We are 6 days away from Echelon X! Visit Echelon X to learn more about the program. Get your tickets here!

Echelon X is a dynamic platform that fosters collaboration among startups, investors, corporations, SMEs, governmental bodies, and other vital players in the ecosystem. It provides valuable resources and insights for all stakeholders to cultivate synergy and drive innovation. This annual event, attracting esteemed brands and influential thought leaders, delivers unparalleled opportunities for attendees to gain market intelligence, devise growth strategies, access a digital marketplace, explore market entry tactics, elevate their brands, and engage in networking and collaborative ventures among the region’s most promising innovators.

Also read: NTT Group to expand business in Southeast Asia

Scheduled for May 15-16, 2024, at Singapore EXPO Hall 2, Echelon X is dedicated to fortifying the resilience of the tech ecosystem. By nurturing deeper collaboration, disseminating cutting-edge knowledge, and fueling collective innovation, this edition is poised to ignite transformative progress.

Pavilion exhibitors at Echelon X

A highlight of Echelon X is the Exhibitors feature, showcasing the most innovative products and services from today’s most exciting startups across the region. Participants will have the opportunity to explore groundbreaking solutions, forge strategic partnerships, and chart the course for future success in the dynamic landscape of technology and entrepreneurship.

With that, here are the 10 organisations who will be joining Echelon X as Pavilion exhibitors:

1. Remote is the global leader in building, managing, and supporting globally distributed workforces with its innovative Global HR Platform, empowering companies and individuals to thrive in the global economy.
2. Prudence Foundation is Prudential Asia’s community investment arm dedicated to sustainable impact, focusing on Children, Education, and Disaster Preparedness in collaboration with NGOs and governments for lasting change.
3. The Singapore Centre for Social Enterprise, raiSE is a sector developer, supporting social enterprises through advisory services, training, financing, and networking to foster sustainability, share best practices, and promote awareness.
4. Tech JDI has been a Venture Catalyst since 2016, propelling innovation by empowering companies with strategic resources with a focus on disruptive tech and impactful global growth.
5. Sarawak Digital Economy Corporation (SDEC) is a government-owned Company, entrusted to lead the implementation of Sarawak’s Digital Economy initiatives.
6. Headquartered in Silicon Valley, Plug and Play is an innovation platform and investor backing over 1,000 startups globally, with offices in 30+ locations, including Singapore, Jakarta, and Bangkok.
7. The National Innovation Agency (NIA) drives Thailand’s innovation system through collaboration across academia, technology, industry, finance, and investment, with a focus on knowledge management to enhance economic competitiveness and quality of life.
8. Singapore University of Technology and Design (SUTD) was established to advance knowledge and nurture technically grounded leaders and innovators to serve societal needs, through a focus on design and multi-disciplinary curriculum and research.
9. The Ministry of Communication and Information Technology (MCIT) of Indonesia oversees telecommunications, broadcasting, IT, and public information. It strives to improve the nation’s future and develop a top-tier communications and IT sector.
10. SanchiConnect is India’s premier tech-focused community for deep tech startups. With its proprietary software platform, available for others as a white-labeled SaaS, SanchiConnect amplifies stakeholder engagement and streamlines program management for startup incubators and accelerators.

Get to know these organisations and more at Echelon X!

Meet some of the most exciting startups from across the Southeast Asian region at Echelon X. Joining them are industry leaders, visionary entrepreneurs, and groundbreaking startups from all corners of the region who will be gathering together for two packed days. Echelon X will feature dedicated content stages, exhibitions, panel discussions, and more — all to support and empower the tech startup ecosystem with actionable insights through a series of knowledge-sharing activities.

Also read: Transforming IT operational efficiency for businesses globally

Whether you’re eager to expand your knowledge, network with key players from the tech startup scene, or showcase your innovative ideas, Echelon X offers an unparalleled experience. Join us as a participant or an official partner by securing your spot now on our official page. Together, let’s embark on a journey to shape the future and create a lasting impact.

Join us at Echelon 2024, where innovation knows no limits, and the possibilities are endless!

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SMEs and scaling startups grapple with fragmented processes when tackling growth challenges, often wasting valuable time in disjointed searches for knowledge and experienced professionals. While organisations resort to multiple platforms such as LinkedIn, AI tools, and talent agencies, the process remains inefficient and uncoordinated.

