Gulf Pacific’s Gary Leong On Smart Staffing, Savvy Shoppers and Forging Connections In Travel Retail
4 minutes read
Introduction by: Peter Marshall
Gary Leong is a seasoned travel retail professional whose name has been linked to the launch and development of several major brands.
Now he’s focused on his own ‘brand’ – Gulf Pacific – offering tailored solutions to evolving travel retail challenges. It’s a bold step, but the company is already making waves despite being relatively new on the consultancy block.
Gary talks with Trunblocked.com’s Contributing Editor Colleen Morgan.
Colleen Morgan (CM): Gary, welcome to TRunblocked.com. I see that Gulf Pacific offers a broad suite of services – retail, branding, media, manpower, F&B and more. Isn’t that a lot for a startup? How do you differentiate in such a crowded consultancy landscape?
Gary Leong (GL): Thanks Colleen. While it may seem broad, retail, branding, and media are the core of my 20+ years in the industry. From traditional brick-and-mortar to digital, I’ve adapted along the way – and that hands-on experience is our edge.
As for F&B, it’s a personal passion. Today’s travellers want food that’s fast but also memorable. We aim to bring fresh global flavours, like Pad Thai or Pho into airports in creative ways, working with chefs to develop simple, bold menus for younger, food-savvy travellers.
CM: You aim to maximise every passenger moment and improve conversion. Any early examples of how?
I believe education leads to conversion. If sales staff know their products well, that brief window before a passenger heads to the gate is enough.
Regular refresher courses help staff stay sharp – even simple A5 sheets with key selling points go a long way.
In duty-free, there’s no online browsing – customers are physically present. They can test a fragrance, feel the packaging, or see it gift-wrapped. That sensory experience is a huge advantage – but only if staff understand the product and the customer.
CM: You have deep experience in China and Hainan. How are you navigating today’s market changes there?
GL: I’ve been in China since 2000 – it was the era of brick and mortar, when luxury brands were just beginning to plant seeds in the mainland. Since then, the landscape has transformed dramatically with the rise of e-commerce and duty-free.
When I led FOREO pre-COVID, we had 60 points of sale across airports in China. We launched in Hainan in 2015, and when borders closed, we pivoted hard there. Being based in Shanghai gave me quick access to developments. From 2021 to 2023, we opened 15 stores across Sanya and Haikou, driven entirely by domestic sales.
It came down to spotting early signals and acting quickly with the right strategy.
CM: Manpower is a key part of your offer. With high staff turnover in travel retail, how do you ensure staff quality and consistency?
GL: Coming from a retail background, good and well-trained staffing is essential. Take Changi International Airport in Singapore for example. There are two major retailers, Lotte Duty Free and Shilla Duty Free. Just one retailer alone has 19 points of sale over four terminals, 24-hour operations. Running a system like that demands significant manpower on a multiple shift basis.
We work with vendors who specialise in supplying trained, reliable staff. It creates a safety net for retailers and reduces turnover. Consistency is everything.
CM: You’ve spoken about leveraging AI and AR. But travel retail has real-world constraints. What’s your path forward?
GL: It’s a real challenge and I would like to see more AI-powered solutions integrated in travel retail.
Our approach is to bridge the gap between emerging technologies and operational constraints by partnering with retailers who understand airport limitations – space, timing, security – to help us enhance customer experiences.
AI-powered data mining and software can be leveraged to enable staff to monitor inventory, access sales data, dynamic pricing, currency exchanges and how different customer profiles navigate products and brands. It will help them understand and anticipate what customers want.
Digital transformation works best when it is implemented where it feels natural, not replacing the entire operational system or manpower with it. The key is balance. Tech should enhance, not replace. When used as a smart layer – for example, helping staff suggest upgrades or alternatives – it drives both satisfaction and sales.
CM: Arguably, yours is an Asia-centric approach. Can you scale it to other markets with very different consumer behaviours?
GL: Asia is our current focus, but yes, the model is scalable. There’s growing interest from Asian brands to go global. Earlier this year, I spoke at an event hosted by the Thai Consulate in Shanghai and many brands – from fashion to F&B – had international ambition but lacked a roadmap.
There’s strong potential, but success depends on understanding new markets. Brands need to balance their domestic identity with appeal to global audiences. And they must have a dedicated travel retail team – not just leave it to their domestic one.
CM: Gulf Pacific has just announced a new collaboration with German jewellery brand Coeur de Lion. Why Gulf Pacific and how does the Coeur de Lion style suit the Asian market?
GL: Coeur de Lion saw my track record in growing brands throughout Asia Pacific and partnered with us to expand globally, while also tailoring their brands – like Qudo and Lizas – to Gen Z and Millennials.
Sister brand Sif Jakob is known for its striking yet elegant designs with a Nordic edge. They are all modern, handcrafted, and accessible – qualities that resonate with younger audiences. Plus, collections like their Birthstone line have emotional appeal, which connects well in Asia, where gemstones often carry cultural meaning tied to luck and prosperity.
CM: If you wanted to say three things to the travel retail trade right now, what would they be?
GL: For starters, we are dealing with a whole new generation of travellers, so retailers need to be quick to adapt in order to capture this demand. Many younger ones missed out on travel during COVID. Now they want to experience the world – culture, food, and discovery.
Second, this generation isn’t loyal to legacy brands. They seek newness and identity. Retailers should take calculated risks and give newer, smaller brands with unique stories a platform.
Lastly, uncover what motivates young shoppers to purchase and execute that with the perfect pitch. Focus on staff training. Well-trained salespeople who can quickly understand what motivates a customer – and make a pitch that resonates – are still the biggest drivers of conversion.
