Let me paint a picture: You walk into your office, boot up your computer, and everything seems fine. But behind the scenes, hackers are quietly siphoning off data—your customer records, financial reports, and sensitive emails. Scary, right? The worst part? Your antivirus didn’t even notice.

This isn’t a sci-fi scenario. It’s happening right now worldwide, especially in Indonesia. We’ve seen data leaks from big companies and even government agencies. When these breaches occur, guess what? It’s their customers’ data—or worse, our data—that ends up sold online.

So, why are we still treating antivirus software like a magic shield?

The evolution of cyber threats: Outdated tools vs modern hackers

Antivirus was a lifesaver in the early 2000s, when threats were simpler: file-infecting viruses, worms, and spyware. But today’s hackers have moved on. They’re armed with AI, automation, and a new playbook of tricks.

Imagine this:

• AI-powered email scams: These aren’t your typical “Nigerian prince” emails. They’re hyper-personalised messages that mimic your writing style, your boss’s tone, or even your friend’s quirks. One wrong click, and it’s game over.
• Ransomware that thinks: Hackers can now create malware that evolves. If an antivirus blocks one version, it adapts and attacks again. It’s like playing chess with a grandmaster who predicts your every move.
• Silent breaches: Hackers don’t always crash your system. Sometimes, they stay hidden for months, stealing data bit by bit.

Meanwhile, many Indonesian companies are still stuck in 2010, thinking a basic antivirus is enough to protect them.

Why Indonesia is a hacker’s goldmine

Indonesia has become a hotbed for data breaches. Why? Because so many companies think they’re “not tech companies” and don’t prioritise cybersecurity. But let’s be real: if you’re storing customer data, managing servers, or using email, you’re a tech-dependent business.

Here’s the kicker: when a company gets hacked, it’s not just their problem. It’s ours too. We’ve all seen cases where leaked government data ends up on the dark web, exposing millions of citizens to scams and identity theft.

Also Read: 5 reasons why startups should get a managed cyber security service provider

One example: a certain public company suffered a massive leak. Millions of Indonesian ID numbers, phone numbers, and addresses were dumped online. Now, scammers have a field day, and people like us pay the price.

The real cost of ignoring cybersecurity

You might think, “But cybersecurity is expensive!” Sure, it’s an investment. But the cost of doing nothing is even higher:

• Financial loss: Ransomware can shut down operations for days, leading to lost revenue.
• Reputation damage: Customers lose trust when their data gets leaked.
• Legal consequences: With regulations like GDPR or Indonesia’s PDP law, companies can face fines for failing to protect personal data.

It’s like skipping insurance for your house because you think a fire will never happen. When disaster strikes, it’s too late to regret.

How we can fix this

I’m not an IT expert, but here’s what makes sense to me:

• Upgrade your defences: Antivirus is just one piece of the puzzle. Companies need firewalls, intrusion detection systems, and AI-powered cybersecurity tools to stay ahead.
• Train your team: Even the best security tools can’t fix human error. Employees need to know how to spot phishing attempts and follow security protocols.
• Have a plan: Breaches will happen. What matters is how fast you respond. Companies should have an incident response plan ready to minimise damage.
• Work with experts: Don’t go it alone. Managed security providers or cybersecurity consultants can help build a strong defence system.

It’s time to take cybersecurity seriously

Here’s the bottom line: hackers aren’t slowing down, and antivirus isn’t enough. If Indonesian companies don’t step up, data leaks will keep happening, and more people’s personal information will be exposed.

Let’s stop pretending we’re safe just because we’re not a tech company. In 2025, every business is a tech business. Protecting data isn’t optional—it’s our responsibility.

So, to all the business owners out there: Don’t wait until it’s too late. Start investing in cybersecurity today.

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Two drinking water fallacies are common. Safe drinking water is a problem that has been solved. In an age when your smartphone has millions of times the computing power that was on board the Apollo spacecraft and AI provides answers to complex questions in seconds, it is hard to imagine that 2.2 billion people lack safe drinking water. But they do.

If safe drinking problems remain, they must be in villages. In fact, with population growth outpacing water infrastructure improvements in developing world cities, the resulting urban challenge  is eclipsing the rural challenge.

For illustration, consider Freetown, Sierra Leone. The city’s water supply system was originally designed to serve 500,000 people. The city’s population is now three times that amount, resulting in intermittent service to most customers. Combined with the fact that losses between the water supply intake and customers exceed 45 per cent, the system is woefully inadequate to meet current demands and is falling further behind each year.

