How Tam Jai International turned its frontline staff into cultural ambassadors across Asia

Most restaurant groups expanding across Asia send corporate trainers or consultants to ensure brand consistency. Beyond these traditional practices, Tam Jai International (TJI) also sends its District Managers, many of whom started their careers serving noodles on the frontline.

Derek Wu, Group Chief People Officer at TJI, one of Hong Kong's leading restaurant groups, built a model where frontline staff develop into managers who then become cultural exporters. These District Managers travel from Hong Kong to markets including Mainland China, Japan, Singapore, Australia, and Malaysia to train local teams.

"Our District Managers, many of whom start their careers on the frontline, are vital cultural and knowledge ambassadors," Wu explains.

"They travel from Hong Kong to overseas markets to train local teams, ensuring consistent brand and service delivery, whether a customer is in Hong Kong, Mainland China, Japan, Singapore, Australia, Malaysia or beyond."

The approach reflects a strategic bet: cultural preservation scales better through people who lived the brand experience than through people who studied it in training manuals.

Why former servers make better cultural trainers

Wu's rationale centers on where brand promise meets customer reality.

"At TJI, our commitment to developing leaders from the frontline is a fundamental aspect of our people-first leadership philosophy," he says.

"The quality of frontline management has a significant impact on crucial factors like employee motivation, job satisfaction, and retention, all of which directly influence our bottom line."

Frontline managers occupy a unique position. "Frontline managers play a vital role; they are the first level of management and serve as crucial connectors between team engagement, customers, and the community. That's why it's essential that we provide them with coaching, mentoring, and training to thrive."

This proximity matters because brand delivery happens at service points, not in executive decisions.

"Frontline staff are our brand ambassadors, delivering our brand promise to 'spice up your day,'" Wu explains. "By investing in their growth into leadership roles, we ensure the preservation and scalability of our brand's core values."

TJI's "Jeh Jeh" culture embodies what Wu describes as "the essence of heartwarming and efficient service, hardworking ethics, customer care, and the simple joy of satisfying meals." Former frontline staff understand this through experience rather than explanation.

From local preservation to systematic export

TJI's expansion strategy evolved as the company grew beyond its Hong Kong base.

"Initially focused on maintaining local culture, we now systematically scale our global presence, ensuring that the 'Jeh Jeh' spirit resonates in service quality across new markets," Wu notes.

The traveling District Manager practice emerged from this evolution. Instead of treating each new market as requiring fresh cultural development, TJI exports the culture directly through people who can demonstrate it.

"Ultimately, our success hinges on this collective growth—empowering our frontline leaders to drive the organization forward while maintaining the integrity of our brand promise," Wu says.

The emphasis on teamwork reinforces the cultural transmission. "With a strong emphasis on teamwork and team spirit, we create a motivated workforce dedicated to enhancing customer satisfaction and 'KANDO' ('touching' in Japanese) experience for our customers."

KANDO refers to the Japanese concept of being emotionally moved or touched, which TJI incorporates into its service philosophy across markets.

Equipping ambassadors to reflect core culture 

TJI’s training model requires District Managers to make judgment calls. Wu distinguishes this from simply following procedures. 

"At TJI, we see empowerment at the frontline as fostering an environment where District Managers are trusted and equipped to make impactful decisions that reflect our core culture," he explains.

"This empowerment goes beyond permission; it comes from a shared identity rooted in our brand DNAs—the 'Will to Win' and the 'Passion to Serve'—along with our ACE IT values: Accountability, Creativity, Empathy, Integrity and Teamwork."

These values provide frameworks for adaptation decisions. When training teams in different markets, District Managers need principles, not scripts.

"Frontline leaders bridge strategy and execution, influencing employee engagement, productivity, and customer satisfaction," Wu says.

"We empower them by granting autonomy, providing necessary tools, and promoting open communication. This not only motivates District Managers but also encourages innovation and problem-solving."

