Abstract
Abdul Aziz Yusof's serial entrepreneurship illustrates how values-driven leadership can professionalise a labour-intensive, low-prestige sector. The chapter analyses how Aziz combined his "3T" philosophy - trust, transparency, and teamwork - with relentless upskilling to convert a modest family firm into a one-stop facilities services group spanning cleaning, landscaping, and pest control. Strategic diversification, ecosystem partnerships, and the judicious use of state grants enabled early adoption of robotics and data-driven processes, sharpening competitiveness despite tight margins and rising costs. Aziz's "3R" people doctrine - recognise, reward, respect - underpins high retention in a high-turnover industry, while union collaboration and pandemic-era bonuses showcase a stakeholder model balancing profitability with worker welfare. Continuous learning, religious values, and an expansive CSR agenda reinforce corporate legitimacy. The case offers rich insights into succession in Singaporean family businesses, the mobilisation of government support for small and medium enterprise (SME) innovation, and the crafting of resilient, values-aligned growth strategies.