Technology has become such an integral part of the way organisations operate, and because of this, the tech industry faces a huge skills shortage. So much, so that big pay packets are offered to those with the most in-demand tech skills – usually men.

Additionally, high female representation in hard-hit industries like healthcare, hospitality, retail and tourism, the role of women as caregivers and the compounding effect of the gender pay gap have meant that women have borne the brunt of the global pandemic.

A study conducted by Boston Consulting Group and Singapore’s Infocomm Media Development Authority indicates the tech sector is making progress in diversity, but advances must continue to accelerate as women make up 28 per cent of the sector workforce worldwide. South-East Asia (SEA) is leading the change where women account for 32 per cent of tech talent in this sector.

While 32 per cent might seem significant, in reality, only a small percentage of SEA tech startups have female Founders or Co-Founders. It’s the same in the US, women make up 17-20 per cent of CIOs in large companies and 27 per cent of IT managerial roles.

The tech talent crisis

Research has shown that women place a higher value on careers that involve helping and working with other people, collaboration and problem-solving. This perhaps explains why women are drawn to tech, engineering, and STEM careers and the higher salaries these roles pay.

Studies indicate that there is a growing awareness that action must be taken on gender diversity within technology companies. While women’s participation in science, technology, engineering, and mathematics (STEM) education has been increasing, the gender gap remains high, meaning suitably skilled women technology workers are not entering the sector.

Also Read: Gina Romero’s quest of unchaining women through AI and digital tasks

This skills shortage is particularly noticeable in the field of cybersecurity, where cyber-attacks and threats are becoming more frequent and detrimental. According to the (ISC)² Cybersecurity Global Workforce Study 2021, there are 2.7 million unfilled cybersecurity positions worldwide. The (ISC)² also estimates that three-quarters of cybersecurity professionals are still men.

Considering a cyberattack could potentially disable the economy and critical infrastructure of a city, state or entire country, this is one sector that requires an injection of talent to defend networks and improve cyber resilience. Cybercrime is expected to cost the world US$10.5 trillion annually by 2025. Threat actors and hackers know the sector is globally understaffed and underprepared.

What can organisations do?

By encouraging and increasing the number of women we recruit into technology and cybersecurity fields, we can harness the power of a more diversified workforce in this industry to help combat mounting cybercrime.

Cybersecurity is akin to medicine with generalists and specialists. Until now, the field of cybersecurity has focussed more on the technical side with roles requiring specialist technical expertise.

Organisations should be looking to attract or retain more women in tech (in this case, specifically cyber), which pays higher salaries and will, in turn, reduce the gender pay gap.

Also Read: Women of Web3: Top women contributors tell us all we need to know about Web3

Research proves diverse teams perform better. Individuals from different ages, backgrounds and genders provide different perspectives, which ultimately drive innovative solutions. Cybercriminals also have a wide variety of backgrounds and experiences, the wider variety of people with broad experience working in this space, the better our chances of improving our cybersecurity posture.

Look for women with transferrable skills outside the IT department

What’s missing is the expertise that can be found outside the IT department. Expertise such as organisational change management, learning and development, business intelligence, stakeholder management, communication, situational awareness, emotional intelligence and business partnerships, to name a few.

Pay women fairly and promote women

Before looking outside for talent to complement the existing IT department, companies should be looking within. The abovementioned skills can be found among employees already working in areas such as Human Resources, Communications, and Marketing.

Provide women with training and clear career paths

Many women already working in STEM face distinct barriers to succeeding in the field, including a lack of mentorship, role models and training. There is bias in the workplace, with only 24 per cent of women working in cybersecurity. There is also a huge gap in women in leadership positions within cybersecurity. On more than one occasion, I have seen women who are as capable as their male peers (sometimes with more experience than them) be overlooked for leadership roles.

Businesses have a role to play in ensuring that as well as being paid equally, women are equally represented in leadership positions, are supported in their work lives, and there are fair policies, flexibility and parental leave.

Partner with educational institutions to mentor women early in their careers

There needs to be a concerted effort to make technology and cybersecurity professions more enticing to young women and girls to help address the gender balance.

STEM must become more available to girls early in their school curriculum, and cybersecurity needs to become more accessible. The latter requires more understanding and opportunity at a grassroots level to not only level the gender playing field but to address a rapidly growing skills gap.

