In the quest for impactful LinkedIn content, we’ve embraced a cutting-edge approach: creating our customised Generative Pre-trained Transformer (GPT), built upon the foundations of ChatGPT. This initiative addresses the challenge of producing authentic, engaging content that resonates with our LinkedIn audience.

Implementation and impact

Our journey with ChatGPT began not just as users but as innovators. By leveraging ChatGPT’s capabilities, we developed our unique version of a GPT tailored explicitly to our content needs. Our process involves:

• Initial drafting: We write a raw, unfiltered draft, embedding our insights and experiences.
• Consultation with our custom GPT: This draft is then reviewed by our GPT, which we’ve trained to ask critical questions like, “What works? What doesn’t? How can this be improved?”
• Analytical enhancement: Our GPT, equipped with ChatGPT’s analytical strengths, evaluates the draft, aligning it with our specific content pillars.
• Refinement: Suggestions from our GPT guide us in streamlining and enhancing the content.
• Finalisation: We apply the final touches, refining vital elements like the opening line and call to action based on our GPT’s feedback.

Also Read: Are large Vietnamese tech enterprises ‘indifferent’ when competing with ChatGPT?

This approach has led to a noticeable improvement in our content’s impact and engagement, significantly enhancing our branding on LinkedIn.

Challenges and solutions

A primary challenge was ensuring that the AI-assisted content retained our authentic voice. To address this, our initial drafts are always self-written, preserving the essence of our narrative. Our custom GPT then steps in as a collaborative partner, not a content creator, providing insights and suggestions while maintaining the authenticity of our voice.

Future outlook

Our future with AI in content creation is promising. We plan to refine our custom GPT further, exploring broader applications in storytelling and thematic content. This integration of AI offers an exciting glimpse into a future where human creativity synergises with technological efficiency.

Integrating a custom GPT, developed from ChatGPT, into our LinkedIn content strategy has been transformative. It illustrates the powerful role AI can play in augmenting human creativity, ensuring content is engaging and deeply resonant with our audience. As we continue to explore this synergy of AI and human insight, the potential for innovation in content creation seems boundless.

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Singapore-based digital M&A platform match.asia aims to address the traditional challenges of the mergers & acquisitions (M&As) process, such as inefficiency, limited outreach, low success rates and high costs — through a marketplace model. The free-to-list platform leverages its 1,000-plus global buyer network and expertise to improve the traditional approach.

In this interview, its founders Marcus Yeung (MY) and Patrick Linden (PL) discuss the inefficiencies, costs, and manual processes plaguing traditional M&A, sharing insights into the creation of match.asia.

Edited excerpts:

Can you elaborate on the specific challenges in Southeast Asia’s M&A landscape that led to the creation of match.asia and how your platform addresses them?

PL: Traditional M&A is complicated, inefficient, expensive, and only available to larger companies. From a founder’s perspective, it is a hit-and-miss process on an ad-hoc basis.

Having been through several M&A processes as a tech founder, I find it rather painful. You tend to spend US$10,000-20,000 on fixed retainers each month and spend probably 25 per cent of your time as a founder preparing and accompanying that process. After months of preparation, the advisor starts reaching out to potential buyers, which is very manual and slow. Things often only work out after spending over US$100,000 and a lot of time and effort.

Also Read: M&As: Key to building an embedded finance ecosystem

MY: We solve this through our unique marketplace, which has thousands of sellers and buyers and our data-based matching system, enabling sellers and buyers to match quickly. We do not charge sellers or buyers to list; all listings are done on a no-names basis, making it easy for sellers to list without risk.

What inspired the marketplace model for match.asia, and how does the data-based matching system contribute to ensuring high-quality matches in M&A transactions?

PL: The typical M&A process in Southeast Asia is basically stuck in the dark ages. With match.asia, we aim to revolutionise that. We use a curated marketplace model with thousands of sellers and buyers, utilising technology that underpins our data-based matching system. This will lead to a much higher number of successful transactions, ultimately benefiting the whole ecosystem significantly.

MY: Buying and selling property, cars, household goods, services — these have all moved to marketplace models. Even dating. M&A is one of the last markets, which is still largely manual and hit-and-miss.

