A New Era of Urban Development
- Andrew Millar
- Jun 15
- 9 min read
Updated: Jun 25
TOP 50 INTERVIEW: Thierry Tea
March 2025
Thierry Tea, Vice President of OCIC and a prominent French-Cambodian entrepreneur, shares his insights on leadership, innovation, and sustainable development in Cambodia. Drawing from over two decades of international experience across aviation, infrastructure, and entrepreneurship, Thierry reflects on the values that have guided his journey, OCIC’s role in shaping Cambodia’s urban future, and his commitment to mentoring the next generation of leaders.
Leadership Values & Guiding Principles
CLR: Thierry, as a French-Cambodian entrepreneur, what core leadership values guide your approach to managing diverse teams and large-scale projects at OCIC, and how have these principles evolved throughout your career?
"Indeed, being an entrepreneur is helping to be aligned with the founder’s principles while creating value for customers and partners. I try to keep a long-term view with a clear vision of the future while driving the short-term operational priorities.
My mixed culture and background do help in targeting to reach international standards adjusted to the local specificities.
Managing multiple large-scale projects requires building strong team spirit and teamwork capable of overcoming each team member’s personal short interests. It needs a combination of assembling motivated talents who are committed to serving a mission and aligned to achieve common strategic goals.
After more than 20 years of diverse work experience in multinational companies, startups, NGOs, and conglomerates, my values remain the same as during my early internship days. Everything I have built is rooted in the values my parents passed on to me: hard work, perseverance, simplicity, gratitude and a sense of responsibility.
I was raised in France in a poor Cambodian refugee family. Like many others, my parents lost everything during the war. They worked very hard and made countless sacrifices to provide me with a decent education and a better future. I learnt to value what I have, knowing that there are always others with greater needs. I also learnt to give back whenever I can.
Over time, my leadership style has matured. One of the biggest lessons I have learnt is that I must keep learning and improving, always. I have realised it is important to use your time wisely. It is also more impactful to focus on mentoring mainly those who are truly eager to grow and have enough open-mindedness to develop themselves.
We cannot please everyone. There will always be critics, jealousy and people who disagree with you, and that is okay. With experience, you learn to focus on what matters: channelling positive energy while creating space for others to rise.
The key is to build strong and talented teams who are smart enough to work with each other to create value for clients and stakeholders. This is why I spend time supporting the startup ecosystem and young leaders.
One of the greatest privileges in my journey has been the opportunity to shape and support young talent. I am proud and excited to see the growth of the thousands of talents that I was able to help, whether in Cambodia, the Philippines, Hong Kong, or France, who have found opportunities to grow and succeed.
Challenges & Opportunities in Real Estate
CLR: OCIC has been at the forefront of Cambodia’s major infrastructure developments. What do you see as the biggest challenges and opportunities facing the real estate and infrastructure sectors in Cambodia today?
We need more long-term strategic partners and investors with international standards from America, Europe, Japan, the Middle East and China.
At OCIC, we believe in the importance of working alongside international partners to deliver impactful developments. Some of our multinational company partners include Singapore Airlines Engineering, Accor Hotels, CapitaLand, Lagardère Travel Retail, Vinci, Grab and Starbucks, who share our long-term vision for Cambodia’s growth.
We are also interested in private equity firms, family-owned businesses with an entrepreneurial mindset, SMEs and tech startups as new partners and investors to foster more creativity and innovation.
At the same time, we need to build more infrastructure for connectivity, mobility, green spaces and affordable housing. As we implement our strategies at OCIC, we are focusing on creating spaces that enhance the quality of life, fostering community and sustainability. The results are already apparent in Koh Pich, with occupancy and leasing revenues increasing by over 30% year-on-year for two consecutive years, indicating the positive trajectory we are on.
A challenge we face is developing a skilled workforce that can keep pace with the rapid transformation of the Cambodian economy. However, this challenge presents a unique opportunity for innovation.
Our young and dynamic population is eager for growth, and we must nurture this talent through targeted educational initiatives. In my role on the Advisory Board of CamTech University, I am actively collaborating to develop greenfield aeronautical and aviation-related programmes as well as executive programmes in leadership and digital skills.
We need to continue expanding STEM programmes and adding more TVET initiatives to prepare Cambodia’s young workforce for the country’s growing industries. OCIC is already contributing to this effort through its participation in MLVT’s programme, which aims to train 1.5 million people nationwide.
We also need to be able to innovate, accept our mistakes, and have the courage to accept change or adjust the course of action for the greater benefit of customers and communities.
I am fortunate to have made many mistakes early on, and I also learn from my experience in the startup world. Now I try to use my investment in startups to empower the next generation of entrepreneurs.
Balancing Risk in Entrepreneurship
CLR: Entrepreneurship often requires balancing risk and innovation. How do you approach this balance when leading projects that have such a significant impact on Cambodia’s urban landscape and economy?
Take risks responsibly. Live up to challenges and own your mistakes or shortfalls. I started to have responsibilities at an early age, becoming CEO for Airbus Helicopters Philippines at 27, then Country Manager for Airbus Group at 29.
When I chose to become an entrepreneur at 31, I put up my life savings to start a business. My colleagues all told me it was too risky. I am fortunate to have taken early risks that have led to launching and growing multiple companies for the last 12 years.
To answer your question, failing and accepting to move forward is the best way to learn to balance risk and innovation. You cannot innovate without failing. I decided three years ago to join OCIC and Canadia Group precisely because my vision and goals are aligned with the founder, chair and CEO, Lok Neak Okhna Dr Pung Kheav Se’s mission to build opportunities for Cambodia and Cambodians.