Intermittent service is common and one of the primary reasons for the growing challenge of providing safe drinking water to people in cities. Studies have documented that intermittent service results in compromised microbiological quality. Even if the water leaving a city’s central treatment plant is free of pathogens, the microbial quality is questionable when it reaches the faucet. In Freetown, it has almost certainly contributed to waterborne disease: the city experienced nine documented cholera outbreaks from 1970 through 2012, causing thousands of illnesses and deaths.

The story is the same, whether in Freetown, Mexico City, or Laos. Cities face huge obstacles in ensuring the reliable delivery of safe drinking water to their residents and in too many cases, cannot succeed.

Household water treatment is essential to solving the problem

The answer today and the foreseeable future is household water treatment. People collect water from their faucets (if they’re fortunate) or from neighbourhood taps, and then provide their own treatment to deal with the potential of microbiological contamination.

And what treatment approach is most commonly used? Boiling. Some people have electricity in their homes and can use an electric boiling kettle. Many people don’t and they boil their water over an open cookstove, probably using charcoal as the fuel. Even for those with electricity, service has frequent interruptions and they resort to using a charcoal cookstove or simply drinking untreated water for a period.

It’s a health problem. It’s also a climate problem. By our best estimates, more than one billion people worldwide practicing household water treatment do so by boiling. Boiling works. It eliminates pathogens. But it works at the expense of high energy use and high carbon emissions.

Also Read: Funding the green transition: Southeast Asia’s climate tech leaders of 2024

The result is a significant source of carbon emissions: worldwide boiling contributes 107 million tonnes CO2 equivalent per year, which represents about 0.3 per cent of total greenhouse gas emissions. It’s not the largest source, but it’s obviously a meaningful source.

Why boiling? Why not filters? It comes down to money and convenience. Filters can be expensive. The use of household filters often requires two water containers; one mounted higher with the untreated water and a lower one to capture treated water. They produce clean water at a slow rate.

All these factors make them inconvenient, especially if your children are thirsty now and there’s no clean water left. This is a health downside to boiling as well. When the boiled water is exhausted and it’s in the middle of a hot day, the family drinks whatever is available. Inconvenience translates to negative public health outcomes.

There is a better solution than boiling

There is a hopeful solution being developed by a small group of engineers and scientists (and a doctor and even a philosopher), mostly located in Northwestern US. The group has developed a household water treatment product that offers convenience and affordability. They built and proof-tested an early version and conducted field trials in Kampala to garner customer feedback. They are currently seeking funding to finalise a production-ready version and begin marketing it.

The product looks like an electric boiling kettle but instead of heating water to kill pathogens, it uses ultraviolet (UV) LEDs to do the job. When a family has electricity, it only requires the push of a button and a three-minute wait, and there is a container of safe drinking water ready for use (with no delay waiting for it to cool).

If the electricity is out, it operates from a rechargeable battery and can do so for several cycles. Furthermore, because water quality varies from city to city or day to day,  a UV sensor in the product adjusts the treatment cycle to ensure adequate treatment.

Also Read: The water crisis in Asia: How technology can make a difference

As a replacement for boiling, it greatly reduces carbon emissions. It is safer because the risk of children being burned by a fire is eliminated. It contributes to public health because a family can treat batch after batch of safe water throughout the day and therefore is not left to use whatever water they can find. It saves money over buying electricity or charcoal to boil water and with the potential for carbon credits, the cost savings to families multiply.

A problem with a solution

It’s easy to take safe drinking water for granted. It’s hard to imagine that safe drinking water remains elusive for millions in cities around the world. And it’s doubly hard—frustrating—to imagine those truths when there’s an answer such as our UV water treatment kettle so close to becoming reality.

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Fintech is seeing a lot of change, with new business models constantly emerging and old ones being improved. Regulators need to adapt to these innovations, and businesses need to understand how they work in the real world.

This is where regulatory sandboxes come into play. These are used by a wide range of industries—not just fintech—to test products, services, or business models without being subject to the usual regulatory requirements. The purpose is to drive innovation while keeping risks to consumers and the financial system relatively low.

In this article, we’ll examine some common characteristics of regulatory sandboxes, with a focus on the Asia-Pacific (APAC) region, and determine whether it’s worth participating in them.

APAC’s regulatory sandbox

In 2020, there were approximately 73 sandboxes in 57 jurisdictions; APAC had 19 of them. In 2023, there were 20 sandboxes in the SEA-6 region alone (that’s Indonesia, Malaysia, Philippines, Singapore, Thailand and Vietnam). This indicates significant adoption of this regulatory approach in APAC.

Successful fintechs have previously participated in APAC’s regulatory sandboxes. This includes Singapore-based regulated decentralised security token trading platform, DigiFT, which was granted access to the MAS’ regulatory sandbox to become the first licensed decentralised security token exchange. Another example is BondBlox — the first blockchain-based bond exchange, which also participated in Singapore’s MAS sandbox.

