As Singapore’s small and medium-sized enterprises (SMEs) navigate the choppy waters of a dynamic global economy, they find themselves at a crucial crossroads. The thrust towards digitalisation is not just a trend but a lifeline as businesses increasingly turn to cloud computing, AI, and big data to enhance operations and unlock new market potentials. Yet, this digital evolution unfolds against a backdrop of formidable economic challenges.

According to the DBS Bank’s SME Pulse Check Survey 2023, the primary concerns for SMEs are rising global interest rates, identified by 50 per cent of respondents, and labour costs and availability, noted by 43 per cent. Furthermore, the Goods and Services Tax (GST) in Singapore saw an increase from seven per cent to eight per cent on January 1, 2023, and underwent another hike from eight per cent to nine per cent on January 1, 2024.

In response to these economic pressures, many SMEs are turning to digitalisation as a strategic solution. Approximately 32 per cent of SMEs aim to reduce business expenses and enhance operational efficiency through technological advancements this year. In recognition of these benefits, a notable 36 per cent of local SMEs have significantly digitised their operations.

Singapore’s economic narrative in 2023 was one of a narrow escape from a technical recession, inching forward with a 0.1 per cent growth in the second quarter after a 0.3 per cent contraction in the first quarter. This razor-thin margin underscores the urgency for SMEs to reimagine and reinvent.

In today’s economic landscape, innovation is not a luxury but a necessity for survival. SMEs are increasingly realising that adopting technologies and undergoing digital transformation is not just about keeping pace — it’s about staying ahead. It’s a critical response to a customer base that demands fast, intuitive, and seamless services.

Transforming challenges into opportunities: Strategies for SMEs to optimise cash flow and manage costs

In the rapidly evolving economic landscape of Singapore, SMEs face the dual challenge of staying competitive while managing financial pressures. To transform these challenges into opportunities, it’s essential for SMEs to adopt these three key strategies that optimise cash flow and manage costs effectively. Each of these strategies offers a unique avenue for SMEs to navigate and thrive in the current economic climate.

Gaining insights into cash flow

According to DBS’s SME Pulse Check Survey, ‘ensuring consistent cash flow and managing costs’ remains the top business priority for 62 per cent of SMEs in 2023, particularly in a persistently challenging business environment.

Also Read: Grab supports digital currencies top-ups under partnership with Triple-A

For many SMEs, understanding the nuances of cash flows is a complex task typically reserved for professional finance teams. However, given the size and resource constraints of SMEs, maintaining a full-fledged finance team is often not feasible. Fortunately, the relative simplicity of SME operations makes them ideal candidates for technological solutions.

Implementing a robust finance stack, which includes accounting software integrated with a spend management solution, can be a game-changer. Such systems enable SMEs to gain detailed insights into critical financial questions: How much cash is on hand? Where is the revenue coming from, and where are expenses going?

With access to almost real-time data on money movement, SMEs can analyse and improve their cash flow. Key considerations include evaluating whether customers are paying on time, assessing the fairness of credit terms, negotiating better terms with major vendors, and ensuring that spending stays within budget.

Strategic cash financial management

In an environment of rising interest rates, strategic deployment of excess cash into interest-bearing investments or deposits can yield attractive returns. By understanding their cash flow and anticipating upcoming business payments, SMEs can time their major cash outflows efficiently. This allows them to maintain a lower level of buffer cash and invest the excess in interest-bearing opportunities.

Additionally, for SMEs engaged in significant overseas trade, foreign exchange (FX) and bank charges can accumulate substantially. To mitigate these costs, SMEs might consider digital business accounts or remittance specialists offering improved FX rates.

Outsourcing accounting work

High labour costs in Singapore present a significant challenge for SMEs managing their finances. The average salary for a certified finance manager is around SG$91,000 (US$67,440), whereas engaging with an accounting firm can be much more cost-effective.

Also Read: Why a customer-centric digital marketing strategy is the way to go?

In fact, outsourcing accounting and financial management tasks to external agencies or adopting digital tools offers a cost-effective alternative. This approach reduces the overhead associated with an in-house finance team and provides access to professional financial expertise at a lower cost.

Digitalisation can also improve productivity and provide real-time insights into cash flow, which is crucial for effective financial management. However, digitalisation is not an easy process, and accounting is one of the easiest roles to start with.