One thing we can do as women in the industry is to mentor young women early in their careers, which makes access to the industry more inclusive and far less daunting. This is necessary not only to make women feel like the technology industry is a good fit for them but to give them more confidence when it comes to salary and role negotiations.

Women are increasingly finding their footing in the technology sector, but there remain legacy issues that should be dealt with today to eliminate gender from every conversation.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

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Every worthwhile project starts with a problem to be solved.

You identify something that could be improved. You realise nobody has done it before you, or at least, nobody’s done it well enough.

When you’re driven forward by a concrete issue you want to resolve, it gives you a sense of clarity. You adapt and innovate, you pay attention to the details, and you know exactly what success and failure mean to you.

To do good work, you need good tools

Years ago, I Co-Founded Pronto Marketing, a digital marketing company. I used to be in charge of our customer service and production teams.

At Pronto, we used Zendesk to share CSAT and NPS surveys with our customers. But the data we received through these surveys was functionally useless.

Our CSAT (customer satisfaction) score was around 99 per cent. That sounds impressive, but it didn’t match up with reality. Our customer service was far from perfect. People just weren’t motivated to give us more information. When they were unhappy, they cancelled instead.

Also Read: What we can learn from the first Malaysian founder on NYSE, Foong Chee Mun

Without good feedback, Pronto was stuck. We wanted to improve the quality of our service, but we didn’t know what we needed to work on.

We also had a problem with our NPS (net promoter score) feedback. We’d manually send out emails asking customers whether they’d recommend our company to others. It took our team way too much time to send these out and then process the responses. Our normal operation was halted every time we collected NPS data.

We needed better ways to gather and process customer feedback. And it needed to be an automated, effortless part of our workflow.

We tried a few existing customer feedback tools, but they weren’t getting the job done. Some were overpriced and had a steep learning curve. Others came with a host of new problems.

My team and I decided to do something challenging but worthwhile. We would build a new feedback management tool to solve our needs. So, we created Simplesat.

You know your needs better than anyone else does

Even before Simplesat took off as a company, my team and I had a clear list of goals.

We wanted to build a survey tool that would:

• Encourage respondents to give honest and detailed feedback
• Centralise customer feedback data and make it easy to examine segment and share
• Make it effortless to respond to customer feedback very quickly (before frustrated customers decide to cancel their subscription)

It took us a ton of research and experimentation to build a tool we were satisfied with.

After reading David Willemsen’s The Measurement of Customer Satisfaction, we decided to use the SERVQUAL model for measuring customer service along multiple axes. Multi-question surveys proved essential in getting past the problem of high but uninformative rating scores. Customers are willing to share how they really feel if they receive the right questions with the right timing.

We knew from personal experience that design was crucial for engagement. We looked at animations and video games while prototyping our survey designs, and we also took inspiration from Tinder’s swipe feature. Simplesat surveys had to be eye-catching, friendly, and straightforward – everything we liked to see as customers! 

We also made them customisable from the get-go. As a brand evolves and branches out, its customer feedback surveys need to change too.

When we developed Simplesat’s dashboard, the keyword was simplicity. We made sure that the data was easy to visualize. In addition to our charts and leaderboards, we made it effortless to retrieve individual pieces of feedback and create filters. Sometimes, it’s necessary to drill down on specific problems to get the whole picture. We knew how frustrating it could be to work from half-remembered feedback comments.

Also Read: A guide on the go-to-market models that startups use

All in all, our feedback management tool was built to solve problems, not create new ones. And we soon found out that there was a need for that in the market.

Sharing the solution with the world

Pronto’s clients loved filling out the new surveys. They started asking if they could use them with their own customers. Simplesat split off from Pronto and became a company in its own right.

Since then, we have improved the product based on the needs of our clients. 

That meant a paradigm shift to a service-oriented approach. We had the bare bones of an excellent product, but we still needed to make sure that all of Simplesat’s customers could use it with intuitive ease. We wanted to give them the same peace of mind that we built for ourselves.

