle of first-class travel and board-level access to clients. Following his then boss, he switched to Bank of Boston, but there were always nagging doubts.
“It was OK, but I didn’t want to do that forever. In contrast, what I found in Hong Kong was invigorating, stimulating and new. In the relocations business, at the start I was out doing everything, visiting warehouses, dealing with landlords, meeting truck drivers, and directing surveys and sales. But I soon realised the best thing is to find good people, empower and support them, and get out of the way.”
As the industry continues to change, there are numerous ongoing challenges. They include extending the company footprint beyond the current 23 offices in 13 countries exploring new sources of revenue, and developing an app to do video surveys rather than on-site visits.
Attracting the next generation of expert packers and movers, at a time when such jobs have less appeal for local school leavers, is an increasing priority. In parallel, though, many corporate clients now expect an even higher level of service for transferees, including airport pick-ups and arranging school interviews and orientation tours around the city.
“You have to offer all that, otherwise you get marginalised,” Chipman says. “It also means this business is intensely personal and it really gets into your blood. The international network is huge, but every shipment is different. And because you build some really remarkable personal bonds, the interest never seems to wane.”
Outside work, his spare-time activities include tennis, paddle-boarding, photography and skiing. Board meetings and conventions still take him to exotic destinations around the world, staying in nice hotels, usually with time built in to relax and see the local attractions.
“So, I feel no pent-up need for set-piece vacations, going to the mountains or the beach,” he says. “I would, though, like to write a book. I’ve got a way with words and think I can tell a story with a bit of interest about my experiences. Some day, I also want to learn fly fishing.”
SOUNDING OUT
Robert Shipman’s career lessons
Think ahead “Anyone coming into the international mobility business should realise it may look a lot different in future. In particular, all the legacy aspects of ‘personal touch’ may not serve it well going forward.”
Be personable “You can have an IQ of 180, speak five languages, and be able to solve quadratic equations, but you still need the people skills to converse easily and find common ground.”
Make the connections “More than once, I found myself in the right place at the right time, but you also have to network with the right people and put yourself out there – that’s the key.”
Broaden your palette “To keep learning, it is important to volunteer and get involved in other things. Doing your job and nothing more, you become very good at just one thing.”
Apply yourself “Understand the difference between knowledge and skills. Focus on skills and find opportunities to put them into practice.”
This article appeared in the Classified Post print edition as Moving parts.