As founders and M&A experts, we know the pain points of M&A and can see that M&A is ripe for disruption. We work closely with sellers to present their data to buyers so they can be easily found through data-based matching. Sellers like us as we are a no-risk way for them to explore opportunities with 1000s of buyers. Buyers like us because we make it easy for them to find serious sellers.

Could you share examples of how match.asia’s innovative approach has already increased the success rates of M&A transactions, particularly for Asian SMEs? How many deals have you facilitated so far?

PL: Since we went live two weeks ago, we have been inundated with requests to list on our platform. We have onboarded over 100 sellers and offer access to over 1,000 global buyers. Several matches have already been made between buyers and sellers.

Given your extensive combined experience in M&A and entrepreneurship, how do you see match.asia impacting the accessibility of M&A as a strategic option for SMEs in the region?

PL: Our vision for match.asia is to significantly enhance the accessibility of M&A activities for SMEs in SE Asia. Leveraging our deep experience in M&A and entrepreneurship, we aim to democratise the process, making it more transparent, efficient, and cost-effective. Our platform serves as a bridge, connecting sellers with a global pool of buyers and providing tools to streamline the process, thereby enlarging the ecosystem for everyone involved.

MY: Most SMEs cannot access M&A as a strategic option. In their eyes, it is too expensive, risky, and often unsuccessful. We aim to change this. Through our M&A marketplace, data-based matching and free confidential listings, all good SMEs of any size will be able to get on the radar screen of 1000s of potential buyers.

Can you walk us through the decision-making process behind the platform’s pricing model, where it is free to list for sellers and buyers, with a success fee payable only upon transaction closure?

PL: Our decision to make match.asia free for listing both sellers and buyers, with a success fee only upon closing a transaction, stems from our commitment to promoting accessibility and trust. We understand SMEs’ hesitancy regarding upfront costs and fixed retainers in traditional M&A processes. By eliminating these costs, we open doors for more businesses to explore strategic growth opportunities without financial risk. Our success fee model aligns our interests with those of our clients, ensuring we are successful only if our clients are successful. This will encourage more SMEs to list on our platform, attracting more buyers.

In what ways does match.asia maintain confidentiality for sellers, considering that listings are on a no-name basis? How has this feature been received in the market?

MY: M&A is a very sensitive topic, and many sellers do not want to be openly seen to be interested in M&A. That is why we list all sellers and buyers on a no-name basis, to allow them to exchange information without reservation. We also list key data in ranges and aim to strike the right balance between giving enough information for buyers to be able to decide whether the opportunity is attractive to them and not being too detailed to be a concern to the seller. If a buyer is interested in a seller, they can ask to contact the seller and request detailed information once an NDA has been signed. This way, the seller maintains complete control over its confidential information.

How does match.asia leverage the global buyer network and expertise of its sister company, Seabridge Partners? In what specific ways does this collaboration enhance the capabilities of match.asia?

MY: match.asia collaborates closely with its sister company, Seabridge Partners, leveraging its 12-plus years of experience and extensive global buyer network to enhance the platform’s capabilities.

Also Read: In good times and bad: An outstanding investor will stand by you

This partnership enriches match.asia with a vast pool of potential buyers, elevating the platform’s ability to facilitate successful M&A transactions quickly. SEAbridge is a leading IB boutique in SE Asia with deep expertise in running M&A processes and an extensive global buyer network.

Can you share insights into the role technology plays in disrupting the traditional M&A processes and how match.asia maximises efficiency and successful outcomes through its platform?

PL: At match.Asia, technology disrupts traditional M&A by automating key phases like preparation, marketing, and matching, streamlining the process and enhancing efficiency. Our online marketplace of sellers and buyers and data-based matching system makes it easy for buyers and sellers to find their ideal partners. We have plans to leverage key technologies such as generative AI for broader automation across the M&A workflow, increasingly optimising outcomes over time.

As co-founders, how do you envision match.asia evolving in the future, and what impact do you hope it will have on the broader M&A ecosystem in Southeast Asia? How does match.asia align with the broader mission to make M&A more 
successful, accessible, and cost-effective for all parties involved, including 
sellers, buyers, and intermediaries in the M&A ecosystem?