Some of the things we had to work on:

• Improved UI
• More survey types – we added CES surveys as we went along
• Integrations with other tools
• Quick responses to customer suggestions and complaints

Our team grew, and we made sure we had a robust customer support system in place. We did our best to remain flexible and open to changes. We made some mistakes. It was possible to remedy these quickly because we kept close track of customer sentiment. 

The team’s main motivation remained the same as always. 

We believe that customer feedback needs to form the basis of all big decisions, that it takes effort to get good data, and that feedback should never be wasted. 

With this philosophy, growth was relatively painless for Simplesat. Our clients did some of the work for us, telling us what their pain points were. We kept listening, as we’d once been in their shoes. We remembered what it was like to see customer feedback as a burden rather than an opportunity.

Don’t let your spark fizzle out

I know it’s not easy for new businesses to stay on track. Leaders and teams alike may lose motivation, and chaos is inevitable in the early days. Optimism isn’t always enough to keep a project going.

My main advice to entrepreneurs is this: harness the power of your frustration.

Listen to your customers, accept ideas from your team, but always keep the core problem top of mind. That’s what should drive you forward. It will give you answers when everything else seems vague or negotiable.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

Join our e27 Telegram group, FB community, or like the e27 Facebook page

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Southeast Asia’s online shopping and rewards platform ShopBack has signed an agreement with Temasek-backed 65 Equity Partners to raise US$80 million.

The announcement follows an earlier US$80 million tranche led by Asia Partners in July 2022, bringing the total capital raised in the Series F round to US$160 million.

The completion of the raise is subject to customary regulatory approvals.

Following the investment, 65 Equity Partners will join ShopBack’s Board of Directors and directly support its public readiness efforts.

The fresh infusion will help ShopBack grow its platform across the Asia Pacific region. The capital will also be used to launch new shopping products for users, develop growth and payments solutions for merchant partners, extend its services to more markets, and build capabilities for public market readiness.

Also Read: ShopBack acquires hoolah to strengthen ‘buy now, pay later’ offerings in Asia Pacific

Henry Chan, Co-Founder and CEO of ShopBack, said: “Over the coming months, we will be rolling out features that will enhance the shopping experience for our users, while to our merchant partners, we remain a trusted growth partner, delivering cost-effective marketing solutions to support their growth aspirations.”

Established in 2014, ShopBack offers many shopping deals, rewards and payment methods at the users’ fingertips.  The platform claims to serve over 35 million shoppers across ten markets.

The company said it powers over US$3.5 billion in annual sales for over 10,000 online and in-store merchant partners.  It has a presence in Singapore, Malaysia, Indonesia, the Philippines, Thailand, Taiwan, and Hong Kong.

The group has advanced product innovation and regional expansion this year. In January, it launched ShopBack Pay for its 2 million users in Singapore and Australia to check out conveniently at more than 3,000 merchant outlets.

In November 2021, ShopBack acquired the buy-now-pay-later company hoolah for an undisclosed amount as part of its foray into financial services. A year earlier, it bought South Korea’s largest online cashback platform Ebates Jorea from Japanese e-commerce giant Rakuten, a backer of ShopBack’s US$45 million funding round in 2019.

“This investment aligns strategically with our mandate of supporting high-growth businesses led by founders and entrepreneurs in their continued business development, as well as facilitating their potential listings on the Singapore Exchange,” said Tan Chong Lee, CEO of 65 Equity Partners.

ShopBack also recently strengthened its management bench to spearhead its growth efforts, bringing on board CTO San Oo from communications giant Slack Technologies, Commercial MD Alessio Romeni, formerly CRO of Zalora, and Global Accounts MD Alexander Yardley, who previously headed up commercial leadership roles at Agoda and eBay.

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Echelon 2022 aims to provide intimate and focused discussions on key topics and business matching services to facilitate business-driven connections during the two-day event. e27 will curate and invite key stakeholders of startups, investors, corporates, and ecosystem enablers to drive towards fruitful business outcomes at Echelon.

The 2022 Echelon edition will be co-located with SWITCH at Resorts World Sentosa from 27 to 28 October 2022. Learn more here. 

The post ShopBack adds US$80M into its Series F kitty from Temasek’s 65 Equity Partners appeared first on e27.

