Renee Lim’s approach to leadership is defined by consistency. As co-founder of LFA Studio, she has grown the business with a steady focus on stability, discipline, and people, shaped by early experiences of navigating both financial uncertainty and the demands of a male-dominated industry. Today, her leadership reflects a thoughtful balance between ambition and restraint, grounded in the belief that sustainable growth begins with strong foundations and a deep sense of responsibility to those around her.
You lead in a traditionally male-dominated industry. What leadership values have stayed constant for you as LFA Studio has grown?
My leadership values are deeply rooted in the need for stability and a "learning heart". In the early years, when I was often the youngest person in the room and youngest female (especially in the interior-build sector), I learned that I did not need to prove myself in every conversation. Instead, I focused on listening, absorbing, improving, and letting my work speak for itself. That value has stayed constant: Maintaining a mindset where growth compounds quietly through consistent work rather than loud declarations.
As LFA Studio grew, this has evolved into a focus on "people-centricity." I believe in fostering a culture that empowers every individual and prioritises long-term career growth. Leadership, to me, is about carrying the weight of responsibility – thinking about the people behind the roles and ensuring the decisions I make are fair, sustainable, and true to our values, even when no one is watching.
In your chosen field and career, what were some of the biggest barriers you faced early on and how did you push past them?
One of the biggest hurdles for me was balancing family with career, especially during the COVID-19 pandemic in 2020 when my daughter was born. My focus was very narrow and responsibility driven. There were times where the lines blurred and while I was present physically, I was mentally occupied. Looking back, I do not regret the choices that I made, but wish I had allowed myself more space to simply be there without thinking about what needed to be done next. The awareness has stayed with me and shapes how I try to be more intentional with the people around me today.
Financially, a major barrier was my own lack of experience with pricing risk. My biggest financial mistake early on was underpricing my work to win projects, not realising that being busy is not the same as building wealth. I overcame this by learning to be disciplined about margins and cash flow. I had to learn that saying "no" to attractive opportunities is sometimes necessary to protect the business's stability.
Your career began in graphic design before moving into interior design and build. How did that transition influence the way you approach leadership and problem-solving?
My background in visual communication allows me to bridge the gap between creative design and operational strategy. In graphic design, you have to communicate a message clearly and instantly; in interior design and build, that translates to "functional longevity" – the belief that spaces must be as resilient and efficient as they are aesthetically inspiring.
This influences my problem-solving because I look for solutions that integrate both vision and practicality. It has taught me that design isn't just about how things look, but how they would benefit the user. Whether I am dealing with my company’s brand identity or an operational hurdle, I approach it with the aim of creating something lasting rather than just visually appealing on the surface.
(Related: Empowering Women, Empowering Futures – Chai Karim)
"A key principle I champion is 'agency.' During my own difficult times, the motivating force was knowing my ability to shape the outcome and having an adaptable and growth mindset."
Motherhood and entrepreneurship often unfold simultaneously for women leaders. How has becoming a mother reshaped the way you lead and make decisions?
Motherhood has been a grounding force. My daughter reminds me of who I am beyond titles and outcomes. This has reshaped my leadership by helping me realise that my identity does not have to be consumed by the business; leadership can coexist with being present, human, and rooted in love.
Entrepreneurship is less about courage and more about trust. My mother started her own business too, and it inspired me to start mine but with instinct and restraint. I learned to listen to when to push forward and when to pull back or redirect. Knowing when to stop, pause, or change course was just as important as taking risks.
Motherhood has made me more risk-aware and focused on the long term in terms of decision-making. As a single parent and business owner, I now prioritise "optionality" and financial buffers over chasing short-term gains or lifestyle inflation. At the core of it is the drive for stability. It fuelled a drive in me to pave the way not just for my own success, but for my daughter, and for future women leaders to thrive in this industry.
You’ve built LFA Studio with a strong focus on people, not just projects. What leadership principles matter most to you when nurturing young talent?
My foundational belief is that stability is the necessary bedrock for creativity to thrive. This perspective is deeply rooted in my personal experience of growing up without a financial safety net, which has given me a profound understanding of the anxiety that uncertainty can bring.
The interior design and build industry is inherently challenging and complex, but the reward of transforming an empty space to life is immense. Having navigated this journey myself, I am dedicated to fostering a culture where young talent feels genuinely supported and invested in, enabling them to consistently perform at their highest ability.
A key principle I champion is 'agency.' During my own difficult times, the motivating force was knowing my ability to shape the outcome and having an adaptable and growth mindset. I strive to instil this same sense of ownership in my team, encouraging them to take charge and have the difficult conversations where it is needed.
(Related: Dr Jade Kua's shift in command)
What has meaningful mentorship and support looked like for you at pivotal moments in your career?
For me, mentorship came less from a formal corporate structure and more from observation and trust. My mother was my reference point for what is possible. Watching her start her own business during a period of financial difficulty, work through uncertainty, and build something from scratch gave me the courage to do the same.
Her example taught me that meaningful support is not always about someone opening doors for you; sometimes it is about seeing someone else demonstrate grit and resilience. That "reference point" allowed me to trust my own instincts, teaching me when to push forward and when to pull back.
As you look ahead, what changes are still needed to create real gender equity in the build and design industry?
We need to move beyond simply having women present in the industry to ensuring they can truly lead and sustain long careers within it. My goal is to build a legacy that paves the way for the next generation of women leaders to thrive in the built environment sector, creating inspiring spaces that benefit communities.
Real equity involves structural support that acknowledges the different stages of life, such as motherhood, so that talented women do not feel they have to choose between their identity as a caregiver and their identity as a leader. It requires a continued push for DEI (Diversity, Equity, and Inclusion) and a commitment to nurturing talent early, ensuring that this traditionally male-dominated industry is as welcoming to women as can be.
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