IT WAS the turn of the millennium. The Y2K threat had receded, unnoticed. : The state investor’s leadership needs owner-investors who understand and respect our culture of long-term ownership As CEO of Singapore Technologies, I had been reviewing a list of potential CEO successors annually with the board. When Peter Seah became available, it was an opportunity not to be missed. No stranger to Singapore Technologies, Peter would bring a wealth of experience. Various difficult decisions had already been set in motion, including some sticky personnel challenges.