Speaking with the Boards 2025
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Christine Ong: Leverage professional skills for meaningful impact
The financial services veteran and Chair of Singapore’s largest holder of donor-advised funds shares insights from marrying corporate skillsets with compassion and purpose.
Established in 2008 as the nation’s first and largest holder of donor-advised funds, Community Foundation of Singapore (CFS) works with more than 400 non-profits to develop programmes and fund causes. Over $344 million in donations and legacy giving have been raised, with $200 million disbursed to bolster causes and address critical needs. “Our agreements and our mandate are sacred,” shares Christine Ong, Chairperson of the four-time Charity Transparency Award recipient, whose board draws on its skilled expertise and collaborative dynamic for oversight, clarity of mission, and enhanced outcomes.
A financial services veteran, Ong herself parlays 30 years of finely honed corporate thinking to advancing CFS’ philanthropic goals. Having held key leadership positions in Citibank and UBS, this new season in life, Ong says, centres on “fulfilment of purpose”.
You’ve had an illustrious career in banking. Many on your board and in management have had stellar careers in the private sector too. How did a non-profit like Community Foundation of Singapore (CFS) became such a natural fit for corporate professionals?
Many of us in the corporate world have participated in CSR activities – I remember painting walls to refurbish low-income homes, despite never having picked up a paintbrush before. Experiences like these often spark deeper questions especially after years in a corporate environment: How can we contribute more meaningfully using the skills we’ve honed professionally?
When I joined the board of CFS, I assessed where I could add the most value. Donor relationship management is critical in any non-profit – understanding donors’ motivations, values, and desired impact. Then comes programme execution: How do we design tailored giving solutions that deliver measurable results? We often develop bespoke programmes from the ground up, because donors want to see real, lasting change.
We’re also entrusted with managing donations, including endowed funds. That requires robust fund management, asset custody, grant disbursement, and financial controls –responsibilities that demand a high level of governance and transparency. Our stewardship must reflect the trust donors place in us.
Naturally, I drew on parallels from my banking experience. Just as we had built investment profiles for clients and matched them with appropriate financial products, at CFS we curate a portfolio of charitable causes – from over 400 to 600 organisations with impactful programmes we’ve worked with – categorised, packaged, and aligned with donors’ interests. That’s corporate thinking at work. For many of us from the finance sector, contributing in this space feels like a seamless and purposeful extension of our skillsets.
It must take a certain mindset to work in the impact field. Is it difficult attracting board talent?
It begins with a sense of compassion and purpose. The reward is in seeing how your skills contribute to scaling an organisation safely and sustainably. At CFS, we’re fortunate to work with individuals who want to give back using the capabilities they’ve built over decades.
While charities often require professional expertise, they may not have the resources to hire at scale. At CFS, we are not focused on growing headcount – we’re focused on growing impact. That means board members are expected to be hands-on, participating actively in sub-committees and key initiatives.
Time commitment matters. Someone might be highly competent but spread across many boards, limiting their ability to contribute meaningfully here. So we look for people who not only have the right expertise, but also the available capacity and willingness to engage deeply. Ideally, we also look for individuals who have experience building or scaling philanthropic foundations. That said, the non-profit space is sometimes underestimated in terms of complexity and challenge.
Board composition is tailored to organisational needs and ambitions. Can you give us an insight into CFS’ board composition strategy?
The foundation of our board strategy is purpose. From there, we identify the skills needed to govern with vision and long-term insight.
We seek individuals with strong backgrounds in risk management and governance. Legal expertise is essential, particularly as we establish donor-advised funds and uphold our agreements and mandates with utmost integrity. We also need people with a nuanced understanding of the social sector – not just from observation, but from hands-on experience.
We value those who are well-networked with donors, as well as individuals from fund management who are in a season of life where they wish to give back. In essence, we look for more than good intentions – we look for people with leadership, strategic planning, and operational experience, who can drive our mission forward.
That’s harnessing a diversity of skill sets. And, if we may observe, has also resulted in a 50:50 gender-balanced board.
Our focus has always been on competencies first. That said, coming from the finance sector, where leadership is often male-dominated, I’ve seen firsthand how decision-making dynamics shift with greater gender balance. Women and men bring different instincts to the table, whether it’s in balancing short-term outcomes with long-term goals or in fostering collaboration across the organisation.
I’m very conscious of the atmosphere we create. Gender balance contributes to a more thoughtful, respectful, and inclusive culture – one where people feel safe and valued.
"Time commitment matters. Someone might be highly competent but spread across many boards, limiting their ability to contribute meaningfully here. So we look for people who not only have the right expertise, but also the available capacity and willingness to engage deeply."
Have you personally been made conscious of your gender in the professional arena?
Yes, at times. For instance, a headhunter might approach me for a board role and say, “We’re looking to increase the number of women on our board.” While I appreciate being considered, it’s important to ask: Why me? What specific value do you think I can bring?
I’ve also encountered moments that reveal cultural or gender-based assumptions. I recall attending a workshop early in my career in a European country, when a young man approached me during a coffee break and said, “It’s so nice that you’ve joined us from the Far East. Do you have a family? Do you cook?” It was a moment that reminded me how visible gender and ethnicity can be in certain spaces.
As Chair, you influence and set board dynamics and culture. What atmosphere do you strive for in the boardroom?
Collaboration is key. I value authenticity and a culture where people can laugh together as well as engage in serious debate – especially during critical moments like audit reviews or strategic planning.
Psychological safety is foundational. When people feel safe, they ask the right questions, offer different perspectives, and challenge respectfully. I encourage cross-pollination of ideas – even if finance isn’t your core domain, you’re welcome to weigh in. Better yet, you might join a sub-committee where your adjacent skills can be an asset.
That’s the kind of culture I want to foster – where diverse voices are heard, and everyone feels empowered to contribute meaningfully.
This conversation was first published in Speaking with the Boards 2025, an accompaniment to Singapore Board Diversity Review 2025.
Diversity on boards approaching a momentous milestone