Also Read: Sandboxes and diversification: Why the UAE believes in light-touch regulation for AI development

Here’s a more detailed breakdown of the APAC sandbox landscape:

• On March 12, 2024, the Hong Kong Monetary Authority (HKMA) unveiled the Stablecoin Issuer Sandbox. Participants may include any entity interested in issuing fiat-referenced stablecoins in Hong Kong.
• On March 4, 2024, the State Bank of Vietnam published a draft decree on a regulatory sandbox for the banking sector, including fintech solution providers. Participants may include credit institutions, foreign bank branches, fintech companies, and other organisations. The specific fintech solutions that are allowed to be tested include credit scoring, sharing data via an open application programming interface (Open API), and peer-to-peer lending.
• On February 19, 2024, Indonesia’s passed Regulation Number 3 of 2024, concerning the Implementation of Financial Sector Technology Innovation. Among other things, it contains provisions regarding a sandbox issued by the Indonesian Financial Services Authority (OJK). As such, OJK regulations specify that participants may consist of Financial Services Institutions (FSIs) and/or other parties who intend to carry out activities in the financial sector. The covered areas include settlement of securities transactions, raising capital, investment management, risk management, collecting and/or distributing funds, activities related to digital financial assets, including crypto assets, and other digital financial services activities.
• On April 26, 2024, the Philippines Security Exchange Commission (SEC) issued rules for a strategic sandbox (StratBox) designed to facilitate the testing of innovative financial products and services. The SEC specifies that the “Participant” may be an entity that is “duly registered with the Securities and Exchange Commission and has been assessed as eligible to take part in the SEC Regulatory Sandbox”. The SEC will post sandbox activity guidelines on its website, which will include eligible activities and innovations.

* This list is not exhaustive.

Regulatory sandboxes: Intended purpose

As Darryl Chan, a Deputy Chief Executive of HKMA said, “a sandbox is a box filled with sand that allows children to play and unleash their creativity within a confined space and under a safe environment.” In other words, sandboxes allow businesses to experiment with their new products, services, or business models. This gives them the ability to  test things out in the real world under the supervision of regulatory authorities for a limited period of time.

For instance, the HKMA Stablecoin Issuer Sandbox Arrangement, serves as a channel for both the HKMA and the fintech industry to exchange views on the proposed regulatory regime for stablecoin issuance and facilitate the formulation of fit-for-purpose and risk-based regulatory requirements.

Regulatory sandboxes also help improve a product or service with feedback and speed up integration. Meanwhile, regulatory authorities can identify gaps in regulation.

Here’s how the HKMA and State Bank of Vietnam define the purposes of their regulatory sandboxes:

Support the development of virtual asset ecosystem in Hong Kong; Communicate our supervisory expectations and guidance on compliance to parties and/or entities having genuine interest in and reasonable plan on issuing fiat-referenced stablecoins in Hong Kong, with a view to facilitating the subsequent implementation of the proposed regulatory regime for stablecoin issuers in Hong Kong; Obtain feedback from the sandbox participants on the proposed regulatory requirements to ensure that the regime is fit-for-purpose when implemented; To the extent appropriate, develop and promote good practices in key control areas (e.g. reserves management and stabilisation, governance, user protection, AML/CFT, data transparency, etc.).

To promote innovation and modernisation of the banking sector, thereby realising the goal of financial universalisation for people and enterprises in the direction of transparency, convenience, safety and efficiency at low cost. Create a test environment to assess risks, costs and benefits of Fintech solutions; support the development and development of Fintech solutions in accordance with market needs, legal framework, and management regulations. Limiting risks to customers when participating in using Fintech solutions participating in trials that have not been prescribed in the legal framework and official management regulations. The results of trial implementation of Fintech solutions shall be used as a practical basis for competent state agencies to formulate and complete relevant legal frameworks and management regulations.

Participating in sandboxes does not mean that participants will be automatically granted a license—or that they are officially recognised or endorsed by regulators.

Also Read: Why Singapore is ASEAN’s sandbox for innovation in healthtech

Conditions of participation

To join a sandbox, organisations should pass an assessment—which, among other conditions, includes the following:

• Novelty assessment: Evaluates whether the proposed product or service should include new or emerging technology or uses existing technology in a novel way (e.g., Philippines SEC sandbox, State Bank of Vietnam proposed sandbox, OJK sandbox);
• Usefulness assessment: Evaluates whether the product or service provides benefits, improves services, and adds value to consumers, society, and/or the financial sector ecosystem (e.g., Philippines SEC sandbox, State Bank of Vietnam proposed sandbox, OJK sandbox);
• Viability assessment: Evaluates whether the organisation has the intention and ability to deploy the proposed services or products after successfully exiting the sandbox (e.g., Philippines SEC sandbox, HKMA Stablecoin Issuer Sandbox, State Bank of Vietnam proposed sandbox);
• Real interest and testing possibility assessment: Evaluates whether a testing plan with test scenarios and expected outcomes of sandbox experimentation are clearly defined (e.g., Philippines SEC sandbox, State Bank of Vietnam proposed sandbox, HKMA Stablecoin Issuer Sandbox).