While there are only eight years left to decelerate the impacts of climate change, the world is yet to absorb the enormity of the crisis fully. Shockingly, less than 10,000 of the 400 million companies are measuring their carbon emissions globally. Grace Sai and her team started Unravel Carbon in 2022 to bring a transformation.

Based in Singapore, Unravel Carbon helps companies track and reduce their carbon emissions, specialising in Scope 3, focusing on Asia-Pacific. (Scope 3 emissions are the result of activities from assets not owned or controlled by the reporting organisation but that the organisation indirectly impacts in its value chain)

An AI-powered decarbonisation platform, Unravel Carbon converts any company’s accounting data into full supply chain carbon data in seconds, provides detailed emissions analytics, generates climate solutions, and auto-populates regulatory disclosure reports. It serves companies within the food & agriculture, tech, fashion & footwear, and built environment sectors — which account for more than 60 per cent of global carbon emissions.

We recently interviewed Grace Sai, who spoke about climate change, the company’s resolve to tackle it, and the climate tech space. She also talked about the significance of offline events like Echelon Asia 2022, where she will speak about climate change.

Why are climate-tech solutions like Unravel Carbon’s crucial in this era?

The Asia-Pacific region is responsible for 60 per cent of global emissions, and we house 70 per cent of supply chains worldwide. The burden of responsibility is on us, but many companies who want to take action have to go through the rigmarole of manual data collection. This process takes six to nine months and typically involves external consultants.

Unravel Carbon converts accounting data into carbon data in seconds. We want to make decarbonising painless — by switching around the effort/impact ratio, companies can now use their time on what really matters — implementing strategies to reduce their emissions.

Also Read: ‘Economic crises become less important when investing with a longer-term mindset’: Qin En Looi

Climate tech solutions are critical to enabling accelerated and aggressive action to limit global warming. We have a mission to decarbonise 1 Gt CO2-e by 2030, totalling 5 per cent of global carbon reduction goals. The power of computing makes this possible and is crucial, especially in an era of climate emergency.

While many companies are now emerging in climate tech, the space is yet to get its due attention. Is it because the world hasn’t fully realised the magnitude of the problem?

Public awareness of climate change has increased in recent years, especially with the rise of intense climate-related disasters. Regardless of whether society acknowledges it, the impacts are already at our doorsteps and felt by many.

I’ve observed that while there has been an increase in companies setting net zero targets, the urgency in achieving these climate goals is lacking — 40 per cent of them don’t even have a target year to achieve these commitments yet.

With the era of pledges behind us, the next critical decade must focus on pathways. Platforms like Unravel Carbon suggest these pathways and keep companies accountable for achieving them.

The amount of funds flowing into this space is also relatively low…

The investment focus for climate tech has seen significant growth in recent years in terms of fund allocations. We were told that we had raised the largest seed round for a climate tech platform in Asia’s history. The Y Combinator cohort we were part of (W22) had the most climate tech companies in YC’s history. Paul Graham, the founder of YC, even tweeted about that.

There are multiple reasons here, but we love the coming together for regulatory and personal reasons. Inflexion points happen when a multitude of motivations come together at the same time. It may take decades to reach there, but once that is reached, it accelerates in impact and magnitude. We believe climate tech is just at that inflexion point.

Also Read: ‘Events like Echelon are important during tough times because there’s strength in unity’

Emerging regulations such as the EU’s Sustainable Finance Disclosure Regulation (SFDR) catalyses companies and investors to revise their business strategies. Similarly, under the US Securities and Exchange Commission’s (SEC) March 2022 climate-related rule proposal, public companies must disclose their Scope 3 emissions. Thousands of companies have now made pledges to net zero or set science-based targets.

There is, however, still a lot of room for growth — according to estimates from BNEF and McKinsey, to reach net zero by 2050, the world will have to invest anywhere from US$3 trillion to US$9 trillion per year on average. Following this, we can expect climate tech investment figures to increase exponentially in the coming years.

As per a Bloomberg report of August 2022, carbon and climate startups have attracted record investments at a time when other industries are struggling to tap funds from venture capitalists. Buoyed by corporate and government pledges to cut greenhouse gas emissions, a record US$1.4 billion poured into climate and carbon-focused startups in the second quarter of this year. 

How can companies like Unravel Carbon and VCs collaborate with governments to educate the market?