Working with a digital outsourced firm can help accelerate this transition without the risk of business disruption. Embracing this digital approach allows SMEs to streamline their financial operations, ensuring they remain agile and responsive in a dynamic business environment.

Moreover, leveraging solutions like expense management cards can enhance fund allocation accuracy and help SMEs stay within budget for specific functions. By utilising these external resources, SMEs are free to concentrate more on core business activities, thereby fostering growth and innovation.

Embracing a digital future

In conclusion, Singapore’s SMEs stand at the forefront of digital proficiency, embodying the potential to pioneer in innovation and operational efficiency. By adopting the right mindset, leveraging appropriate tools, and utilising available support, these businesses are well-positioned to transform potential challenges into opportunities for growth and success.

This approach not only bolsters their individual capabilities but also contributes significantly to the broader economic landscape, reinforcing Singapore’s status as a hub of technological advancement and business excellence. 

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Last month, Singapore-based cultivated seafood company Umami Bioworks announced a merger with Shiok Meats, a renowned crustacean meat startup backed by Y Combinator, SEEDS Capital, and other high-profile investors. The development surprised many, given that the alt-protein market in Southeast Asia is still nascent and far from mature, its surface is barely scratched, and consolidation is still many years away.

Alternative protein — encompassing a wide range of products, including plant-based meats, insect-based protein, and cell-cultured meat — witnessed an upsurge in interest and excitement in the region in the past four to five years, attributable to a mix of societal, environmental, health, and ethical considerations. Nearly a hundred alt-protein companies currently operate in the region. Massive capital was poured into the space, with investments peaking in 2021 (US$103.8 million across 11 deals) and 2022 (US$178.8 million across 10 deals).

However, the investments witnessed a significant decline in 2023 (just US$9.5 million across six rounds) thanks to funding winter, leaving many alt-protein companies high and dry. Among them, cellular agriculture and cultured meat startups felt more pinch.

Also Read: Shiok Meats CEO Sandhya Sriram to step down after merger with Umami Bioworks

A high capital-intensive business

“Alt-protein is a high capital-intensive business,” says Jonas Eichhorst, Executive Director of Protenga, an insect-based nutrition business in Malaysia. “Many models require significant capital for IP development (PhD researchers are expensive) and to scale the production facilities.”

However, regulatory uncertainties and business scaling challenges forced VCs to turn their focus to traditional high-margin products, and the alt-protein space suffered.

“VCs typically prioritise investment opportunities that align with current trends and emerging market demands,” according to Jason Fong, founder of Wholesome Savour (a plant-based foodtech company. “They follow the money by investing in sectors with the potential for significant growth and returns.

In the context of the alternative protein industry, where there is a growing interest in plant-based proteins, cell-cultured meats and other innovative protein sources, VC funding has been increasingly prominent. “In alt-protein, certain areas, such as cellular agriculture and cultured meat, require substantial R&D and technology investments to scale production and bring costs down,” Fong shares.

But that is not happening. According to experts, VC investments will continue to be slower, and VCs will likely look very carefully at who they’d be co-investing with and if there are deep pockets.

“Alt-protein is a game that needs to be done on a massive scale, so the cost of capital becomes a major constraint here. This means that the business needs to be large-scale, too. However, it is hard because if you want to be a large-scale business, you can’t be a niche/boutique business; rather, you should go mainstream. This, in turn, means low margins,” adds Eichhorst.

Also Read: Shiok Meats wants to bring cruelty-free shrimp products to your dining table with its US$12.6M Series A

However, choosing between being a boutique business and going mainstream is a task in itself. “Because of this, many companies will likely get stuck in the middle; you may find some boutique companies doing interesting work but not venture-backed firms. Then, for large-scale ones, the venture capital still may not be enough because of the scale of capital required and the resulting cost of capital,” Eichhorst explains. “Some players are trying to go into high-margin niche applications, but fundamentally, you need to go mainstream to justify the quantum of capital raised and then subsequently return the capital.”

The way forward

It is important to recognise that there are bound to be winners and losers with any trend or fad. Despite the initial hype or investment, not all companies or technologies within the alternative protein space will succeed. Factors such as product quality, scalability, market fit, competition, regulatory challenges, and consumer acceptance play crucial roles in determining which companies emerge as successful players in the industry.

