Social Connection
Post & Parcel speaks with Charles Brewer, Group Chief Executive Officer of Pos Malaysia Berhad, and recipient of the Industry Leadership Award at the World Post & Parcel Awards 2025, about his schooldays and leadership insights.
This excerpt is from a longer interview with Charles Brewer, discussing AI, Pos Malaysia’s transformation, and more. The full interview will appear in the next edition of Post & Parcel Magazine. To receive your copy, sign up at: https://postandparcel.info/ppmagazine/
Firstly, congratulations on winning the Industry Leadership Award – what an amazing achievement!
Thank you!
How did you feel when you found out?
I was most surprised, to be honest. Unless you’re in the industry, you probably wouldn’t really appreciate just how significant it is. It’s like a who’s who of the industry! So I’m really very honoured and humbled.
Looking back at your school reports, would your teachers have said you were a leader?
Leader, yes — but useless at education!
My school reports regularly said: “Likes to be the class clown. Perhaps if he spent a little bit more time listening and studying the subject, he would do quite well!” I remember my father was very worried about me.
What advice do you give to your children about work — knowing how far you have come?
I often say to my 16-year-old son — who is very similar to me — that your social skills are just as important as education.
Why do you think social skills are so important for leadership?
It depends on your job. If I was a brain surgeon and you walked into the hospital, the fact that I’m smiling and cheery, happy and energised, is probably not very reassuring — you’d be looking for someone with qualifications. But in the post and parcel logistics world, which is still, in spite of digital transformation, fundamentally a people business, it’s different.
Why are people skills so important for the sector?
The ability to understand, empathise, and appreciate what a postperson goes through on a day-to-day basis really matters.
How do you define leadership in a large organisation?
Last Friday morning I was talking to a group of students from Heriot-Watt University in Malaysia, and I said that there are many facets to leadership, particularly when you’re running an 18,000-person business. One of the best ways I can describe it is to compare it to dragon boat racing.
What is Dragon Boat Racing?
It’s a popular type of racing in East Asia where you row a wooden boat in the shape of a dragon. One of the roles in the team is a person whose job is to beat the drum — and the drumbeat indicates how fast you should row.
How does that relate to leadership?
As a leader, you have to understand when to beat that drum louder, when to beat it fast, when to slow it down, and when to go quiet.
Why is that analogy meaningful in your business?
A key part of leadership is understanding the heartbeat of your organisation — understanding where your organisation is.
That doesn’t require intellect; it requires empathy and a humanistic understanding of your team. Sometimes people are tired, sometimes people need to be energised. Sometimes you need to beat the drum louder, sometimes you need to be quieter. Sometimes go faster, sometimes go slower.
How do you monitor that heartbeat in practice?
We have an internal Facebook, called Kyzense, and we use that for sharing news. Couriers can post pictures of things like dogs on the road, or delivering a parcel on a mountain. I can tell how the organisation is doing based on how much communication is going on.
Do you believe intellect is still important in a leader?
I think intelligence is important, and increasingly there’s a need for critical thinking with all the political uncertainty.
But you also have to be able to relate to people and have a social connection. And that’s something I’ve always been quite good at.
What does winning the award mean for Pos Malaysia? Will this award help you attract more talent?
In Asia, it’s more common than perhaps in Western cultures where people want to come and work for specific people. So I think it’ll do good things for the brand, good things for the company — and of course, it’s great for me!
What’s it like being a leader in 2025?
I think being a CEO in postal operations is pretty tough these days with wars going on, economic uncertainty and climate change becoming a growing issue. Postal operators are at a bit of a tipping point. With the exception of some that have already transformed their organisations and diversified their operations, but for many of us, mail is declining. Parcels are getting more and more competitive, and it’s harder to make money there. But it depends on what sort of person you are. For me personally, I’m okay with waking up and seeing things that need fixing and being agile. So if you like stability and business as usual, it must be quite scary time. But I like that sort of environment – it keeps me busy and engaged.
What are your career aims?
I’ve now worked on every continent, I’ve been to 120 countries, and I’ve had such an amazing life. For somebody who didn’t particularly shine at school, I’ve been really fortunate, and so I’m happy with my lot. That said, I’d like to achieve a couple of things, professionally.
My main focus is trying to make sure Pos Malaysia is as financially sustainable as it possibly can be. And I also think we can be even more diverse. When I sit back on my rocking chair somewhere in many years to come, looking across the water, I want to be able to say: “You know, I was part of writing a really good chapter for Pos Malaysia!” That would be nice!”
About Charles
Charles graduated from University of Reading, United Kingdom. He also holds an Advanced Logistics diploma from Cranfield University School of Management and completed the Advanced Senior Executive Management Programme at Henley Business School in the United Kingdom.
A British national, Charles has been serving as the Group Chief Executive Officer of Pos Malaysia Berhad since 1 August 2021. With extensive experience in the supply chain industry, particularly in e-commerce logistics, cross-border fulfilment, first and last mile delivery, logistics and supply chain management, as well as business and digital transformation, Charles brings a wealth of expertise to his role.
Prior to joining Pos Malaysia, Charles held the position of Chief Operating Officer at Canada Post and enjoyed a distinguished 34-year career with DHL Express, assuming various roles in Malaysia, the Philippines, South Africa, Europe, the Middle East, and America.
Throughout his professional journey, Charles has consistently demonstrated his ability to manage diversity and comprehend cross-cultural differences, having spent considerable time in different parts of the world, including Malaysia.
Beyond his professional endeavours, Charles is passionate about food and is an avid football fan.