For more detailed entry conditions, see the relevant act/regulations/decree.

Conclusion

The effectiveness of a regulatory sandbox depends on three key factors:

• The extent to which it encourages participation;
• Whether it actually stimulates innovation;
• How transparent they are for those involved. This largely depends on open, ongoing  communication  dialogue between regulators and sandbox participants.

For companies focused on developing a new product or service, but need to test a few hypotheses first, a sandbox can be a good option—but only if the sandbox itself is set up properly. Therefore businesses seeking to participate in a sandbox should closely consider whether the three factors mentioned above are properly facilitated.

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The world is poised for a fourth industrial revolution driven by artificial intelligence (AI). According to PwC, by 2030, AI is projected to contribute US$15.7 trillion to global GDP, far surpassing the impact of the internet revolution. This figure reflects AI’s transformative potential across industries, fuelled by advancements in machine learning, robotics, and big data. As the AI wave gains momentum, entrepreneurs face an unprecedented opportunity to position themselves for tomorrow’s demands.

The five-year rule in AI ventures

Unlike traditional entrepreneurship, where success often hinges on solving immediate pain points, AI ventures require a longer-term perspective. Due to the complexity of AI innovation and the need for market education, the journey from technical development to commercial viability often spans several years.

Focusing solely on current demands risks missing the market window when products mature. Entrepreneurs must align their strategies with the technological and market maturation cycles, planning their ventures with a five-year horizon in mind.

Three high-potential sectors

AI’s penetration into various industries reveals three sectors with exceptional growth potential over the next five years:

• AI-enhanced traditional industries: Mature AI technologies are revolutionising traditional industries, driving digital transformation, improving efficiency, and reducing costs. For example, AI-powered predictive maintenance in manufacturing has reduced downtime by up to 20 per cent, while AI in logistics has optimised delivery routes, saving billions annually. The global AI applications market is forecasted to reach US$1.34 trillion by 2030, presenting a clear opportunity for entrepreneurs to develop industry-specific solutions. This sector offers relatively lower technical barriers and faster market adoption cycles, making it ideal for first-movers.
• AI education and training: As AI becomes mainstream, the demand for education surges across demographics. From coding boot camps for youth to up-skilling platforms for professionals, this sector holds vast untapped potential. For instance, startups like DataCamp and Coursera have demonstrated how AI can personalise learning, making education more engaging and effective. Success in this sector requires a focus on curriculum innovation, such as incorporating generative AI tools and adopting adaptive teaching methodologies. While return cycles may be longer, the sustained demand ensures a robust growth trajectory.
• AI infrastructure: AI applications depend heavily on computing power and storage infrastructure. For instance, OpenAI’s GPT models require significant cloud and GPU resources, which are often inaccessible to smaller companies due to their high costs. As AI adoption accelerates, demand for affordable, scalable infrastructure will soar. Entrepreneurs could focus on flexible delivery models like AI-as-a-service or partner with cloud providers to offer cost-efficient solutions. Although this sector demands substantial capital and talent, early movers can secure long-term advantages by establishing partnerships and leveraging economies of scale.

Also Read: Generative AI for sustainability: How these startups are saving the planet with the technology

Strategic approach to AI entrepreneurship

Among these sectors, AI-enhanced traditional industries will likely see the first wave of explosive demand, followed by AI education and infrastructure. Entrepreneurs can position themselves for success with these strategic approaches:

• Target specific industries: Conduct deep analysis to identify pain points and develop AI-driven solutions that solve real-world problems, such as optimising supply chains, automating routine tasks, or enhancing customer experience.
• Innovate education delivery: To make AI education more accessible and engaging, leverage gamification, AI-driven personalised learning, and virtual reality. For example, creating tools that simulate real-world AI applications could attract both novice learners and seasoned professionals.
• Build cost-effective infrastructure models: Focus on flexible, subscription-based infrastructure services that reduce entry barriers for SMEs and developers. Innovate with edge computing or hybrid cloud models to meet the growing demand for AI processing power.
• Adopt agile development: Maintain short development cycles, continuously gathering and integrating user feedback to refine products. For instance, launching MVPs (minimum viable products) can help gauge market demand and iterate rapidly.
• Educate the market: Invest in market awareness campaigns to demonstrate the value of AI solutions. Hosting workshops, webinars, and pilot programs can help build trust and drive adoption in industries unfamiliar with AI technologies.