“Identifying the right niche or space within the alternative protein industry is crucial to succeed,” remarks Fong. “It involves understanding consumer trends, market demand, competition, and regulatory landscape. Companies can differentiate themselves by focusing on product innovation, sustainability, taste, and affordability or targeting specific consumer segments.”

Finding partnerships with players with strong balance sheets or being in niche applications in the value chain is equally crucial. However, they must be cautious about capital as these likely aren’t hypergrowth stories.

“As the global cultivated meat sector continues to evolve, reducing production costs and achieving scalability through innovations in raw materials sourcing, media use reduction, and supply chain optimisation becomes paramount. The (Umami-Shiok Meats) merger allows both teams to leverage their compounded learnings over the years, fostering an environment ripe for breakthroughs that could set new industry standards. Further, it underscores the critical role of sustainable food systems, like cultivated seafood, as integral components of the broader climate solution framework,” said Manav Gupta, Founder and CEO of Brinc, an accelerator-cum-VC fund and an investor in Umami.

Crafting a well-developed go-to-market (GTM) strategy is also vital. A strong GTM plan delineates how a company will engage with its target audience and drive revenue generation. “Companies that clearly communicate and execute their GTM strategy are better positioned to excel in competitive environments. Financial adaptability is crucial during periods of industry unrest. Companies with solid financial structures and access to capital possess the resilience to withstand uncertainties, undertake strategic initiatives, and leverage growth prospects emerging from industry shifts,” says Fong.

Also Read: Umami Meats secures US$2.4M seed funding to scale its cultivated seafood business in Singapore

“Ultimately, success in any sector hinges on delivering value to customers by effectively meeting their needs. Companies that comprehend market requirements, innovate to address these demands, and provide superior products or services will likely thrive, regardless of prevailing industry trends or competitive pressures,” he goes on.

In Fong’s view, VCs have a unique opportunity to drive positive change and make a lasting impact on society. By embracing a longer-term perspective that includes considerations for green, sustainable practices and social impact, VCs can catalyse innovation that benefits their bottom line, the planet, and communities.

“Prioritising initiatives that contribute to environmental sustainability, social responsibility, and ethical practices can lead to long-term value creation and positive outcomes for both investors and society. By going beyond the pursuit of immediate financial gains and focusing on holistic, sustainable approaches, VCs can play a pivotal role in shaping a more prosperous and equitable future for all,” the Wholesome Savour founder says.

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From exploring the integration of artificial intelligence (AI) into our daily lives to anticipating the opportunities presented by 6G, Malaysia is reshaping the landscape of the digital society and economy.

This transformation holds significant economic value, as the digital economy may contribute an impressive 24.4 per cent to Malaysia’s gross domestic product (GDP) this year against a backdrop of a forecasted economic growth of 4.2 per cent, as indicated by a recent study conducted by a local digital association, PIKOM.

Digital and internet-driven applications form the foundation of future value creation, a truth universally acknowledged worldwide. In the Malaysian context, this certainty extends to the pivotal role of data-intensive AI applications, collaborative business models, and the immersive internet in ensuring prosperity for tomorrow.

Additionally, it is imperative to recognise that current infrastructure may fall short of meeting the demands of future applications. The impending need for swift data exchange will elevate latency as the new currency in Malaysia’s evolving digital economy. 

The significance of every millisecond

Latency, the duration of time taken during data transfer, plays a crucial role, especially in scenarios where milliseconds can make a difference. Take, for instance, autonomous vehicles, which have only recently started to navigate Malaysian roads; onboard computers must make split-second decisions on obstacles, pedestrians, and open lanes.

Similarly, in local plants or factories, where AI facilitates the safe collaboration between humans and machines, and in immersive experiences like the metaverse, latency becomes a decisive factor.

Also Read: New-age internet platforms are breeding grounds for financial crimes. Here’s how to tackle them

Feeling, seeing and hearing — our brains require 20 milliseconds to process tactile sensations, 13 milliseconds for the central nervous system to interpret visual stimuli, and less than 1 millisecond for auditory perception. In matters of latency, our perception remains steadfast. This unwavering quality becomes the arbiter of the metaverse’s success or failure.

Why is this the case? Simply because our engagement with immersive applications is complete when the experience feels entirely natural. If the synchronisation between visuals and audio is amiss, it is not merely an inconvenience — it is deemed unacceptable.

