Elizabeth To, formerly the VP for Operations of Citi Global Realty and Development, Inc., is now at the helm of the company’s overall business operations.
She, together with her husband Gary To, the founder of the company, started the company in 2010. For more than a decade, they were a tandem in overseeing the operations of Citi Global.
In 2021, Beth was appointed Managing Director to spearhead the road to the leisure property developer’s organizational transformation to achieve operational excellence.
She is now leading Citi Global’s 5-year plan of making the company a sustainable lifestyle developer, reliable in constructing quality projects while also delivering delightful customer experience.
Our corporate strategy is to be more customer-centric, listen to our clientele’s suggestions, and be more attentive to their needs and requirements to achieve their desire of owning their dream leisure property.
“Growing alongside our customers and society through organizational transformation roadmap”
Elizabeth To
Managing Director
Citi Global Realty and Development, Inc.
Since my appointment as Managing Director two years ago, I have been working to develop our organizational transformation roadmap, accounting for the lessons from the recent pandemic, how to be more customer-centric, and putting operational excellence as our highest priority.
The real property business environment is extremely competitive, and the obstacles confronting our customer base, and society as a whole, are becoming increasingly varied. We will continue to leverage our group’s strengths to assist our customers and society in addressing such obstacles.
To that end, we are listening to stakeholders’ feedback and engaging with our employees to foster a corporate culture where colleagues can take on new challenges without being held back by fears of failure. We will undertake organizational transformation roadmap and grow alongside our customers and society.
The business environment remained challenging throughout. The last three years was characterized by the COVID-19 pandemic and consequent mobility restrictions, supply limitations, and inflation. We also had leadership challenge due to the untimely demise of our founder.
Despite these challenges, we were able to bounce back and institute reforms to our business operations and achieved consistent results in our focus areas.
Last year, we have introduced an interactive customer contact event, the New Ownership Wonders (NOW), where we invite clients and unit owners to Kapihan sessions in our office to meet other unit owners as well as get an update of Citi Global projects and other developments.
This is part of our corporate strategy to be more customer-centric, listening to our clientele’s suggestions, and be more attentive to their needs and requirements to achieve their desire of owning their dream leisure property.
On the business side, we began adopting best practices, upgrading employee programs, and building our governance structure. We want to build operational excellence by bringing in the right talent–employees and vendors in order to build cost-competitive, high standard and secured property projects.
The main focus for 2023 will be ensuring stable operations and implementing our business improvement plan. We will not allow memories of the pandemic and other operational difficulties to fade into the past. Rather, we will firmly entrench the many improvements we are currently undertaking; strengthen our operations, personnel, and organization; transform our corporate culture; and establish a foundation for growth and new ventures.