“Many professionals on LinkedIn with a high following also position themselves as ‘experts’ but are more content creators or influencers who have not done the work or operations in a company and do not have the skillset or execution ability to do the work needed by the company. This is a wild goose chase for companies trying to find skilled and experienced professionals,” explains Samir Khadepaun, Founder of Wizly, in an email to e27.

In response, Wizly emerges as a comprehensive solution, centralising resources for companies seeking to build, grow, and scale at any stage. By empowering knowledge owners to securely share and monetise their expertise through various avenues such as recurring fees, paid advisory, and project-based engagements, Wizly offers a streamlined approach to addressing growth challenges.

Wizly aims to transform how companies scale and how domain leaders earn, providing a revolutionary knowledge monetisation platform. Its exclusive community of vetted domain and fractional leaders, comprising former senior executives from renowned companies such as Google, Meta, and Netflix, reinforces its position as a trusted hub for expertise exchange and professional growth.

“We streamline the process for companies finding solutions through our platform as they get to work in a structured, productised, and verified manner. We let them source and interact with vetted experts and knowledge on the platform,” Khadepaun says.

Also Read: Long-term impacts of the Silicon Valley Bank collapse loom: experts

“They can see our database with the detailed digital bios of the experts, case studies, and their rates and can access individuals who are the best in their fields at an affordable price, based on the deliverables they need vs large retainer fees and minimum commitment times. Experts also state their daily rates for fractional work and their availability on their Calendars, and companies can start engaging with them for smaller projects before doing more, making it less risky and giving them the ability to ‘try’.”

Some examples of how companies can use the Wizly platform are growth marketing, to name a few. According to Wizly, a Series B fintech company needed a fractional CMO to increase its leads and customer base through organic and paid growth marketing. After consulting experts at the Wizly platform, they experienced a 30 per cent increase in new customers.

“Every content or knowledge asset on Wizly is monetisable for the knowledge owner. From a simple TikTok-style audio-video Q&A where users ask experts questions to get a feel for their knowledge to advisory calls, curated webinars, projects, and fractional work, experts earn through the knowledge they share through various channels on the platform as well as the work they execute on the platform,” says founder Puja Bharwani.

“They can create knowledge directly on the platform through our tools and earn recurring fees from people who download their work or listen to their content. The fees are integrated into the platform and their profile through all their activities.”

The platform has a global community of over 700 rigorously selected fractional leaders and domain experts from 20 countries to ensure top qualifications and experience. These experts apply by submitting resumes and undergoing referral checks.

Also Read: Are you a human resource?

The expert community includes prominent domain leaders such as Arvinder Gujral (ex-MD, Twitter), Diana Stepner (ex-head of Product, Chan Zuckerberg Initiative), Aki Taha (ex-head of Talent, Netflix, Google, Uber), Deepak Kasthwal (ex-CFO, OLA), and Rob Bier (ex-partner, Monitor Group).

Empowering companies in their growth journey

Wizly has garnered a clientele list of renowned companies such as Blackpanda, MoneyHero Group, Upmesh, Rewardz, Tookitaki, and BondbloX. These companies leverage Wizly’s platform to address various growth challenges and scale their operations effectively.

Backed by Antler and prominent angel investors such as Gokul Rajaram, Arjun Dugal, and Turochas T Fuad, Wizly has solidified its position as a trusted resource hub for tech-enabled companies in the growth stage, particularly within the B2B SaaS, D2C, and fintech sectors.

The company was founded by Samir Khadepaun, Kapil Shah, and Puja Bharwani through the Antler programme.

At Echelon X, Bharwani will moderate a roundtable session on “Demonstrating Value and ROI: Positioning HR Tech Solutions as Strategic Enablers for HR Success” at the Singapore Expo on May 15, 2.15 PM. This session will explore strategies for HR tech companies to position their solutions as strategic enablers for HR success, emphasising key benefits such as automation, data analytics, compliance management, and employee experience enhancement.

It will also examine case studies and success stories of HR tech companies that effectively demonstrate value and ROI for HR leaders, driving adoption, retention, and advocacy among companies of various sizes and industries.

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Image Credit: Wizly

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Singapore-based corporate venture studio xcube recently launched corporate venture portfolio equities (CVPE), an equity-based ecosystem of tech startups.

