100 Malaysians, 100 Milestones – LSA100 this year spotlights Ee Soon Wei, the man behind the stratospheric development of A Place Where by APW — home to dynamic local brands, a vibrant community and the new Coach Play.
In the heart of Kuala Lumpur lies A Place Where by APW (Art Printing Works), a space that was once a humble printing factory but has since transformed into one of the city’s most dynamic cultural hubs. This revitalised space, known for its blend of curated F&B and retail outlets, has become a destination for those who seek an immersive cultural experience — thanks to the vision and perseverance of Soon Wei, the driving force behind APW’s evolution. With the recent launch of Coach Play within its walls, it has secured its position as a go-to venue for high-profile lifestyle events, capturing the attention of local and international audiences.
Soon Wei’s journey to reinvent his family’s legacy is a story of resilience, innovation, and an unwavering respect for heritage. Stepping into the family business was no small decision, especially given the sunset nature of the print industry. But rather than allowing APW to fade, Soon Wei saw an opportunity to transform the space into something contemporary, yet deeply rooted in its history. In doing so, he’s managed to preserve the spirit of the original printing works while breathing new life into the brand, attracting a diverse, forward-thinking crowd that resonates with its creative ethos.
Under Soon Wei’s leadership, APW has not only maintained but grown its reputation as a cultural cornerstone for Kuala Lumpur’s youth, bridging the city’s traditional past with its progressive present. Balancing authenticity with innovation, Soon Wei has crafted APW into an inspiring model of modern heritage preservation, proving that old spaces can be reimagined to stay relevant in ever-evolving times — and there’s a reason why we are still talking about it even after a decade.
You went from successful tenures in the corporate world to revitalising your family’s generational business; what was the decision that motivated you to make the transition?
At that point in my career, I found myself at a crossroads, considering whether to continue down the professional path I was on or explore a role in our family’s generational business. Initially, my inclination was to stay in the corporate world without looking back, but I decided to take a step back and really examine the family business — its structure, potential, and what it might need to thrive. I had long discussions with my family, especially my parents. My father had devoted his life to the business, and while I could see his passion, it was actually my mother who gently nudged me. She said, ‘If you’re not willing to take a look at it, who will?’
I knew stepping in would be challenging; the industry was in decline, and the business model felt quite sterile, especially coming from a dynamic, marketing-focused corporate environment. But what drew me in was the legacy, the history — there was something deeply compelling about preserving what generations before me had built. In hindsight, I was probably a bit idealistic. I thought it would be straightforward, that people working together toward a common goal should be easy. As I’ve navigated through the different seasons of the business, I’ve come to understand the complexities of these relationships and the challenges of sustaining a family legacy. Yet, that challenge is also what has made it so rewarding.
With change comes challenges, how did you overcome them?
One quality I hold strongly is seeing things through to completion. So, when I began repurposing APW, I was already deeply invested in the project, even though, to be honest, we weren’t seeing much progress at first. It was challenging — timelines slipped, budgets were exceeded, and it felt like trying to swim from point A to point B. There were moments where I’d reached the halfway point, and turning back would have taken just as much effort as pushing forward. So, I decided to press on.
Progress didn’t come in a straight line. It was more like a series of plateaus followed by sudden breakthroughs — long stretches where everything seemed stagnant, then unexpected moments of advancement. Looking back over the past decade, it feels brief, like we quickly transformed an older space into a vibrant one, with projects like Coach Play adding new energy. But when you’re in the thick of it, showing up day after day, the grind is real. Those moments were tough to navigate, but ultimately, persistence has its rewards.
APW has managed to maintain its reputation as one of Kuala Lumpur’s most successful and enduring youth culture hubs. How did you manage to maintain its reputation as such?
At APW, we’ve always maintained a strong focus on curating our space rather than expanding to multiple locations. We dive deep into shaping the environment in a way that feels relevant to its time and audience. Some of our ideas in the early days were ahead of their time, but we stayed committed to evolving our vision by asking tough questions about what people truly wanted from the space.
One of the key questions we continuously ask ourselves is about our community’s evolution. Many of the young people who first came to APW over a decade ago are now adults — they’re getting married, having children. This has led us to consider making the space a bit more family-friendly while also catering to the new Gen Z crowd, who bring a vibrant sense of self-expression. For instance, we’ve added mirrors in certain areas to create an atmosphere where people can connect with themselves and each other — spaces that encourage a ‘look at me, look at you’ experience, which resonates well with this generation.
Additionally, we’re embracing co-creation by collaborating with interesting brands to bring unique experiences to life. For today’s generation, it’s less about exclusive, high-luxury items and more about self-expression and personalisation. We offer opportunities for visitors to create something meaningful to them, allowing their individuality to shine through. While not everyone notices the strategy behind it, when people experience APW, they feel the depth of thought that goes into curating these expressions. This approach has helped us keep APW relevant, fresh, and true to the evolving interests of our community.
Similarly, you have also converted your family’s Melaka-based printing factory into a heritage museum for the print medium. Do you think that print media is still relevant, given its increasingly niche position among general readers?
I believe every form of media has its place and relevance, but its true impact depends on the reach and connection with its audience. Recently, someone suggested I write a book about my journey over the past 10 to 15 years. My first thought was, ‘Yes, that would be meaningful. I could choose the type of paper, the design — there’s something special about the tangible experience of a book.’
But then someone else challenged me, saying, ‘Why not bring your story to TikTok? Gen Z isn’t engaging with traditional print as much, and they consume stories in entirely different ways now. You could create videos, speak in the local language, and share your journey as a persona there.’ It was a great point, and it made me reflect: who is my audience today, and how are they engaging with content? If I published a book, how many would actually pick it up versus the reach I could have with a digital platform like TikTok?
Exploring new formats like this has been an exciting learning experience for me, too. It opens up fresh ways of storytelling and reaches people who may otherwise never know about our family’s journey. Platforms like Lifestyle Asia help, but there’s something powerful about being able to connect directly with audiences through the platforms they’re already on. It’s an evolving journey, and I’m curious to see where it leads.
You have managed to pull off a transformation of an age-old business to keep pace with contemporary trends. In your experience, what are the winning ingredients in revitalising and modernising a heritage business.
In my experience, a powerful narrative is essential in revitalising a heritage business, as it provides a sense of purpose rooted in core values. For any business with a legacy, it’s important to recognise and respect the values that brought it to where it is today. That understanding forms the foundation of the story we want to tell.
The next step is delivering that narrative in a way that resonates with today’s audience. Consumer expectations and the ways they engage with stories have changed significantly, so we continuously revisit and refine how we share our journey to make it meaningful and impactful.
Another key element is balance. It’s crucial not to overwhelm or dilute the heritage by layering on too many new concepts at once. Imagine a chef crafting a signature dish: if you serve lobster with too many rich ingredients like abalone and crab, you risk overpowering its unique flavour. Similarly, when evolving a heritage business, we start by honouring its origins, then carefully weave in modern elements that add value without overshadowing the essence. This balance allows us to invite people along on a journey that feels authentic and cohesive, rather than forced or cluttered.