Building a competitive edge

Entrepreneurs must establish competitive advantages to stand out in the AI revolution. In AI-enhanced traditional industries, they can focus on developing niche expertise and forging partnerships with legacy players. For education, differentiators include continuously updating curricula to reflect the latest AI advancements and providing scalable delivery platforms.

Also Read: Blockchain gaming trends in Asia: here’s what you need to know

In infrastructure, entrepreneurs can prioritise cost-efficient innovations and collaborations with tech giants to lower operational costs and expand reach.

The path forward

The future belongs to entrepreneurs who understand technology, industry dynamics, and user needs. Those who think strategically today, with a five-year perspective, will be positioned to capitalise on AI’s transformative power. Whether addressing inefficiencies in traditional industries, equipping the workforce for an AI-driven economy, or building the backbone infrastructure of tomorrow, the possibilities are vast. Visionary entrepreneurs can help shape the AI revolution by seizing the first-mover advantage while unlocking immense economic and societal value.

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Asia’s immense diversity is both a strength and a challenge for businesses. With over 4.5 billion people spread across dozens of countries, the region is a mosaic of languages, religions, traditions, and work cultures. Startups and multinational companies alike often find themselves managing teams with members from vastly different cultural backgrounds.

Diversity fosters creativity and innovation but can also lead to misunderstandings and conflicts if not managed effectively. This article explores the unique dynamics of managing diverse teams in Asia, highlighting challenges and strategies for creating a cohesive, productive work environment.

Why cultural diversity matters in Asia

• Innovation through multiple perspectives: Teams with diverse cultural backgrounds bring varied viewpoints, leading to more creative problem-solving and innovation.
• Market insights and localisation: A culturally diverse team helps businesses better understand and cater to Asia’s varied markets.
• Global competitiveness: As Asia becomes a global economic hub, companies with multicultural teams are better equipped to collaborate internationally.

Key challenges in managing diverse teams

• Communication barriers
• • Language differences: Even when English is the working language, fluency levels and communication styles vary.
  • Non-verbal cues: Gestures, facial expressions, and body language can have different meanings across cultures. In some cultures, direct eye contact conveys confidence; in others, it may be seen as disrespectful.
• Differing work styles
  • Hierarchy vs equality: Some cultures value hierarchy and formal authority, while others prefer flat organisational structures.
  • Approach to decision-making: Western-style assertiveness may clash with consensus-driven decision-making in many Asian cultures.
• Conflicting expectations
  • Work-life balance: Some team members may prioritise work over personal time, while others value boundaries.
  • Feedback styles: Direct feedback may be appreciated in one culture but seen as rude or confrontational in another.
• Unconscious bias
  • Cultural stereotypes or assumptions can create divisions within the team, affecting trust and collaboration.

Also Read: How did Ninja Van build a culture of creativity and innovation

Strategies for managing a diverse team in Asia

• Foster cultural awareness

Why it matters: Understanding cultural differences reduces miscommunication and fosters empathy.

• • Conduct cultural sensitivity training for team members.
  • Celebrate cultural events or holidays to promote inclusivity.
  • Encourage employees to share aspects of their culture during team-building activities.

A Singapore-based startup with employees from India, China, and Malaysia hosted a lunch-and-learn series where team members introduced their local cuisines and customs.

• Create Clear Communication Protocols

Why it matters: Structured communication reduces misunderstandings and ensures everyone is on the same page.

• • Use plain, simple language in meetings and written communication.
  • Clarify expectations, roles, and deadlines to avoid ambiguity.
  • Encourage active listening and repeat key points to confirm understanding.

A logistics company in Vietnam implemented a standardised agenda for meetings and used visual aids to bridge language gaps among its multicultural team.

• Adapt leadership styles

Why it matters: A one-size-fits-all approach to leadership may not resonate with a diverse team.

• • Adjust leadership approaches based on team members’ preferences (e.g., directive for hierarchical cultures, participative for egalitarian ones).
  • Show respect for cultural norms while fostering an inclusive environment.

A manager in Thailand held one-on-one meetings with team members from cultures that value privacy over group discussions, ensuring their voices were heard.

• Encourage cross-cultural collaboration

Why it matters: Building relationships across cultural lines enhances team cohesion and trust.

• • Pair team members from different cultural backgrounds on projects to encourage collaboration.
  • Facilitate informal interactions through social events or virtual coffee chats for remote teams.

A fintech startup in Indonesia created cross-functional teams with members from diverse cultural backgrounds, leading to a more unified and innovative workplace.