Reduced latency, enhanced prosperity

In the evolving landscape of the internet, an increasing number of devices in Malaysia must rapidly exchange vast amounts of data. Low latency becomes imperative to ensure the safety of autonomous vehicles, seamless collaboration between robots and engineers in local factories, and the sustained growth of the digital economy, contributing significantly to the nation’s prosperity.

To pave the way for the next-generation internet, be it through fibre optics, mobile networks, or satellite connections, it is important to elevate the current infrastructure’s capabilities to handle faster data packet exchanges.

This requires a collaborative effort that prioritises customers and applications, not only between the network and users but also among different networks themselves. One approach involves strategically relocating extensive data lines and high-performance computers closer to areas where intelligent applications are integral to daily life and work.

The ultimate objective is to establish a robust, globally distributed, and interconnected infrastructure with future-ready capabilities, fostering agility from the cloud to factory server rooms and even the compact edge units in smart vehicles.

The correlation between reduced latency and heightened prosperity is evident in markets where the interconnection ecosystems surrounding DE-CIX Internet Exchanges (IXs) thrive. For instance, in Dubai, a remarkable reduction in latency from 200 to 3 milliseconds between 2012 and 2022 has spurred regional entrepreneurship. During the same period, on-site data centres tripled, and network numbers increased eightfold.

A similar trend is unfolding on the Iberian Peninsula, particularly in Madrid, where the data centre count has risen from 20 in 2016 to over 30 today, with 15 more in the pipeline. Our joint study with Digital Realty and IDG market researchers, soon to be unveiled in Spain, reinforces this trend: where networks intersect, data centres emerge — generating employment, fortifying the economy, and securing prosperity.

Also Read: To capture value creation, tech companies must understand internet user on a global level: Report

According to IDG experts, every Euro invested by the Spanish data centre industry contributes 7 Euro to the gross domestic product. Similarly, in Malaysia, the expansion of data centre infrastructure, spurred on by interconnection infrastructure like robust IXs,  correlates with economic growth, job creation, and enhanced prosperity.

Fostering progress together

The path forward necessitates collaborative efforts within the industry to address technological challenges and prepare for future digital advancements. By investing in technological infrastructure today, Malaysia can ensure its readiness for the forthcoming era of digital progress.

Deloitte estimates the impact of the metaverse on GDP in Asia to be between US$0.8 trillion and US$1.4 trillion per year by 2035, roughly 1.3 to 2.4 per cent of overall GDP per year by 2035. With the potential for substantial economic returns, particularly in emerging concepts like the metaverse, the opportunities for Malaysia’s digital future are vast and promising.

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Imagine a world where machines not only perform mundane tasks but create and innovate. This world is no longer a distant future and is within our reach today thanks to Intelligent Automation, the powerful synergy of Robotic Process Automation (RPA) and Generative Artificial Intelligence (Gen AI). It’s an exciting frontier in digital transformation, one that calls for an equally transformative approach to its governance and risk management.

The symphony of RPA and Gen AI

RPA automates mundane tasks – streamlining operations and ensuring efficiency. On the other hand, Gen AI takes creativity to the next level, enabling systems to generate new content, ideas, or solutions. When these two come together, businesses can achieve outcomes that have not yet been realised.

Think about the potential. Routine processes are automated, ensuring that resources are optimised. Meanwhile, Gen AI infuses creativity into the framework, allowing for innovation even in the most standardised operations. This duality brings a new kind of dynamic to the digital realm.

Recent SS&C Blue Prism research reveals that 35 per cent of organisations in Singapore are turning to intelligent automation to adapt to the challenging economic outlook. Intelligent automation combines technologies like generative AI, robotic process automation (RPA), business process management, etc., to reengineer processes and drive business outcomes.

Generative AI can be used to automate tasks that were previously only possible for humans to perform, from assisting with customer service to processing large volumes of data from documents to supporting a wide variety of everyday office tasks, such as writing copy or creating personalised content for each customer. It can even suggest new processes which could be automated and enable a greater cross-section of workers to initiate the development of automation due to its usability.

Also Read: Generative AI: Unprecedented adoption rates in 2024

While historically, AI projects have been long, expensive, and complex, generative AI has the potential to reduce time to value for digital transformation initiatives and make advanced technologies more accessible to a greater cross-section of people thanks to its ease of use and learning capabilities.

