THEY were about to lose their jobs in a company shake-up. Rather than wait for the axe to fall, however, five enterprising colleagues took fate into their own hands and made the plunge - into paint.

The fact that they had mortgages to pay off and families to feed failed to deter the five, all in their 30s and 40s, says director Henry Chuang.

Their boldness and enterprise created Haruna Singapore, the country's only home-grown large-scale paint and coatings manufacturer.

And in just four years, the once-fragile start-up with 10 employees and zero revenue has blossomed into a thriving business with a 50-strong team and $9 million in revenue.

It is even taking on global giants such as ICI and Dulux while coming up with its own creative products, including a range of eco-friendly paints that have struck a chord at a time of growing public awareness on climate change.

It is apt then, that Haruna means 'spring' in Japanese.

'We grew from nothing, and Haruna symbolises that new phase in our lives and our careers,' says director and co-founder Doris Tan, 39.

Springing up

GROWING something from nothing can be a painful process.

But with decades of experience in the paint game between the five founders, Haruna was a business 'waiting to happen' and the 'last shot for us to be our own bosses', says Mr Chuang, 48, who has the biggest stake in the firm.

The other three co-founders are operations director Daniel Neo, 48; sales director James Chia, 49; and Mr Chuang's brother, non-executive director Alan Chuang, 46.

'Once we went into it, there were no doubts, only challenges to overcome,' says Mr Henry Chuang, who is a father of three.

The start-up team raised $300,000 in seed money from their family and friends and received a further $300,000 from the Economic Development Board and Spring Singapore under its Seeds programme, which gives start-ups a lift.

Madam Tan says the cash was crucial, given the high capital costs and expensive equipment used in paint manufacturing.

'It was also difficult convincing investors as they wanted to see returns. But with this business, you have to wait a couple of years before that happens,' says Mr Chuang.

Yet Haruna's directors found that raising capital was only the beginning of the long road to success.

After setting up their plant at Gul Drive in Jurong, they hit the streets to sell their first cans of paint but had doors slammed in their faces because Haruna was an unknown local brand.

'Selling was really hard at the start,' recalls Madam Tan.

'Developers and contractors prefer to stick to what they know.'

But the directors ploughed on, trying to seal a deal whenever they could, working even on weekends - but it was more a case of brush-off than paint sales.

Then they got a big break when MP Zainudin Nordin for Bishan-Toa Payoh GRC, through the town council, gave Haruna its first sale, and the company's made-in-Singapore paint finally saw the light.

Haruna went on to clinch deals with the Housing Board and the Building and Construction Authority, and even began to score sales with once-sceptical private developers.

In its first year of operations, Haruna's sales hit $2.6 million. In the second year, it soared to $7 million. And last year, revenues reached $9 million.

'We are so thankful to MP Zainudin for giving us that first chance, and accepting our paint without bias.

'Local start-ups really need local support to succeed,' says Madam Tan.

Harvest time

CHALKING up revenues of $9 million and bouncing into the black in a span of four years are impressive by any measure, but Haruna has its sights set on higher sales.

It is on track for sales of $13 million this year, and hopefully, it can distribute some dividends to shareholders, says Mr Chuang, who is in charge of the company's finances.

But its ambitions go further, with the team bullish that Haruna will become a global brand.

And the reason for its confidence? 'Green sells,' says Madam Tan, who oversees Haruna's marketing efforts.

Even before Singapore became more aware of environmental issues, the company was already developing eco-friendly and environmentally sustainable paints and coatings suitable for the tropics, she points out.

Its product range now boasts a palate of clever paints - a self-cleaning one that minimises energy wasted on maintenance, one that insulates against heat and keeps buildings cool and a green anti-bacterial coat that has won the Green Label from the Singapore Environment Council.

Haruna has four green label paints and will double the number this year.

'Sustainability was our fundamental objective, and it differentiates us from being just another paint manufacturer,' says Madam Tan.

Haruna is boosting this aspect of its business by investing heavily in research and development.

It has six in-house researchers who also work with local institutions such as A*Star and the National University of Singapore to create new eco-paints.

Mr Chuang says half-jokingly that Haruna's researchers are paid more than the directors, while emphasising that product innovation is the driver to keep the business going.

'The timing couldn't be better,' says Mr Chuang, who notes that people's perceptions towards new and green products have changed.

'Previously, they just wanted cheap. Now, more people are willing to try new things and pay a premium for it.'

Fruitful future

THIS leaves Haruna perfectly positioned to take advantage of two trends in Singapore - a growing environmental consciousness and a construction boom.

The firm confidently expects to see its paint flying off the shelves in the next two years and is doubling annual capacity of 300 tonnes next year.

And it might be hard work, but Haruna's staff - a mix of locals and permanent residents from countries ranging from Malaysia to Japan - seem to have no complaints.

Turnover has been low, with only two or three staff changes in three years.

Operations executive Chua Hua Chye, 46, says the company has a corporate structure, but the atmosphere is one of a big family.

'The boys play soccer together on some weekends, and we have regular company barbecues,' he says.

Haruna has hopes that it will, like home-grown water treatment firm Hyflux, expand from serving just the local market to go international, says Mr Chuang.

The firm's philosophy and perseverance have taken it overseas, with hospitals in Thailand, such as Paolo Hospital in Bangkok, using its coatings, and even the Four Seasons Hotel in the Maldives using one of its paints.

Madam Tan says: 'It might sound strange, but we have a strong passion for paints. Providing the right solutions for people of diverse needs is the greatest job satisfaction for us.'

Is this article useful to you?