Mr Russell Chin’s interest in interior design is a longstanding one, but the journey to starting his own firm in the sector has been a difficult one.

It began with selling home fittings, sometimes going door to door trying to convince property owners to buy from him.

“I started as a salesman selling aluminium gates and window frames in my 20s,” said Mr Chin, 48.

It was his own business, but he was getting the fittings from others and his earnings were wholly based on his commissions from selling them.

“There were times when I had zero salary.”

His next venture was as a wood flooring supplier, before it hit him that his calling was to go into the interior design business.

“I realised I can be better at providing the home owners a one-stop solution in building their homes, rather than just supplying a specific renovation material,” said Mr Chin, who graduated with a diploma in business from Temasek Polytechnic.

Today, he is the founder and managing director of interior design firm Inspire ID Group, which he set up in 2012.

Mr Chin currently lives in a condominium in Bishan with his wife and seven-year-old son.

Q What do you invest in?

A I invest in my businesses, in property as well as Singapore and US stocks and bonds.

Q What was your first exposure to investing?

A I invested in my start-up company in my early 20s, selling aluminium gates and window frames. The personal sales experience was good, but the investment didn’t go well as I had no mentor at that time and I was still very young.

Q What’s your approach when it comes to growing your money?

A I primarily grow my wealth through my businesses. I believe in investing in areas I understand deeply, which is why expanding my business is, for me, the most effective way to grow my money. At the core, I am an interior designer and I’ve scaled strategically by building complementary services around that foundation. Today, I helm three interior design firms, supported by an in-house carpentry workshop, an electrician team, a tiling works team, and a cleaning company. By branching out within my core discipline, I’m able to control quality, improve efficiency, and capture value across the entire renovation ecosystem.

Q What has been your biggest financial mistake?

A One of my biggest financial mistakes was placing too much trust in my internal processes and not having enough oversight. Over a span of three years, I discovered that more than $600,000 had been misappropriated by a staff member. At the time, I was focused aggressively on driving sales and growing revenue, but I neglected to put in place proper financial controls and checks. It was a painful lesson, but an important one. Since then, I’ve strengthened internal controls, implemented stricter financial monitoring processes, and learnt that trust must always be balanced with structure.

Q What has been your best financial decision?

A It was buying over the minority shareholdings of a sleeping partner in my business. This happened shortly after the Covid-19 pandemic, at a time when the company was not in a strong position. I made the difficult decision to invest a few hundred thousand dollars to secure full ownership of the business, while also assuming the company’s existing debts.

The experience reinforced a critical lesson: sometimes the biggest gains come from backing yourself fully. Although ownership brings pressure, it also brings clarity and speed in decision-making. Regaining full control allowed me to realign the company’s direction, rebuild momentum, and position the business for stronger growth.

Q Money-wise, what were your growing-up years like?

A I grew up in a one-bedroom rental flat and I learnt early that money doesn’t come easily. It comes from effort. Whether it was watching my parents work long hours or taking on small jobs myself, I understood that money represents time and labour. I put it to work methodically so that over time, my money works as hard as I did growing up. I realised that financial security isn’t about how much you earn; it’s about how well you manage what you have. That’s why I prioritise stability and long-term growth over quick get-rich or high-risk portfolios.

Q What was your first job ever?

A I was a part-timer at a KFC outlet during my secondary school days.

Q What was your childhood dream?

A To be a businessman. I remembered I said it loud and clear in my classroom. My teacher asked me what kind of business? I replied: “A businessman that makes money”.

As a child, I didn’t save up for a particular toy or gift. I saved up for a rainy day. I enjoyed watching my piggy bank fill up and repeatedly counting the savings over time. Today, I save and invest so I don’t have to depend on a pay cheque.

Q Do you drive?

A A Ferrari 488 GTB.

Q What would your perfect day look like?

A It would start simply by enjoying a cup of pu’er tea while meeting my directors, managers and team, knowing that our processes are aligned and everything is running in good order. That sense of clarity and structure gives me real satisfaction.

Later, I’d catch up with close friends over coffee, exchanging big ideas and challenging each other’s thinking. And I’d end the day at home, having dinner with my wife and son because no matter how ambitious the day is, coming back to family is what makes it complete.