• Respect work-life balance

Why it matters: Recognising differing attitudes toward work-life balance prevents burnout and promotes well-being.

• • Offer flexible work arrangements to accommodate diverse lifestyles and family commitments.
  • Be mindful of time zones when scheduling meetings for regional teams.

A regional startup based in Hong Kong staggered work hours for employees across multiple countries, ensuring equitable work-life balance.

• Provide constructive feedback thoughtfully

Why it matters: Feedback is critical for growth but must be delivered in a culturally sensitive manner.

• • Use a balanced approach, mixing positive reinforcement with constructive criticism.
  • Avoid public criticism in cultures where saving face is important.

A Japanese manager working in a diverse team gave detailed, written feedback to avoid the potential embarrassment of public critique during team meetings.

• Build an inclusive culture

Why it matters: An inclusive workplace fosters belonging, which improves morale and retention.

• • Ensure equal opportunities for career growth, regardless of cultural background.
  • Address unconscious bias through training and open dialogue.
  • Recognise and celebrate diverse contributions in team achievements.

A multinational company in Malaysia implemented a mentorship program to support employees from underrepresented cultural groups.

Also Read: Cultivating an honest culture: Why leaders should be transparent

Case study: Managing cultural diversity in a Singaporean tech company

Scenario:

A Singapore-based tech company expanded into Indonesia, India, and Vietnam, creating a highly diverse team. Early challenges included communication gaps, conflicting work styles, and difficulty building trust among team members.

Actions taken:

• Introduced biweekly virtual cultural exchanges where team members shared insights about their local customs and work practices.
• Implemented a feedback framework that balanced cultural preferences for directness and subtlety.
• Used Slack channels for informal conversations, promoting relationship-building across regions.

The company reported improved collaboration, higher employee satisfaction, and a stronger sense of community within six months.

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Did you also know many SaaS startups fail to fundraise because they missed out on some crucial points? In this article, we outline the top five blunders to avoid when you’re looking for investment.

Many founders overlook critical aspects like cash-basis accounting and churn metrics. These are essential elements that SaaS founders need to be trained on. Neglecting these factors can significantly hinder your fundraising efforts.

It’s also important to monitor your customer acquisition costs and your cash flow. Don’t be fooled by hopeful sales cycles; they can lead to unrealistic expectations.

We’ll guide you through how to correct these gaffes and get VCs excited about your startup. Let’s get into it and ensure that your SaaS startup is not another statistic.

Understanding SaaS fundraising mistakes

Getting your bearings in the world of SaaS startup fundraising can be overwhelming. For many founders, the challenge is getting lost in the weeds of day-to-day life or raising money. Let’s take a look at some common traps and how to avoid them.

• Why cash-basis accounting fails

Many SaaS startups will initially rely on cash-basis accounting, which can obfuscate the true health of the company. Switching to accrual accounting lends a clearer picture for VCs. This helps them learn ownership stakes for different key exit events.

Accrual accounting makes a distinction between recurring and one-time revenue, which is important for transparency. For example, a SaaS business may get an annual fee up front, which can distort short-term cash flow. Seeing revenue trends over time increases investor confidence.

This is important because 45 per cent of SaaS businesses fail due to incomprehensible financial projections.

• Importance of churn metrics

Churn metrics are a key indicator of customer satisfaction and business stability. By implementing strong systems for monitoring retention and churn levels, you will ensure resources are focused on enhancing customer success.

Also Read: A recap of e27 Contributor Programme’s noteworthy offerings in 2024

Katy frequently sees founders talk about product roadmaps but do not connect them back to client growth or retention. Strong retention metrics during fundraising can really entice investors. They assure them of the company’s ongoing viability and ability to acquire new customers.

• Realistic sales cycle assumptions

By basing sales cycle predictions on historical data, you avoid the trap of making unrealistic forecasts. It can be tempting to show investors an optimistic timeline, but honest communication increases your trustworthiness.

Buffer periods in financial models account for unexpected delays. Founders frequently learn this lesson after spending months raising funds because they focus too much on their initial targets. This is in line with the idea that fundraising is a second job, which requires precision and vision.

• Customer acquisition cost awareness

Monitor Customer Acquisition Cost (CAC) to ensure it’s within industry standards. Good marketing needs to weigh the efficiency of acquisition against sustainable growth.

Transparent presentation of CAC data reassures investors of the profitability potential. Many founders identify with Katy’s hockey card analogy to investing. Each card holds value for the customer, but ultimately, you need to be able to justify the costs.

• Cash flow management essentials

Rigorously tracking cash flow prevents financial shortfalls, a common downfall during downturns. Maintaining reserves for operational expenses supports ongoing growth.