CVPE features a combination of venture-building initiatives, external early-stage startups and corporate partnerships. It introduces a holistic approach by investing in an interconnected ecosystem of tech startups.

How does CVPE work, how is it different from traditional venture-building models, and what are its objectives?

xcube founder and director Sebastien P discusses CVPE, its modus operandi, and its objectives.

What inspired xcube to launch the CVPE?

The CVPE initiative was driven by a few key insights:

Adapting to market evolution: In today’s corporate landscape, competition is no longer against a single business but rather entire business ecosystems. Having a competitive edge and strong economic moat nowadays means building mutually beneficial partnerships rather than relying on isolated endeavours.

Sustainable business model: Startups from venture studios have a higher scale potential; research shows that one in eight corporate ventures grows into a large-scale business while only one in 500 for typical startups.

Also Read: SDTA revamps venture building programme for deep-tech startups in Singapore

Addressing industry challenges: The current corporate venturing landscape is often characterised by a low level of symbiosis due to organisational resistance, lack of top management support and rigid control mechanisms.

How does CVPE differ from traditional methods of venture capital investment?

CVPE uniquely combines the benefits typically associated with venture capital (VC) investments and direct investments in startups. Investing in an ecosystem company allows investors to gain access to a portfolio of startups working together to address significant market needs.

Diversification: Similar to a VC fund, CVPE provides a diversification advantage. The collective strength of the ecosystem offers built-in resilience, enables to which helps safeguard investments against startup setbacks.

Enhanced equity value: Investing through an ecosystem company allows investors to access significant additional equity value since the company acts as the founder and co-founder for the startups in the ecosystem.

Could you elaborate on how CVPE fosters synergistic operations among invested startups?

The ecosystem company foster synergies thanks to its dedicated venture team whose role is to build:

Cost synergies: offering support/resources and functions to the startups such as HR, finance, marketing, etc.

Go-to-market synergies: combining startup products and entering markets that were previously inaccessible to them.

Innovation synergies: leading co-innovation or combining the capabilities of various startups to create new products.

Ecosystem synergies: enhancing the overall productivity, efficiency, and resilience of the ecosystem as a whole, often resulting in outcomes that are greater than the sum of the individual contributions.

In other words, being part of the ecosystem offers a competitive advantage to each startup.

What market needs does CVPE aim to address through its ecosystem of tech startups?

xcube is industry agnostic. We do not have specific verticals but two transversals: Web3 and AI technologies. These enable us to develop disruptive solutions for different industries. We currently have ecosystems focusing on finance, HR, and education.

How does xcube plan to engage family offices and VC firms with the CVPE model?

We have a team dedicated to raising funds for these ecosystem companies, as well as creating partnerships with financial advisors and private banks.

Can you provide examples of the types of startups that will be part of the CVPE initiative?

The startups that we create and engage with are tech companies (Web3/AI-driven) at the seed/pre-series A stages. Currently, we are focused on three main ecosystems: fintech, skillstech, and wealthtech.

Also Read: An unfair advantage: How government-linked ventures are giving startups a run for their money

The startups within each ecosystem cover different aspects within the same field. For instance, in our fintech ecosystem, the startups involved include investment platforms, trading technologies, Real-world asset (RWA) financing, know-your-customer (KYC) solutions and more.

What criteria does xcube use to select startups for inclusion in the CVPE ecosystems?

The interview delves into xcube’s CVPE initiative, blending VC and direct startup investments. It highlights the model’s benefits, risk management strategies, fundraising plans, and startup selection criteria.The criteria are product complementarities, vision compatibility, strength and commitment of the entrepreneurial teams, and early-stage startups (seed/pre-series A).

How does xcube plan to ensure diversified risk management within the CVPE model?

In our CVPE model, we work with various startups, each focusing on a specific market segment. This variety helps spread out our risks because the startups are not all dependent on the same market conditions. If one of the startups fails, xcube has the first right to refuse to buy the assets to ensure the continuity of the products and the ecosystem.

Additionally, at the ecosystem level, by pioneering into several countries, our CVPE model naturally diversifies business risks, reducing the impact of having one single go-to-market strategy.

What are the expected benefits for startups participating in the CVPE initiative?

