“As the line between ambition and well-being can sometimes blur, I’ve learnt that making time for physical and mental rejuvenation is essential for long-term sustainability.” – Yit Ming Liaw, co-founder and CEO of Foundation Healthcare Holdings (FHH)
When illness strikes, the last thing anyone should worry about is insurance, medication costs, or navigating recovery. Foundation Healthcare helps remove these burdens by working with insurers and companies to manage healthcare expenses, with the goal of creating a connected ecosystem where information is shared securely and efficiently.
Balancing stress while sustaining a healthy lifestyle is crucial for any leader, particularly in healthcare. For Liaw Yit Meng, the challenge lies in reconciling ambition with well-being. Passionate about addressing the fragmented healthcare system, he has dedicated himself to building a platform that is capable of bridging its many gaps—a task that consumes his every thought.
For Liaw, physical activity provides balance. An avid cyclist, he once found climbing steep hills a satisfying test of endurance. Since the onset of COVID-19, he has turned to running, which helps him release stress, clear his mind, and return to work with renewed focus and energy. “As the line between ambition and well-being can sometimes blur, I’ve learnt that making time for physical and mental rejuvenation is essential for long-term sustainability,” he says.
Please share the defining moments that set you on your current path.
Experience-wise, my co-founder and I spent years in the healthcare industry, witnessing firsthand how costs were spiralling out of control. We felt compelled to act, to build something that could address these inefficiencies and create a more sustainable system.
Motivation-wise, I have two young daughters, and my youngest was shy and hesitant to try new things for fear of failing. I decided to take her on this entrepreneurial journey with me—not just in spirit, but by openly sharing what I faced, how I responded to challenges, and how I managed setbacks. I hoped to help build her confidence and to show her that challenges are opportunities in disguise.
What has been your biggest professional risk?
The biggest professional risk I took was leaving my role as group head of strategic planning and business development at IHH Healthcare Bhd, one of the largest hospital operators in Asia. The decision was even more daunting because my wife had also recently left her investment banking job, leaving us without a steady income. Given these circumstances, stepping away from a stable and secure position felt incredibly risky. In hindsight, I realise it was one of the best decisions that I ever made.
Has your definition of success evolved?
I used to equate success primarily with wealth when I was a young adult. It was a tangible, straightforward goal and, like many young professionals, I pursued it with intensity. Today, wealth is secondary. What matters far more is the richness of the experience: the lessons learnt from wins and failures, the personal growth from stepping out of my comfort zone, and the deep relationships formed with people who inspire, challenge, and support me.
What anchors you when you’re navigating uncertainty or failure?
My wife and daughters are my greatest anchors. I share everything with them, my darkest days and my greatest joys. My wife listens without judgment and offers advice on how to handle and respond to difficult situations. One moment that has stayed with me was spoken by my youngest daughter when she was around 13. I was sharing a challenging period in my life when I felt like my back was against the wall. She looked at me and said, ‘Daddy, look on the bright side. You’ve hit rock bottom, and just like many successful people I’ve read about, the only direction from here is up. You can only get better from now’.
What’s a lesson you learnt the hard way, but are now grateful for?
One of the hardest lessons I’ve learnt, and now deeply value, is that complacency stifles progress. It wasn’t until we reached a critical point, with only six months of cash remaining, that everything changed. Suddenly, the harsh reality hit me. We had employees depending on us, shareholders to answer to. If I failed, I would be letting many people down and risking our reputation forever. That pressure forced me to drive the business forward.
What legacy do you hope to leave behind?
I want my legacy to inspire others to believe that nothing in this world is impossible. Two years ago, my youngest daughter gave me a Christmas card that read, ‘Thank you for sharing your journey with me and showing me that nothing is impossible if you put your heart and soul into it’. Her words are a testament to the legacy I hope to leave behind.