I was told by many people that it is impossible, that the group cannot change, and that people could not change. I love to take on some challenges, and we started with a very small commando team to create some changes for more positive impact.
Today, I am glad that we have new customers in some of our new projects in Koh Pich, Norea City, Chroy Changvar City, Techo International Airport, Intercare Hospital, CamTech University and Connexion Community Hub.
I believe it is essential to foster an environment where diverse ideas and diversity of talent can flourish. I believe in investing in the right people who can become the future leaders to replace you. You need to create leaders who can take over the projects that you start very fast. This collaborative spirit helps us tackle risks more effectively.
OCIC’s strategic focus on enhancing lifestyle, customer experience and sustainability reflects our commitment to invest in the future. The strategy we implemented three years ago with the support of shareholders is now coming to fruition, and the results are starting to sparkle.
Now is the time to capitalise on the foundations and double down on working harder and smarter collectively, internally and with our network of partners.
The example of the growth of over 60% of activities in Koh Pich businesses over the last two years, contrary to the sceptics who thought a turnaround was impossible, demonstrates that resilience and listening to customer feedback - and then applying adaptability - can help Cambodian teams achieve successful growth.
By staying grounded in our core values and embracing constructive feedback, we can focus on what truly matters: driving meaningful change while also taking calculated risks to innovate.
Our ability to channel positive energy and remain committed to our vision has allowed us to achieve significant milestones in Cambodia’s infrastructure and real estate development.
Innovations & Developments at OCIC
CLR: Sustainability is becoming a key consideration in real estate and infrastructure. How is OCIC integrating environmental and social responsibility into its future developments?
At OCIC, sustainability and social responsibility are at the heart of our operations.
Inspired by some lessons of resilience from my experiences, my parents, and Dr Pung Kheav Se, I believe we must create developments that enhance community welfare while protecting our environment. We introduced Connexion, a bioclimatic, lower-energy construction building with natural airflow.
In the span of only 12 months, Connexion is becoming a catalyst tech hub, home to the Federation of Startups and 4 educational startups, as well as companies providing AI, cybersecurity, blockchain, e-commerce, digital creative platforms, software development, incubators, a sports social club and F&B outlets.
Our recent initiatives, such as Green Oasis to plant one million trees in the next decade, and incorporating more green spaces, reflect our dedication to environmental stewardship. These efforts are aimed at cooling urban temperatures and enhancing the liveability of our projects for our customers and communities.
In line with this vision, we’re seeing not only an increase in occupancy rates but also growing support from various NGOs and external partners for our commitment to creating sustainable environments.
Through our educational institutions, including the Canadian International School and the French International School (EFI), we strive to instill values of environmental consciousness in the next generation. By integrating sustainability into our curriculums, we aim to prepare future leaders to prioritise ecological and social responsibility in their endeavours.
As we continue to advance our strategies, we are proud to see them taking root and bearing fruit in both our financial outcomes and our contributions to a sustainable future for Cambodia.
Outlook for Cambodia's Entrepreneurship Landscape
CLR: Looking ahead, what is your outlook for Cambodia as a hub for entrepreneurship and investment, and what advice would you give to young Cambodian entrepreneurs aspiring to lead in sectors like infrastructure, aviation, or real estate?
I am very optimistic about Cambodia’s future as a flourishing niche hub for entrepreneurship and investments. With a vibrant, young population, high fertility rate, increasing digital literacy and strong eagerness to innovate and succeed, we stand at a pivotal moment that challenges our generation to cultivate a culture of entrepreneurship.
Having lived in Singapore, Hong Kong, Shanghai, Manila, Philadelphia and Paris, I can say that Phnom Penh is one of the best cities to live in. The city’s scale, accessibility and growing opportunities make it a unique place for entrepreneurs and families alike.
My advice to young entrepreneurs is clear: embrace continuous learning and stay curious. My journey back to Harvard Business School in the Owner/President Management Program (OPM) between 2020 and 2022, after going to INSEAD and CKGSB in 2019, reaffirmed to me the importance of education and adaptation in today’s fast-paced world.
Young people can seek mentorship and build networks of support, as collaboration can amplify your impact and foster growth.
I have accepted to serve as Vice Chair of the Federation of Cambodian Startups, and Vice Chair of the Federation of Cambodian Students Abroad, as well as investing in the Digital Skills Academy, precisely because I profoundly believe that we cannot complain, but we can be part of the solution to contribute our small share to build the leaders of tomorrow in Cambodia. The more, the merrier, so we welcome all potential partners in these initiatives.
We are launching an innovation hub in Connexion this year to support talented young entrepreneurs and work on investment platforms. We encourage bold ideas and courageous minds to go ahead. My other advice is that, when you pursue your ambitions, please remember to remain grounded in your values.
By planting the seeds of innovation and responsibility now, we can collectively shape a prosperous and sustainable future for Cambodia and inspire generations to come."
About Thierry Tea
Thierry is Vice‑President of OCIC Group, currently overseeing business development, urban transformation, sustainability and innovation since his appointment in December 2022.
In this role, he helps guide OCIC’s major real estate and infrastructure projects, such as Koh Pich, Norea City, Olympia City and the upcoming Techo International Airport, while forging global partnerships (e.g., Grab, Google Cloud, Starbucks) to elevate Cambodia’s urban growth, green space integration and smart-mobility initiatives.
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In partnership with Cambodia Investment Review (CIR) and the International Business Chamber of Cambodia (IBC), Cambodia Leadership Review has officially launched 50 International Leaders 2025.
Now in its second edition, the publication highlights 50 of the most influential international business and organisational leaders and innovators contributing to Cambodia’s dynamic economic landscape, including Thierry Tea.