Governance: The key to getting Gen AI right

Governance in the context of Gen AI means setting clear boundaries and guidelines on how this technology is used. It’s about understanding its capabilities and limitations. Most importantly, it’s about ensuring that as we leverage Gen AI, we do so ethically, responsibly, and with a clear purpose in mind.

Businesses need to consider certain factors before they explore adding generative AI to their toolkit to accelerate digital transformation since its outputs can have a significant impact on a company’s reputation, revenue, and legal liabilities.

A clearly defined corporate governance risk management strategy and set of operating principles around this need to be developed. Done right, generative AI can support an automation strategy that is even more innovative, cost-effective, and productive than anything we have seen before.

Reasons why governance and risk management considerations are important when using generative AI:

• Help ensure AI-generated content does not violate intellectual property, privacy, or other laws
• Make sure the use of generative AI aligns with your organisation’s ethical principles
• Maintain your organisation’s quality standards and confirm outputs are consistent with expectations
• Ensure the right information is used for the right purposes to protect sensitive information and privacy.

How to develop a governance and risk management strategy

A clearly defined strategy and concomitant operating principles maximise the benefits of generative AI while mitigating any outfall. Developing a strategy involves several key steps:

• Define the scope: This includes the types of content you will be generating, the data you will be using, and the intended use cases for the content. This helps with identifying the specific risks and governance requirements that apply to your initiatives.
• Identify risks: These may include legal risks, such as infringing on intellectual property; ethical risks, such as bias in generated content, and security risks, such as the potential for data breaches. You may need to engage with legal and compliance experts to identify all potential risks.

Also Read: Riding the affluence surge: How Generative AI can power growth in financial advisory

• Establish governance requirements: Based on the risks you’ve identified, establish governance requirements that will mitigate those risks. These may include policies and procedures for data handling, content review, and compliance with regulations.
• Develop a risk management plan: Outline how your organisation will mitigate and manage risks. This may include risk assessments, monitoring, and regular reviews of governance practices, as well as processes for identifying and addressing any issues that arise.
• Train employees: It’s important to train employees on governance and risk management practices. This may include training on data handling, content review, and compliance with regulations. Make sure all employees who will be working with generative AI understand the risks and their responsibilities for mitigating those risks.
• Monitor and review: Monitor and review your governance and risk management practices on an ongoing basis. This will help you identify any gaps or issues that need to be addressed and ensure that your practices remain effective over time.

Final thoughts

Like all advanced technologies, generative AI’s impact is positive – so long as you take the steps necessary to ensure you’re using it the right way. There’s no turning back the train. Generative AI is here to stay – full steam ahead.

The best approach is going to be to embrace it with care and work with providers when it comes to decision-making around implementation. The possibilities behind generative AI are exciting – so let’s work to get it right and make it a force for good.

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Diversity and inclusion (D&I) are fundamental pillars of a vibrant workplace culture. Embracing diversity extends beyond recruitment; it’s about cultivating an environment where every individual feels esteemed, respected, and enabled to contribute their distinctive perspectives and skills. Inclusive workplaces nurture innovation, creativity, and collaboration, thereby enhancing business performance. At Zoala, we deeply appreciate the importance of D&I and are dedicated to fostering a culture where all individuals can flourish.

Creating an inclusive culture

Our main goal is to achieve “full participation of all”. When it comes to D&I, we recognise that the approach for a seed-stage startup differs from that of larger organisations. With differing needs, resources and opportunities, we need to prioritise building a more realistic framework — one that is agile and flexible.

Instead of focusing on diverse hiring (though that’s also important and something we’re working towards!), we place more emphasis on creating an inclusive culture where everyone feels seen, heard, and cared for. This ensures our Zoalies feel safe and comfortable bringing their authentic selves to work. 

Guiding principles for our D&I initiatives are closely tied to our company values. 

• Be open and transparent. 
• Be caring and harmonious.

Embracing cultural diversity

Something about Malaysians and Singaporeans is that we share a unique upbringing in diverse, multicultural societies. This background instils in us an innate openness to embracing and respecting various cultures.

In Zoala, we enforce the importance of diversity by learning and celebrating the cultural events and practices of our talents. We encourage our team to know the meaning and significance behind celebrations and facilitate conversations among the team. We also prioritise flexibility to accommodate specific needs, such as allowing for early release during periods of fasting for religious reasons. 