Companies like ours bring the power of digitalisation to solving the climate crisis —primarily in the lack of data and good user interfaces for companies, both large and small, to be part of the solution.

In many countries, governments can be powerful in driving digital adoption through their fiscal and legislative policies. The government also has the most expansive reach when it comes to the millions of SMEs that constitute a significant component of most economies. Governments working with the private sector represent the best of both worlds. They can represent a robust working model to educate the market that can affect real change amongst businesses on the importance of addressing climate change.

This public-private engagement model would marry the tools, know-how, and mission of a company like Unravel Carbon, with the reach and policymaking power of the government. VCs would play a powerful enabling role where their capital would provide the firepower needed to scale the deployment of climate tech solutions through the broader economy.

What is the role of governments here?

Presently, 140 countries have announced or are considering net zero targets, so we will see increases in climate legislation in the coming years as governments start applying pressure through regulation or policymaking. For example, implementing carbon taxes, setting standards or bans, introducing subsidies or public finance mechanisms, and green infrastructure investment.

This will drive accountability in the private sector as governments signal clear expectations and eliminate any ambiguity that might lead to inaction.

Why are offline events like Echelon important in tough times like economic slow-down? What do you expect from the event?

Offline events are a key component of a vibrant and healthy startup ecosystem. Not only do they propagate valuable thought leadership and ideas to the startup community at large, but these events provide a crucial avenue for networking and collaboration between entrepreneurs, investors, mentors, corporates, and other stakeholders.

Also Read: Nothing can truly replace the offline element of community building: Yinglan Tan

During tough times, increased connectivity within the ecosystem from face-to-face engagement can create significant economic value. These events are also versatile in offering multiple value offerings to different stakeholders.

For example, we hope the event will give Unravel Carbon more visibility amongst attendees, as greater awareness about our primary product positively impacts our vision and mission.

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Echelon 2022 aims to provide intimate and focused discussions on key topics and business matching services to facilitate business-driven connections during the two-day event. e27 will curate and invite key stakeholders of startups, investors, corporates, and ecosystem enablers to drive towards fruitful business outcomes at Echelon. 

Here’s the full list of the speakers for the 2022 edition, which will be co-located with SWITCH at Resorts World Sentosa from 27 to 28 October 2022. Learn more here. 

The post ‘There’s a lack of urgency among companies in achieving net zero targets’: Unravel Carbon’s Grace Sai appeared first on e27.

Bizbaz, a Singapore-headquartered customer intelligence and risk assessment company, announced that it had closed a US$4 million seed funding round led by HSBC Asset Management (HSBC AM).

This round also received investment from Vynn Capital, a Southeast Asian venture capital firm specialising in early-stage tech startups; new angel investors; and follow-on investments from SOSV and existing angel investors.

“Most financial institutions and financial technology companies still use outdated financial-history based credit risk systems. Our solutions analyse all financial and non-financial data, which have meaningful impact on risk assessment for loans, insurance and other financial services. The new funds will accelerate development of new solutions and better support our growing client base of financial institutions and fintechs in Asia, Africa and beyond,” said Hayk Hakobyan, CEO and Co-founder of Bizbaz, in a press statement.

Bizbaz aims to empower financial services providers by offering them comprehensive customer intelligence and risk assessment solutions. This will enable these organisations to acquire and serve unbanked and underbanked populations in the region while also reducing their costs.

Also Read: Customer service agents are feeling burned out, how can we help them?

The solutions combine insights from applied behavioural sciences, anthropology, and machine learning technologies.

Financial-history-based credit bureau scoring as a means of assessing a person’s risk became a mainstream technology used by financial institutions in the late 1970s. According to Bizbaz, this made sense at that time as the only digital data available about the person was their bank-account-related records, if such existed.

Remi Bourrette, Head of Venture Investments, HSBC Asset Management, explains the firm’s decision to invest in Bizbaz.

“In ASEAN, the middle class is expected to more than double between now and 2030, to reach 334 million people. Financial services will likely expand at the same pace, if not faster. Our investment in Bizbaz provides a compelling exposure to this market shift in the region and other developing economies. It will support the development of its technology, which overcomes the major obstacle of onboarding clients with no previous financial records,” Bourrette said.

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