Accurate cash flow forecasts are indispensable for business stability and investor confidence, especially when 10 per cent of VC-backed companies face demoralising down-rounds. Understanding these dynamics helps founders manoeuvre the intricate dance of fundraising, where sourcing new deals is critical and analysts serve as the front lines.

Conclusion

Fundraising for SaaS isn’t exactly easy. One misstep and you’ve boxed yourself in. We discussed common missteps, such as knowing your metrics and timing. These are blunders that cost time and cash. You have to know your numbers, and you have to hit the right time. Investors love a story backed with solid data. You need to keep this pitch clear and focused. Don’t forget what the market vibe is. Stay sharp and learn from each round.

Want more than that? Review our guides and get out in front. Your SaaS journey begins here. Don’t let the common traps slow you down. Keep it real, keep it simple, and remember: every mistake is a chance to learn. So get out there and make your next capital raise go to work for you. Let’s get that growth back on track!

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Launched two decades ago, Singapore’s Yellow Ribbon Project was created in the hopes of supporting ex-offenders in their reintegration into society, particularly in encouraging the wider public to accept them back into the folds of everyday life and work.

Employers have indeed become more accepting — but limits remain.

For many ex-offenders, the path to rebuilding their lives often begins with (and, at times, may even be restricted to) taking up blue-collar jobs. This is occasionally in service industries such as logistics and F&B, but more commonly in construction or janitorial services, the physically demanding, hard labour that “no one else really wants to do”.

While these offer opportunities for a fresh start, it’s hard not to notice how rarely ex-offenders are seen in white-collar environments. Office roles, corporate sales, and professional industries seem like an untouchable dream for people who’ve seen the inside of a jail cell.

I know firsthand what that’s like because I experienced that same struggle trying to get my own life back on track.

As a teenager, I couldn’t have been more removed from the business and sales world that I live in now. I was raised by a single mother who had me when she was just 16, and though she gave everything she had to raise me, I strayed down a frankly irresponsible path. By the time I was in school, I’d already been entrenched in gang life with a lot of unsavoury bits to my name: solitary confinement in Singapore Boys’ Home, 60 cane strokes, and even near-imprisonment when I was caught red-handed in the middle of a serious crime.

That moment, staring down the barrel at the possibility of losing my freedom forever, was the wake-up call I desperately needed, and was maybe even waiting for.

When all I had ever known was this life of violence, though, I was shut out from all kinds of opportunities. Only after a little luck and a lot of persistence did I manage to find a mentor who decided to give me a shot in something unexpected: being a salesman.

I had no experience, no idea what I was doing, and a whole lot to prove. But it was that shot — so precious and hard to come by for an ex-convict fresh out of the trenches — that gave me the determination to learn an entire industry from scratch. I knew I was going to be in this for the long haul, because I saw it as more than a job; it was a chance to challenge the stigma that ex-offenders face when it comes to equal opportunities in professional industries.

Many of us can do the job. We just need the chance to be able to do it.

Supporting the growth of ex-offenders as a valuable pool of talent

Employers are often hesitant to hire ex-convicts due to the perceived risks associated with criminal records. That’s just what it is though: a perception.

Also Read: How mental health startup Intellect’s founder catalysed his personal battle with anxiety

In truth, these individuals represent an often-overlooked talent pool that not only has potential waiting to be tapped, but also can help bring years of rare lived experience to entry and mid-level roles. Many acquire valuable skills either through training programmes during incarceration or through the jobs they held before their convictions, and have a remarkable ability to learn and adapt on-the-go.

Because it is something society rarely extends to them, ex-offenders often deeply recognise and appreciate the trust they’re given. This gratitude often translates to a strong work ethic and lower turnover rates, as many are determined to prove themselves worthy of the chance they’ve been offered — just like how I stuck to my salesperson job, going from total greenhorn to now running a company that has helped more than 1,000 offices streamline their operations.

While the government has taken steps to ease re-integration with training programmes and support networks, I believe employers play an even bigger role in providing the right opportunities for ex-offenders to fully put these qualities to good use.

And for businesses to make this shift, as with all things, change must begin from the top.

Also Read: Big wins for small businesses: Supercharging growth with online content

Recruitment leaders, CEOs, and business owners all hold in the palm of their hands the power to reshape hiring practices and foster a more inclusive culture. One that not only welcomes people of different ethnicities and economic backgrounds, but also those who have made mistakes in the past but are eager to try again. Otherwise, we run the risk of missing out on capable individuals that bring a unique, human, and often more empathetic perspective to the table.

Having helmed an office solutions company for more than a decade, I came to realise that the core of the business — and what has helped us win over so many repeat clients — is almost entirely shaped by my experience as an ex-offender looking for my footing in society.