The operational benefits extend beyond cultural preservation. "When employees feel safe to innovate, they tackle challenges more effectively, which improves efficiency. Strong leadership leads to positive experiences that reduce turnover and help retain valuable skills. Empowered frontline staff provide exceptional service, elevating customer experience."

Wu frames this empowerment as essential infrastructure. "Ultimately, empowerment is vital for building resilience. It nurtures intrinsic motivation, fosters loyalty, and strengthens team resilience. By investing in our frontline leaders, we create a motivated workforce ready to thrive in the evolving consumer landscape."

Training programs built for operational backgrounds

Developing frontline staff into cultural ambassadors requires programs designed for people without traditional corporate or academic backgrounds.

"To uplift employees from non-traditional corporate backgrounds, leadership programs must focus on practical, skills-based development while fostering an inclusive culture that values operational experience," Wu says.

Content emphasizes skills District Managers actually use when training teams. "Leadership programs should prioritize content that is directly applicable to the roles of District Managers. Essential skills like effective communication, feedback, and conflict resolution are crucial."

Operational expertise becomes the foundation. "By leveraging the existing strengths employees bring from their operational roles, programs can frame everyday skills, such as complex problem-solving and collaboration, as vital leadership competencies."

The delivery methods reflect this practical focus. "Experiential learning methods are key to the success of these leadership programs. On-the-job learning opportunities enable employees to gain practical skills in real-world contexts, while our Operations Managers are instrumental in helping District Managers build their confidence and competence."

Program design itself models inclusion. "By co-creating the program with our Group Talent Development Department, we ensure it meets the needs of all participants and fosters a sense of ownership."

Maintaining consistency while adapting locally

Operating across diverse markets across diverse markets face a balancing challenge: preserving core culture while respecting local contexts.

Wu calls this approach "glocalization." "In diverse regions, glocalization is key. We maintain non-negotiable global standards—like ethics and safety—while being adaptable to local preferences in communication and social activities. This balance preserves our universal identity while respecting regional uniqueness."

The non-negotiables stem from TJI's core values. "At TJI, our DNA and ACE IT core values—Accountability, Creativity, Empathy, Integrity, and Teamwork—are the foundation of our culture and vital for people development in diverse regions," Wu says.

The organizational vision provides the unifying purpose. "Our vision and mission to 'Spice Up Every City and All Walks of Life with Unique Flavours' and 'Dare to Excite, Delight in Every Bite' unites employees around a shared purpose."

TJI embeds culture through what Wu describes as a three-stage process: Awareness, Appreciation, and Application.

"We also realize the importance of the 3A Cultural Model—Awareness, Appreciation, and Application—in embedding our values: Awareness: Education and training help staff understand our culture, fostering connection. Appreciation: We build appreciation for core values that align with individual beliefs, enhancing sense of belonging. Application: We bring values to life through relatable actions and real-life stories."

This model guides how District Managers approach training in new markets. They build awareness of TJI culture, cultivate appreciation for its principles, then demonstrate application through real examples.

Anchoring teams to purpose during expansion

Wu credits clear vision and mission with keeping distributed teams aligned as TJI expands.

"In navigating constant change, I've learned that keeping leaders and their teams energized and connected to the company's purpose is crucial," he says.

"At TJI, our clear vision—'Spice Up Every City and All Walks of Life with Unique Flavours'—and mission to 'Dare to Excite, Delight in Every Bite' serve as foundational pillars that anchor our employees to a shared purpose. When staff understand how their roles align with this mission, it fosters a strong sense of belonging, connection, and pride in their contributions."

This clarity matters particularly for staff operating far from headquarters. "By emphasizing our mission and the vital role each individual plays, we maintain engagement and high morale, and ensure that everyone remains aligned with the company's goals and energized to navigate challenges, ultimately driving us forward amid constant change."

The traveling ambassador practice reinforces this connection. District Managers see firsthand how their training work enables new markets to deliver the same brand promise, making the organizational mission tangible rather than abstract.

Wu summarizes the integrated approach: "By aligning individual aspirations with our mission, TJI enhances employee satisfaction and drives organizational success."