PropertyLimBrothers was positioned as unique and dynamic from the start. Under the polished leadership of Melvin and Adrian Lim, the Singapore-based firm positioned itself as a creative powerhouse in real estate, blending sales with storytelling. Homes weren’t merely listed; they were styled, narrated, elevated. However, a very personal scandal in recent days has clouded that meticulously constructed image.
By Sunday evening, recordings began circulating online—grainy, badly angled clips showing a man, like Melvin, exiting an office unit with wet tissues. A few minutes later, the woman he was purportedly with followed. Whoever was filming the video heard moaning sounds, which transformed the footage from suspicious to spectacular. Rumor, indignation, and incredulity all contributed to the content’s rapid dissemination.
By Monday morning, Melvin’s name had vanished from the company’s leadership website. His Instagram profile was made private. Internal company emails started to circulate, with Melvin claiming he had “crossed boundaries” and was accepting full responsibility. He spoke of withdrawing to “protect and restore” his family. Although written with a tone of repentance, the message was vague. Grayce Tan, the firm’s VP of Strategy and the woman identified in the video, also resigned.
| Item | Details |
|---|---|
| Name | Melvin Lim & Adrian Lim |
| Company | PropertyLimBrothers (PLB), Singapore |
| Key Roles | Melvin Lim – Former CEO; Adrian Lim – Co-founder |
| Controversy Timeline | Allegations surfaced Jan 25, 2026; Resignations confirmed Jan 28, 2026 |
| Core Allegations | Affair, misuse of funds, toxic culture, favoritism |
| Public Fallout | Glassdoor reviews, viral videos, staff backlash, media coverage |
| Interim Leadership | Marc Chan appointed interim CEO |
| Reference | AsiaOne article on Melvin Lim |
At face value, this might seem like just another corporate scandal—a CEO caught in a personal entanglement. But the public response, particularly on platforms like Reddit and Glassdoor, revealed something deeper. It turned out to be more than just two individuals. The topic was culture. Principles. Promises made, and possibly broken.
One disgruntled employee wrote anonymously that the company’s values—broadcast so boldly on social media—felt like “branding only.” I was struck by that remark. Although it was subtle, it was clearly revealing.
There have been dozens of similar reviews over the last few days. Some praised the firm’s creative energy. But many others described a place where loyalty was prized more than merit, and transparency was notably absent. Employees reported steep commission cuts, unclear promotion practices, and a rewards system that favored proximity over performance. One study even stated that firm funds had been directed into initiatives unrelated to core business—like a hotpot restaurant associated to senior leadership.
There have been allegations that employees were required to cover business expenses up front, with reimbursements taking months. Attendance at events was allegedly required, and non-attendance resulted in fines. Critics claimed that the top was not always subject to the rules.
Incredibly, one former intern claimed that Grayce rose from intern to VP within two years—earning an annual salary of S$230,000. That same post alleged she was once paid S$800 per month. Long-serving staff members found this similarity startling.
Through strategic silence, PLB tried to weather the initial blow. But in the context of digital transparency and rapid social sharing, silence isn’t a shield—it’s a trigger. Some employees now perceived the company’s once-aspirational values as meaningless catchphrases.
Marc Chan has now stepped in as interim CEO, and PLB has publicly committed to reinforcing internal policies. These steps are promising. They advocate for a leadership group that is prepared to admit problems and work toward improvement. But regaining trust is not transactional. It takes time, consistency, and an honest reckoning with what went wrong.
Not all companies recover from cultural misfires. But some do, remarkably so. By actively listening to personnel, acknowledging structural shortcomings, and committing to change, PLB could remodel its internal operations into something more sustainable. Notably improved morale, along with honest leadership, may become the real transformation story behind the controversy.
The repercussions are especially intimate for Melvin Lim. A once-revered founder is now a cautionary tale. His public acceptance of Christian values—telling interviewers that “God is our boss”—has been brought up again, this time with a note of contradiction.
Yet redemption isn’t unreachable. It begins with owning not only acts, but their impact.
According to Adrian Lim, who is still in charge, the company’s leadership narrative needs to be redefined in order to move forward. Listing videos and shiny brand values are no longer the foundation of that narrative. The way they handle the individuals who created the firm’s reputation from the ground up—editors, agents, and administrators—is what really counts.
PLB will have to answer inquiries in the upcoming weeks, both from the general public and from within. how promotions are managed. whether performance is fairly assessed. how safe whistleblowers feel. The answers to these questions won’t be found on a website. The quality of silence between disputes, client loyalty, and staff retention rates will all reflect them.
PropertyLimBrothers advertised itself as a narrative enterprise. The unwritten next chapter presents an opportunity to demonstrate their ability to tell a tale of perseverance, development, and the unique kind of integrity that is lived every day rather than contrived for Instagram.
