A technology revolution is underway in Southeast Asian real estate. At the forefront is Fintech Principal Product Manager Janice Lim, who is spearheading our shift from simple property listings to property ecosystem. Having started out in advertising, Janice is no stranger to journeys of transformation.

“I started off as a planner, then transitioned into tech and fintech through various startups,” Janice explains. “When I joined PropertyGuru in 2020, I was specifically looking for a company where I could grow and solve more complex problems. Because the thing with startups is, you’re fixing a problem and then you’re moving on. So, it’s always a sprint. I wanted somewhere that I could solve something a little bit more complex.”

Revolutionising PropTech through Fintech

Our move into fintech is a recognition of the inextricable link between property and finance. “When you want to get a house, a big part is financing,” Janice points out. “We don’t just offer mortgages; we provide education, transparency, and tailored solutions for homebuyers navigating property finance.”

One of our key innovations is the PropertyGuru Finance Prequalification tool, which allows users to confirm their affordability in just minutes. “It’s really about information accessibility,” reflects Janice. “We can take all that information, all the regulatory requirements, and simplify it for the consumer so they can understand their choices and make better decisions.”

Creating a Comprehensive Homeowner Ecosystem

Our most ambitious project is the Homeowner Platform, which aims to create a comprehensive ecosystem for property owners “We’re also starting to look broader, focusing on how we can add value to homeowners,” Janice explains. “After you take a loan, what then becomes important is the value of your property. Can we help them track their valuation throughout the home ownership life cycle? And provide more meaningful property insights to help homeowners make confident decisions on their property.”

This holistic approach positions us as long-term partners in property ownership, building trust and loyalty — crucial, and all too often lacking in the real estate industry.

Navigating Market Complexities

“The space is very competitive and tied to economic cycles and the supply and demand of houses,” Janice notes. We’re constantly balancing the needs of consumers seeking simplicity with those of industry professionals adding value in an increasingly digital world. 

Another challenge is the complexity of property data. “Property is not very easy to simplify because you’ve got different property types and different informational inputs,” Janice explains. We’re dedicated to presenting it in a way that adds value for consumers.

Fostering a Culture of Innovation

Technology and market understanding are crucial. But as Janice shares, it is people that are at the heart of our success. “We prioritise culture. Can the team gel and collaborate together well? Do they have a good attitude?” We hire for culture. We hire for how our different personalities collaborate together.”

With the right team on board, the next step is nurturing growth and resilience. “It’s important to let your team and also let yourself fail. I think we learn through failures,” she reflects. “With the level of autonomy that we give to the team, they will fail. But then it’s also important to be there to brainstorm together with them to figure out other solutions if they’re stuck.”

This approach to hiring and problem solving has allowed PropertyGuru to maintain a startup-like agility within a larger corporate structure. “What I really appreciate about PropertyGuru is that you can kind of slow down and look at the bigger picture,” Janice says. “What is the bigger outcome and bigger problem you want to solve for? So, to me, that’s really the best of both worlds.”

Expanding Horizons

“What’s super exciting for me personally is that we are going to start looking at a new set of challenges, new set of problems.” Janice highlights several trends shaping PropTech. “In Singapore, we’re now starting to move beyond mortgages, looking at the homeowner audience, building products for them. But also, we are starting to look at other markets. So, we’re also doing pilots in Malaysia and in Vietnam where the mortgage industry is very different.”

From Product Manager to People Manager

Janice’s personal journey reflects another aspect of our evolution: the transition from startup-style all-rounders to specialised roles as the organisation grows.

“I didn’t start off as a people manager. I really struggled at the start. I love to be hands-on,” Janice admits. “But as my team started delivering and performing, I got a sense of satisfaction that I never felt building products on my own. That made me appreciate the nuances of being a people manager versus a product manager.”

This evolution in leadership style — from hands-on doer to enabler and mentor — is crucial for tech companies as they scale. “It was a continuous process over about a year,” says Janice. “My manager really challenged me to let go and start seeing the team’s output as my output.”

This maturation of approach allows for the retention of startup-like agility and innovation while building the structures necessary for sustained growth and impact. For Janice, it’s this shift which offers the greatest opportunity of all. “If we can truly connect the dots from an end-to-end property lifecycle perspective, we can have a really big impact on people’s lives and help a large proportion of Singaporeans.”

It’s an ambitious goal, but one that could redefine how people interact with one of the most significant assets in their lives: their homes.