In an era where digital commerce is reshaping global markets, payments stand at the heart of transformation—nowhere more so than in Asia. According to dLocal’s Emerging Markets Payments Handbook 2025, Asia is not only dominating population and e-commerce figures, but also rapidly shifting towards alternative payment methods (APMs) that are redefining financial inclusion and consumer behaviour.

Asia’s demographic scale is unmatched—home to six out of every ten people on the planet. By 2040, the region is expected to contribute over half of the world’s GDP, making it a pivotal force in the global economy. Much of this growth is driven by a young and mobile-first middle class in countries such as China, India, Indonesia, Vietnam and the Philippines.

Urbanisation is a key enabler. While only half of the population lived in urban areas in 2020, this is projected to reach 72 per cent by 2050. This massive urban shift supports the infrastructure required for digital payments. Yet, with nearly 50 per cent of the population still in rural areas, a stark divide in access and usage patterns persists, posing unique challenges for achieving truly inclusive digital commerce.

Alternative payment methods go mainstream

What once were considered alternative payment methods are now the standard across much of Asia. In Southeast Asia, e-wallets already account for over 70 per cent of e-commerce transactions, a share that is projected to approach 80 per cent by 2027. QR codes have become a fixture in everyday life, especially in Thailand, Vietnam and the Philippines, facilitating frictionless, low-cost payments that bypass traditional card infrastructure.

This surge reflects more than consumer preference; it represents a shift in the financial architecture. APMs are not merely complementary to bank accounts or credit cards. Instead, they form the foundation for financial participation among the unbanked and underbanked populations.

Also Read: SEA fintech sees 31% funding rebound in H1 2025 amid early-stage decline

Asia’s payments infrastructure is undergoing an overhaul, led by real-time payment systems and multipurpose super apps. In Indonesia, QRIS (Quick Response Code Indonesian Standard) has unified mobile payments across the board. Meanwhile, super spps such as GoPay, MoMo and GCash have become vital platforms, offering not just payments but also lending, shopping, and even healthcare access.

These ecosystems are local in flavour but regional in impact. GCash, for instance, counts over 80 million users in the Philippines—testament to how mobile-led innovation can scale rapidly in markets with traditionally low financial inclusion.

Real-time systems such as India’s Unified Payments Interface (UPI) and Thailand’s PromptPay are also powering peer-to-peer and business transactions at an unprecedented scale. Their success underscores a growing demand for immediacy, reliability and low-cost transactions across consumer and merchant landscapes.

Regulatory tailwinds and cross-border ambition

Policymakers across Asia have recognised the catalytic role of payments in economic development. Initiatives such as India’s Payment Aggregator Cross-Border (PA-CB) licence and Indonesia’s Standardised Open API framework (SNAP) are designed to promote transparency, innovation and interoperability.

Notably, cross-border payment corridors are being established to reduce frictions in regional trade. India’s UPI now connects to Singapore’s PayNow, while QRIS is interoperable with systems in Thailand, Malaysia and Singapore. These integrations suggest a future where regional payments are increasingly seamless—supporting both consumers and businesses engaged in cross-border e-commerce.

Also Read: Indonesia’s Sxored nets funding to combat credit fraud with AI document intelligence

The diversity of Asia’s markets means that payment behaviours are far from homogeneous. Indonesia has seen a decline in cash use, with super apps such as OVO and ShopeePay now handling 36 per cent of e-commerce transactions.

In Vietnam, while cash-on-delivery still holds sway, e-wallets such as MoMo are fast gaining traction, particularly in digital subscriptions and urban areas.

Malaysia benefits from high internet penetration, with FPX and DuitNow enabling real-time transfers alongside e-wallet growth. Cross-border payments make up nearly 30 per cent of spend.

In Thailand, PromptPay supports nearly half of all online purchases, and e-wallet use continues to outpace credit cards.

The Philippines, though still managing lower levels of financial inclusion, has embraced GCash as a default digital wallet, supported by QRPH for broader bank interoperability.

Each country’s evolution reflects the broader trend: success in digital payments hinges on understanding and responding to local contexts.