This approach ensures that all team members feel cared for, supported, and respected when practising their religious beliefs.

Feedback and transparency

Another way we support D&I is through robust feedback and regular check-ins as a commitment to transparency and openness. These channels provide team members with avenues to share their thoughts, suggestions, and concerns safely and confidentially.

Also Read: Invest in women, accelerate progress: Why gender equality matters now more than ever

Whether through direct conversations with managers, team-level check-ins, or anonymous feedback platforms, we ensure that every voice is heard and valued, fostering a culture of trust and collaboration and adding to our vibrant culture. 

Similar to culture, D&I practices are determined by leadership and trickle down throughout the organisation. Leadership serves as role models for employees to observe and, in turn, mirror acceptable and inclusive practices.

However, we acknowledge that bias is inherent and so we encourage our team to “share more, worry less” and to call out all/any unfair practices regardless if it’s towards a fellow colleague or leadership. Through regular check-ins and feedback, we ensure accountability for any unfair/undignified actions. Once we identify any bias / unfair practices, we work as a team to resolve the issue, taking in different perspectives from all our employees.

A simple yet effective approach

We believe in a simple yet effective approach to fostering inclusivity: take note, take accountability, take action. Firstly, taking note involves recognising our own biases and unfair practices and understanding their impact on those treated unfairly.

Next, taking accountability means acknowledging when we’ve been unfair, whether intentionally or unintentionally, and committing to making things right. Finally, taking action entails following through on our commitments.

While rectifying mistakes, especially in leadership roles, isn’t easy, the benefits – including building trust, demonstrating humility, and fostering progress over perfection – far outweigh the challenges. By creating a culture of vulnerability and safety, we empower our team to open up and contribute authentically

Real-life impact

When teams lack diverse team members, they may also suffer from a lack of diversity of thought, which is essential for creativity and innovation. One significant example is the increased creativity and innovation that has emerged as a result of having diverse teams.

As we expanded our team and had talents of various backgrounds join us, we’ve been able to harness a wide range of perspectives, experiences, and ideas. This diversity of thought has led to more robust brainstorming sessions, problem-solving approaches, and, ultimately, innovative solutions to challenges faced by our organisation, as well as product ideas and features. 

Also Read: Leading with diversity: Why DEI is essential for success in the digital age

Furthermore, our focus on diversity and inclusion has positively impacted our relationships with clients and customers. As a company that values diversity, we’re better equipped to understand and serve the diverse needs of our clients and customers.

Our ability to empathise with, relate to, and respect the needs of individuals from different backgrounds has strengthened our client relationships and enhanced our reputation as an inclusive and socially responsible organisation.

An initiative that has positively impacted one of our school’s partnerships with neurodivergent students and diverse learners. By providing our mental wellness companion to students from different backgrounds, we’ve witnessed an increase in engagement and positive outcomes.

Students report feeling more supported and understood, leading to improved mental wellbeing and academic performance. Additionally, our inclusive approach has strengthened trust and collaboration with educators and parents, fostering a sense of belonging within the school community.

Educational initiatives

Our plans to maintain and grow our diversity and inclusion initiative at Zoala centre around education. We believe that education plays a pivotal role in fostering understanding, challenging biases, and creating a truly inclusive workplace culture.

To achieve this, we want to implement D&I training programs for all employees, especially our leaders.  This is done in hopes of promoting awareness and sensitivity towards the experiences of people from diverse backgrounds and better equipping our team with the necessary knowledge and tools to create a respectful work environment.

Programs will cover a range of topics, including unconscious bias, cultural competency, and the importance of diversity in the workplace. In addition to structured training programs, we will curate educational resources such as articles, books, and videos that delve into DEI issues. These resources will serve as valuable tools for self-directed learning and further exploration of key concepts related to diversity, equity, and inclusion.

To ensure continuous improvement and effectiveness of our educational initiatives, we will establish channels for employees to provide feedback on the training programs. By soliciting input and insights from our team members, we can adapt and refine our approach to better meet the evolving needs of our workforce.

Through these educational efforts, we are committed to fostering a workplace culture where diversity is celebrated, inclusion is valued, and every individual feels respected and empowered to contribute their unique perspectives and talents in Zoala.

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