The startup’s advantage is to access hands-on expertise and shared capabilities, reducing costs. They can indirectly enter markets they do not target individually, enjoying additional traction and revenues through profit sharing.

Additionally, they gain peer support from the other entrepreneurial teams to solve their challenges. And finally, they can leverage xcube’s corporate psychologist to build and support their entrepreneurial teams.

Can you outline the fundraising strategy for the four distinct corporate venture ecosystems?

First, we ideate and validate each ecosystem, then present each ecosystem to the VC funds we’ve partnered with. They stress-test the ecosystem strategy and soundness, then act as a lead investor to enable to kickstart the development of the ecosystem. This initial backing also instils confidence in other potential investors to participate.

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Rize, an agritech platform aiming to make sustainable rice cultivation viable through innovative and data-driven practices, has closed its USD$14 million Series A funding round.

Breakthrough Energy Ventures, GenZero, Temasek, and Wavemaker Impact co-led the round.

This round will enhance Rize’s technology stack, including its measuring, reporting and verification (MRV) technology.

Also Read: Wavemaker Impact backs Australian climate-tech startup MetroElectro

The capital will also enable it to expand its operations deeper into Indonesia and Vietnam and help strengthen its team of agronomists to over 100 by the end of 2024, potentially reaching over 20,000 farmers. The firm also plans to expand into other rice-producing South and Southeast Asian countries in 2025.

Rize was formed through a joint venture between Temasek, Wavemaker Impact, Breakthrough Energy Ventures and GenZero to decarbonise rice cultivation in Asia. It is building a platform to identify and implement effective strategies to reduce greenhouse gas (GHG) emissions in rice cultivation and the right economic incentives across the value chain to drive the adoption of sustainable cultivation techniques.

Its technology stack captures vital agricultural data essential for implementing sustainable farming practices, making rice farmers more climate resilient, increasing their crop yields, lowering costs, and facilitating efficient access to finance. Rize aims to eliminate 100 metric tonnes of carbon emissions while improving farmer livelihoods.

“We are confronted with the challenges of addressing the high levels of methane emissions and the water-intensive practices prevalent in rice farming, which accounts for 10 per cent of global methane emissions, a figure that is set to rise if unchecked,” said Dhruv Sawhney, CEO of Rize.

“Another hurdle is the lack of precise data, particularly among the numerous smallholder farms across South and Southeast Asia, as well as the increasingly high cost of farming due to increased input prices and a changing climate. Our technology stack seeks to tackle these challenges. By doing so, we are not just aiming to cut down 100 million tonnes of carbon emissions, we are also enhancing the economic stability of farmers, ensuring that improved farmer livelihoods and reduced emissions go hand-in-hand,” he added.

Also Read: Wavemaker Impact debut fund makes final close at US$60M

Rize aims to improve over 7,000 hectares of rice farming this coming season. These initiatives are projected to lower emissions by 50 per cent, reduce water usage by 20 per cent, and increase farmer incomes by up to 30 per cent, making sustainable rice farming a viable and attractive option.

“Our platform, and the data it captures, is pivotal in modernising rice farming, leveraging technology to enhance yield and efficiency sustainably,” remarked Sawhney. “Given that producing a single bowl of rice requires over 200 litres of fresh water, and considering that the entire rice industry accounts for more than a third of the world’s irrigation water, the urgency to adopt sustainable methods is clear.”

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With Singapore aiming to achieve net-zero emissions by 2050, everyone, including corporations, has a part to play in reducing their carbon emissions. Earlier this year, the nation announced that large non-listed and listed firms will have to report climate-related information from 2025, with scope 1, 2 and 3 emissions soon to follow.

It is thus imperative that companies, regardless of size, find a way to not only incorporate environmental sustainability reporting into their business operations but also actively find ways to reduce their emissions.

There remains a pressing need for businesses to align their business operations with sustainability targets. Despite that, the multitude of portfolios and business units present in each company proves it difficult to integrate all sustainability efforts into a seamless and cohesive solution.

This often results in fragmented and siloed sustainability strategies, isolated within various business units rather than being integrated across the entire organisation, which affects the overall effectiveness and impact of such efforts.

Sustainability silos: More harm than good?

Although working in silos can be efficient at times, it often results in overlooking combined efforts to achieve sustainability and business goals. Exploratory strategies in sustainability require oversight across all business units to ensure the net meaningful impact is maximised. Simply put, we must ensure that a positive impact in one area does not cause a negative impact in another.

