Sara Yik’s career path exemplifies purposeful reinvention. Her journey from law to leadership proves courage, curiosity, and conviction can carve new paths, as she shared in this exclusive interview with People Matters Global.

Beginning her professional life as a legal counsel, Sara quickly realised that her aspirations extended beyond the courtroom.

“I started practising law in JTC Corporation and was seconded to JTC International after, where I had the opportunity to attend Joint Venture negotiations with my then CEO and CFO,” she recalled. “I enjoyed being part of the strategic business discussions and decision-making process beyond the legal aspect.”

This revelation led her to McKinsey & Company, where the pace of consultancy and the opportunity to drive impact from the boardroom to the frontlines cemented her calling: enabling change not just through systems, but through people.

An unconventional career path

Instead of pursuing a formal business degree, Sara took the unconventional route of learning on the job at McKinsey. What was meant to be a two-year stint to pick up management skills turned into a pivotal career shift.

That was where I found my passion for creating business impact through people.

“That led me to set up my own company … helping people and organisations achieve their fullest potential,” she said.

During her time at McKinsey, Sara saw firsthand how leadership can rewire organisational culture. One standout example involved a large state-owned enterprise undergoing transformation.

“The CEO and leadership team were invited to share their personal leadership journey … It levelled the hierarchy and created a new culture of leadership focused on empathy, collaboration, and authenticity,” she recounted. “They left with a new mindset, shifting from a culture of blame to one of openness.”

Not every experience was smooth sailing, however. Leading a post-merger legal entity optimisation across Asia Pacific for a global pharmaceutical firm tested her resilience.

“I saw a potential issue in one of the countries and raised it to the client leadership team but it was not supported,” Sara shared. “Despite this, I decided to do what I thought was right … I made a trip to the country and managed to resolve the issues on the ground. After the project ended, the country head personally thanked me.”

Read: Aileen Tan of AIA Singapore on inclusive leadership

Heart and strategy as HR leader

Her legal training – steeped in logic, structure, and analytical rigour – proved invaluable as she pivoted into human capital leadership, ultimately taking the helm as CHRO at the Singapore Institute of Management.

Now at SIM, she applies those lessons in the driver’s seat. “It trained me to be fact-based and objective, consider issues logically and develop solutions accordingly, which helped me present recommendations in a compelling way to get stakeholder buy-in,” she said.

Her approach to leadership is tightly woven into SIM’s purpose: enabling socioeconomic advancement through learning. This extends to creating a workplace culture that is as inclusive as it is high-performing.

“These are some areas essential in creating an inclusive workplace culture: listening to staff feedback, inviting participation, creating psychological safety, getting leaders to lead by example,” she said. “It is not only the job of HR practitioners.”

Under her leadership, SIM’s initiatives reflect both heart and strategy – from embedding inclusive language in workplace policies to launching mandatory DEI training modules, all while aligning with broader ESG goals.

Sara sees equity not as a tick-the-box exercise, but as a catalyst for innovation and institutional resilience.

Read: The leadership principles of Sandra Colhando

To reinforce its DEI commitment, SIM has rolled out a compulsory course, developed core values based on staff feedback, and launched the SIM Impact Fund to support students from disadvantaged backgrounds.

“Our DEI policy ensures that all staff … can thrive in an environment that promotes both performance and wellbeing,” Sara said. “It underscores our commitment to eliminating unlawful discrimination, workplace bullying, sexual harassment, and victimisation.”

As a business leader, Sara is equally focused on ensuring that ESG initiatives are grounded in gender equity. With women comprising nearly two-thirds of SIM’s workforce – and over half of its managerial positions – gender balance is both aspirational and operational.

We see gender equality as a very important measure of a good company and a great place to work.

“We organise workshops on generational harmony … and team bonding events that promote interaction and collaboration across age groups, ethnicities, genders, and departments,” Sara said.

Her legal background continues to influence SIM’s policies, not just in compliance, but in clarity and communication.

My legal background has instilled in me the importance of aligning our workplace policies with the regulatory frameworks.

“Beyond compliance, I see the importance of proactive measures such as training and education,” Sara said.

Leading with authenticity, trusting oneself

Beyond her accolades and roles, Sara’s story is one of resilience and intentionality. Whether navigating complex post-merger integrations or mentoring future leaders, she has trusted her instincts and led with authenticity.

Over two decades, her leadership style has matured. “When I was younger, I would look for mentors and guidance … Over the years, with experience and battle scars, my leadership philosophy has evolved to one where I have learnt to trust my gut,” she said.

“I had a mentor who believed in me before I believed in myself,” she recalled. “That shaped me as a person and leader and gave me the courage to try new things.”

It’s this blend of courage, empathy, and foresight that makes Sara a formidable advocate for inclusive leadership – and a role model for those looking to redefine what leadership can be.