I’ve faced insane challenges that pushed me to my limits, and I bring that same grit to solving problems for my clients and supporting my team. I know firsthand how much a good relationship can determine the outcome of your path, which is why I hold such a strong emphasis on collaboration and understanding.

By turning to people over profit and making an effort to truly understand their character before all else, I believe employers are doing what it really means to employ: not just filling a position, but rather investing in individuals — who, when truly supported, can give back as an invaluable addition to a business, an industry, and even to society as a whole.

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Artificial Intelligence (AI) has become a buzzword in recent years, especially with the rise of Large Language Models (LLMs). But AI’s story didn’t begin with chatbots or mind-bending video generation — its roots stretch back over 80 years.

In 1943, Dr. Warren McCulloch and Walter Pitts laid the groundwork for artificial neural networks, planting a seed that would sprawl into today’s AI revolution. Decades of cumulative innovation, including breakthroughs in parallel-computing hardware like GPUs, have brought us to this moment.

Are we standing at the dawn of a transformative era where AI reshapes the world? Or are we riding a speculative wave, teetering on the edge of a bubble? My belief firmly rests on the former.

The challenges in healthcare

Healthcare is a notoriously complex and conservative field. Regulation and legislation form a labyrinth that often stifles change. The system is rigid, and sometimes for good reasons. While AI need not and cannot change all these issues directly, it holds the potential to streamline processes, improve efficiency, and on a whole making healthcare more adaptable to change.

Staffing remains another significant challenge. Post-pandemic, many healthcare professionals are prioritising work-life balance, with some exploring opportunities outside traditional clinical roles. This has left the frontline workforce strained by burnout and staffing shortages. Thoughtfully implemented AI solutions, such as automated workflows or virtual assistants, could alleviate some of this burden, allowing healthcare professionals to focus on tasks that require human expertise and empathy.

The standards AI must meet

In healthcare, accuracy and patient safety aren’t just ideals — they’re non-negotiable. Mistakes in a chatbot recommending dinner are harmless; errors in a clinical setting can be catastrophic. Before healthcare AI can be trusted, it must undergo rigorous testing and adhere to the highest safety standards. Trust is hard-earned in medicine, and once lost, it’s nearly impossible to regain.

Reflecting on the HELF AI’s Journey

Building HELF AI has been a deeply personal and rewarding journey. Our CTO and COO are computing prodigies, and our engineers have dedicated countless hours – weekends, late nights – to creating a reliable product. I vividly remember presenting HELF to senior doctors in Singapore, feeling both nervous and hopeful. Their nods of approval were the ultimate validation of our work. That trust continues to drive us as we prepare to take some of our products into clinical trials in 2025.

Also Read: Running on empty: What happens when AI models run out of data?

The road ahead

Where do we go from here? As we stand on the brink of a new year — and perhaps, a new era — I have a wish list for the collective human effort driving AI forward:

• Invest in computational neuroscience

Transformers, the foundation of modern LLMs, are just the beginning. Addressing challenges like hallucinations may require exploring biologically inspired designs or training paradigms. Imagine 3D architectures that mimic the depth and complexity of the human brain. The closer we align AI designs with biology, the more intelligent and efficient these systems could become.

• Foster collaboration between startups and governments

Governments are making strides in national AI strategies, but startups bring agility and innovation to the table. In Singapore, the government’s efforts to build a national AI backbone are commendable. By fostering partnerships with startups and sharing datasets, both sides can drive meaningful advancements. Collaboration is key to accelerating progress and ensuring that AI solutions are both scalable and impactful.

• Encourage doctors to embrace AI

I understand the hesitation among medical professionals. Medicine has long relied on its monopoly of deep knowledge and expertise to maintain its standing. But AI isn’t here to replace doctors – it’s here to augment them. Whether it’s predictive analytics, natural language processing, or computer vision, AI can be a powerful ally. The key is understanding its capabilities and limitations to use it effectively. At HELF, we believe that the doctor-patient relationship is sacred, and we pledge never to disrupt that bond.

Goodbye or see you?

As 2024 draws to a close, it’s important to remember that AI is just a tool. Throughout history, disruptive technologies — from the wheel to the printing press to the internet — have been met with both excitement and deep anxiety. Yet, they ultimately made life better. AI is no different. It’s here to complement human expertise, not replace it.

To my fellow doctors and AI engineers: let’s approach 2025 with optimism. Together, we can build a future where healthcare is not only more efficient but also more humane. By embracing AI’s potential while upholding the highest standards of safety and ethics, we can ensure that this technology benefits everyone – patients, professionals, and society at large. Kanpai 乾杯!

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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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