Also Read: Unveiling the eco gender gap: Essential insights for a sustainable future

To better explain this, take tree planting, for example. While planting trees is a great way to restore nature back to our city, the net impact will be minimised or even negated if substantial amounts of paper are still used in the company’s day-to-day operations. There needs to be a bird’s eye view across such activities for a better, more comprehensive understanding of how our intended sustainability efforts can actually result in a trackable positive impact.

Economic and environmental gains through integrated sustainability strategies

Research has shown that a unified sustainability strategy not only drives progress but also enhances an organisation’s credibility and provides long-term guidance for its business model, thus securing future profitability. Weaving sustainability into the fabric ethos of a business, where each business unit plays a unique role in advancing our sustainability efforts, allows us to form a network of sustainable collectives that deliver tangible value, including financial.

An example of how that is exemplified at LHN Group is our Space Optimisation business, where we revitalise old, unused spaces to their fullest potential. Through unique design techniques honed over three decades of experience in the industry, we enhance buildings’ interior facilities and usability without demolition, mitigating noise and air pollution. These are then transformed into productive environments such as vibrant co-living spaces or storage solutions, which are as efficient as new buildings.

Furthermore, each property we manage is retrofitted with solar panel installations and electric vehicle (EV) charging facilities from our energy business, LHN Energy, facilitating the use of renewable energy to power our buildings and offering EV charging facilities to our tenants.

This forward-looking approach, where each business unit complements one another, not only futureproofs our operations but also empowers us to diligently monitor and diminish our carbon footprint at every link in the chain.

Tackling diverse portfolios

For larger enterprises like LHN Group, determining where to begin can be daunting, but there are solutions to create greater synergy across various business units.

Starting with an Environmental, Social, and Governance (ESG) framework that aligns with industry regulatory mandates, national targets, and Sustainability Development Goals (SDGs) can allow us to assess and understand the various components in our portfolios to apply sustainability initiatives.

Establishing a dedicated sustainability committee enables the creation of action plans, goals, and targets to integrate these initiatives. LHN’s Sustainability Innovations Committee consists of Heads of Department and members of the Board of Directors, who regularly explore new technology, exchange ideas, and identify areas in daily operations where sustainability strategies can be effectively incorporated.

Also Read: Can a small business owner be sustainable in a sustainable manner?

This approach provides us with specialised expertise and focus and, more crucially, promotes collaboration amongst the various business units. Through this, companies will be able to ensure ESG efforts are implemented effectively and contribute to broader local, regional, and even global sustainability objectives.

Getting everyone onboard sustainability synergies

While climate-related activities are crucial in working towards a greener future, a key aspect that is often neglected is the part that employees play. There is a need to highlight the importance of cultivating a culture of environmental sustainability across all levels; beyond direction from top management, even on-ground staff must be informed and educated, getting them excited about the topic.

To foster widespread understanding and adoption of sustainability, company’s ESG strategy should be communicated in an engaging and easily understandable manner for all employees. Besides high-level corporate messages, clear instructions for integrating sustainable practices into daily operations and personal lives should be provided. This approach allows employees to gradually acquaint themselves with the concept without feeling overwhelmed by jargon.

Moreover, providing opportunities for employees to engage in practical environmental activities, such as tree planting, upcycling workshops, or learning about new sustainability technologies, is an effective way to expand their knowledge and cultivate awareness in this field.

In addition, it’s important for companies to engage the supply chain in the ESG communication to ensure a thorough alignment on sustainability vision. This process goes beyond open discussions and sharing of best practices; it entails setting expectations, benchmarks, and targets for ESG compliance across the supply chain.

Sustainable success through integrated environmental stewardship

Corporate Social Responsibility (CSR) and sustainability can no longer be considered an afterthought for businesses, but rather an essential consideration in day-to-day operations. Companies must develop a holistic and actionable approach across all teams, be it supply chains, procurement, people and more.

Implementing an integrated sustainability strategy allows businesses to streamline sustainability efforts, ensure cohesiveness across various business units and, more importantly, seize new opportunities in the green economy fuelled by consumer and investor demand. Only then can we create and maximise proper, trackable positive impact in the world that we live in today, paving the way forward for a more sustainable tomorrow.

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