PL: As co-founders, we envision match.asia not just establishing itself as the premier M&A platform in Southeast Asia but also as a catalyst for systemic change within the M&A ecosystem. Our ambition is to harness cutting-edge technology to redefine how M&A transactions are prepared, marketed and executed, making the process as seamless and efficient as possible. By doing so, we aim to significantly increase the volume of successful deals, bringing measurable benefits to sellers, buyers, and intermediaries alike. This vision extends beyond simplifying transactions — it’s about fostering a more vibrant, accessible, and dynamic M&A environment that propels economic growth and innovation across the region.

MY: Take the evolution of the real estate industry, for example. Just as property platforms like PropertyGuru revolutionised property transactions by increasing the numbers massively of sellers and buyers, making them more transparent and efficient, match.asia aims to transform the M&A landscape. Previously, property sales were cumbersome and limited in reach, just like the traditional M&A process today. Now, platforms enable broader access and smoother transactions, a model match.asia seeks to emulate M&A, thereby enlarging the ecosystem for all participants.

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AI is like a game-changer, bringing new levels of creativity and efficiency to the table. At our agency, we’ve embraced AI, using it to transform everything from how we understand data to the way we connect with customers. The implementation of AI in marketing isn’t just a technological upgrade; it’s a venture steeped in ethical considerations, particularly concerning customer privacy and trust.

Implementation and impact

Our journey into AI-enabled marketing began with a clear goal: to deliver personalised, efficient, and impactful marketing solutions without compromising our clients’ trust. We introduced AI tools for data analysis, customer segmentation, and predictive modelling. These technologies allowed us to gain deeper insights into consumer behaviour and tailor our marketing efforts accordingly.

The impact was profound. Campaigns became more targeted, results more measurable, and strategies more adaptable. However, our success wasn’t just in the numbers; it was in the trust we maintained with our clients and their customers. By prioritising data security and ethical AI usage, we turned potential privacy concerns into a foundation of trust.

Challenges and solutions

Adopting AI wasn’t without its challenges. We were always mindful of safeguarding consumer data’s privacy and security for our clients. There was a lot of chatter and curiosity around topics we were grappling with internally.

Also Read: Leveraging AI and ML in supply chain management for smarter decision making

People were asking things like, “What’s the right way to handle consumer data using AI?” and “How can businesses keep this data safe?” These online discussions really got us thinking and pushed us to find effective solutions for these valid concerns.

Baseline standard of protection

To address these concerns, we established a baseline standard of protection for personal data in Singapore. We ensured compliance with privacy laws like PDPA for Singapore (GDPR in the EU and CCPA for the United States), optimised data encryption, and maintained transparency with our clients about data usage. Educating our team and clients about ethical AI practices was key. It was about constantly realigning them on the importance of ethical decision-making when using AI tools.

Minimise data collection

In the digital world we live in now, data is often viewed as an incredibly valuable asset. Therefore, it is tempting to collect as much as possible. However, this approach can lead to significant risks and ethical concerns.

The principle of data minimisation is about changing this mindset. It means actively choosing to only gather the data that is essential for the specific purpose you need it for. This practice is not just a good ethical stance; it’s a practical one.

By collecting only what is necessary, you reduce the volume of data that needs protection. This, in turn, lowers the risk and potential impact of data breaches. Fewer data points mean fewer opportunities for sensitive information to be exposed or misused.

On top of that, this approach aligns with the growing consumer demand for privacy and their right to control their personal information. In essence, data minimisation is about respecting the trust that consumers place in your organisation and being a responsible steward of their information.

AI transparency

Transparency in the use of AI is crucial in building and maintaining trust, not just with our clients but also with their end customers. When my team and I use AI, especially in areas that involve data processing or decision-making that could significantly impact individuals, we make it a point to be clear and upfront about it.

This transparency involves explaining what AI is being used for, how it works in simple terms, and what implications it might have for the individuals whose data is being processed. For instance, if we’re using AI for personalised marketing, we ensure our clients understand how the AI is creating these personalised experiences and what data it’s using.

Being transparent about AI also means being open about its limitations and the measures taken to address issues like potential biases. This level of openness helps demystify AI and reduces fears of an opaque, uncontrolled technology. Ultimately, AI transparency is not just about fulfilling a legal obligation; it’s about fostering a relationship of trust and ethical responsibility with clients and the wider public.

Also Read: How to unlock new horizons with generative AI

By addressing these aspects, we are better equipped to handle consumer data responsibly and ensure its safety in an AI-driven environment.

Future outlook

Looking forward, we are committed to exploring the potential of AI while upholding our ethical standards. Our future endeavours include enhancing AI transparency, improving customer data protection, and exploring AI’s role in creating more inclusive marketing strategies.

We believe that the future of AI in marketing is not just about leveraging technology for business growth; it’s about doing so responsibly, ethically, and with respect for consumer privacy and trust.

In conclusion

AI presents a world of opportunities in digital marketing, but it also demands a new level of ethical responsibility. At our agency, we are progressively working towards optimising these changes. It’s a gradual process of embracing this new paradigm, one where we see a chance to forge stronger, more trusting relationships with our clients and their customers.

As we move forward, we remain committed to balancing innovation with ethical practices, ensuring that our journey into AI-driven marketing is as responsible as it is revolutionary.

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Japan is ranked 7th globally among the best countries for education according to US News Ranking. Its educational system is widely recognised for its strengths in several key areas, contributing to its reputation for high-quality education. Specifically, Japan consistently performs well in international assessments like the Programme for International Student Assessment (PISA), showcasing strong proficiency in subjects like mathematics, science, and reading, reinforcing the country’s academic excellence. Additionally, Japan employs innovative teaching and learning methodologies such as group-oriented learning, hands-on activities, and problem-solving approaches.

Among the top five best universities in Japan, Nagoya University is known for its notable educational and research system, accomplishing high research quality of international standards that have yielded six Nobel laureates and nurturing some of Japan’s foremost leaders since its establishment in 1871.

In recent years, the university has taken a more significant leap towards fortifying its presence in Singapore and across Asia. After setting up the preparation office in BLOCK71 Singapore, the National University of Singapore’s (NUS) incubation hub in July 2023, the institution marked a significant milestone with the establishment of Nagoya University Global Campus Ltd. last November 2023 in Singapore.

Nagoya University is the first and only National University in Japan which established a legal entity and has placed a full-time faculty in Singapore. This strategic initiative serves as the cornerstone for augmenting education, research, industry-academia collaborations, and startup support activities within the region. As a testament to its commitment, Nagoya University has formed partnerships with various educational and research institutions, public agencies, and private companies, including NUS.

Nagoya University’s foundation of excellence

Situated in Japan’s fourth-largest city which is home to the biggest port in Japan, Nagoya University’s pivotal role in supporting industries such as automobile, aerospace, ceramics, and robotics underscores its symbiotic relationship with the manufacturing and industry hub of Asia. The largest automobile manufacturer in the world, Toyota Motor Corporation is also headquartered in Aichi, Japan where Nagoya is the capital city.

Nagoya University’s eminence in the realms of research and deep tech innovation is undeniable. With six Nobel Laureates accounting for 20% of awardees from Japan, it stands among the country’s leading institutions, contributing significantly to the country’s academic and research landscape. 

Also read: Strengthening mental healthcare in Asia through local data that enhances efficacy

Many world-class scientific research discoveries including the PMNS matrix, Okazaki fragment, Noyori asymmetric hydrogenation, Sakata model, and Blue LED were born at Nagoya University. Notably, the Nagoya University Hospital’s recognition as the “Newsweek” World’s Best Specialised Hospital in 2023 further underscores its multidisciplinary expertise and commitment to healthcare innovation.

The university’s sprawling network across Asia spans multiple countries including Cambodia, China, Indonesia, Laos, Philippines, Thailand, and Vietnam, among others, exemplified by its establishment of various educational and research centres and offices. These centres and offices signify Nagoya University’s dedication to fostering educational exchanges and collaborative research endeavours across diverse cultural landscapes in Asia.

Nagoya University’s strategic partnership with NUS

Nagoya University embodies a commitment to excellence and innovation. Its mission centres on nurturing an ecosystem conducive to groundbreaking research, educational advancement, and the cultivation of entrepreneurial spirit. Nagoya University’s emphasis on education and unwavering support from prestigious academic institutions are central to its reputation in Asia. This dedication has cultivated an environment that nurtures collaboration among Asian stakeholders, aiming not only to fortify Japan’s innovation landscape but also to drive advancements in the region’s educational domain. Being the first and only national university in Japan to set up a legal entity and place a full-time faculty in Singapore stands as a testament to Nagoya University’s dedication to building collaborations across Asia.

Moreover, the influx of its faculty members into Singapore and the establishment of NUS’ BLOCK71 office in Nagoya has spurred discussions about establishing new research bases in both Nagoya and Singapore. BLOCK71 is an initiative by NUS Enterprise in collaborative and strategic partnerships with established corporates and government agencies. It is a technology-focused ecosystem builder and global connector which catalyses and aggregates the startup community.

Growing beyond borders

As Japan seeks to be a part of an Asia innovation circle, collaboration with Asia regions, especially Southeast Asian countries, offers a wealth of opportunities. The diverse and glowing economies, populations, cultures, and technological landscapes within Southeast Asia present a fertile ground for cross-pollination of ideas and expertise.

By expanding its presence in the region, Japan can tap the unique strengths of Southeast Asian nations, leveraging their emerging tech ecosystems and young, dynamic, and glowing talent pool. This collaborative approach enhances Japan’s ability to access new markets and facilitates the exchange of knowledge, ultimately driving innovation through the synthesis of diverse perspectives and skills.

Also read: Empowering businesses: Lalamove’s impact on local enterprises

Nagoya University’s programmes and support mechanisms acknowledge the value of growing beyond borders, offering startups the avenues to tap diverse markets and opportunities across Asia and highlighting the importance of regional expansion for startups in today’s globalised world. For example, Nagoya University’s active involvement in exhibitions in Singapore such as InnovFest x Elevating Founders 2023, which was part of Asia Technology x Singapore 2023 and SWITCH 2023 (Singapore Week of Innovation & Technology) illustrates its dedication to supporting startups.

By setting up display booths with support from NUS Enterprise, the University provides a platform for startups to showcase their innovations and gain exposure to potential investors and collaborators. Through the joint efforts between NUS Enterprise and Nagoya University in the InnovFest 2023 and SWITCH 2023 exhibitions, they have provided a platform for 18 startups, amplifying their visibility and access to Asian markets and beyond.

The partnership between Nagoya University and NUS marks a major milestone with the launch of its first NUS Overseas Colleges (NOC) Japan entrepreneurial hub in Nagoya.

As part of this collaboration, two NUS PhD students will embark on their internship with the startups, MAP IV and AquaAge, incubating at Nagoya University laboratory. This initiative embodies the collaborative ethos driving both institutions in the fields of advanced technologies including 3D Mapping, artificial intelligence, deep learning, machine learning, and natural language processing.

On 12th January 2024, the NOC Nagoya August 2024 intake session was held in NUS, commencing the application process for the second batch of NUS PhD students.

Nagoya University’s unwavering commitment to Singapore and Asia, in partnership with NUS, demonstrates a proactive approach towards fostering educational, research, and entrepreneurial initiatives. Through these collaborative efforts, the university paves the way for innovative breakthroughs and sustained growth in the dynamic landscape of Asia’s academia and industry.

Also read: Omnichat hit a record-high of 10x revenue growth in the SEA market

By deepening ties with Southeast Asia through Nagoya University’s initiatives, Japan can take part in addressing shared concerns and help pool ideas and expertise for more effective solutions. This interconnectedness not only promotes technological innovation but also cultivates a broader understanding of the regional challenges at hand.

Ultimately, Nagoya University’s regional initiatives act as catalysts for a holistic approach to innovation, creating a collaborative ecosystem that benefits both Japan and Asia, especially the Southeast Asian region, in navigating the complexities of the changing world.

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This article is produced by the e27 team, sponsored by Nagoya University

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