Challenges on the road ahead

Despite this momentum, challenges remain. Asia’s payments ecosystem is fragmented. Different countries use varying checkout systems, refund processes and fraud protocols. These inconsistencies can cause friction, especially for cross-border or pan-regional merchants. Moreover, rural areas often lack the digital infrastructure to support seamless payment experiences, deepening the urban-rural divide.

Also Read: The tariff gambit: Markets retreat, crypto finds new footing

Fraud risk is another concern. With digital payments becoming the norm, cybercrime and social engineering attacks are rising. Building trust and resilience will be critical in ensuring the sustainability of Asia’s payments revolution.

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Most Singaporeans would have first encountered artificial intelligence (AI) through the likes of ChatGPT — OpenAI’s famous (or infamous) chatbot. Its ability to generate human-like responses with impeccable fluency has captured public imagination, sparking conversations and debates on how AI might transform the way we live and work.

Across Singapore and the broader Asia Pacific region, AI development has moved beyond novelty and into mainstream adoption. It is now an essential enabler of digital transformation, helping businesses scale efficiencies, address labor constraints, and unlock new avenues of value creation.

In Singapore, where digital readiness is among the highest in the region, AI is being embedded into national strategies — from precision medicine and port operations to smart city services. At the regional level, other markets are increasingly leveraging AI to optimise supply chains, improve the customer experience, and empower digital ecosystems across financial services, manufacturing, and retail.

Far from being an emerging technology, AI has its roots in decades of research. But its real-world impact has exploded in recent years, thanks to massive improvements in compute power and data availability.

In Singapore, this has led to expanded AI applications across government and industry. Initiatives like AI Singapore have spurred local talent development, while targeted collaborations with institutes of higher learning continue to advance responsible AI innovation.

Also Read: The fine art of building presentations in the AI era

AI is now deeply embedded in our everyday lives and the fabric of enterprise. It automates routine tasks, augments decision-making with real-time data insights, and enhances operational resilience. In Singapore, where many sectors are already embracing AI to overcome productivity plateaus, the technology’s ability to improve returns while reducing complexity is proving indispensable.

Generative AI (GenAI) is attracting significant interest. According to Lenovo’s CIO Playbook 2025, titled It’s Time for AI-nomics, Asia Pacific organisations expect a 3.6x ROI on average from AI initiatives, with many focusing on ITOps, software development, and cybersecurity as key areas for implementation.

Contrary to concerns about job displacement, AI is also creating new employment pathways and enriching professional development. By eliminating repetitive tasks, it empowers employees to focus on innovation and strategic problem-solving. In Singapore, workforce reskilling is a national imperative — AI adoption is aligned with this by enabling continuous upskilling and higher-value opportunities for professionals.

With these benefits, it’s no surprise that investment is pouring into AI infrastructure. In Asia Pacific, 65 per cent of enterprises now rely on on-prem or hybrid cloud infrastructure for AI workloads, especially in countries like Singapore where data sovereignty, latency, and compliance are critical concerns. To accelerate this momentum, Lenovo has invested US$100 million in its AI Innovators program, delivering over 165+ AI solutions and more than 80+ AI-optimised platforms.

But with great adoption comes greater responsibility. As GenAI use grows, so do concerns about its ethical implications. Governments and businesses alike must ensure that AI systems are transparent, fair, and explainable — particularly as they are applied in sensitive contexts such as healthcare, law enforcement, or public services.

Also Read: The ageing economy: Why investors should bet on longevity over AI

Singapore’s own approach to AI governance is widely recognised as a benchmark. Its Model AI Governance Framework, developed by the Infocomm Media Development Authority and Personal Data Protection Commission, exemplifies how regulation can foster innovation while managing risk.

Still, the responsibility doesn’t fall on regulators alone. Businesses must actively participate in shaping responsible AI practices. In fact, across APJ, only 25 per cent of organisations have fully enforced AI GRC (governance, risk, compliance) policies — a gap that must be closed if trust and transparency are to keep pace with progress.

Bias, in particular, is a persistent challenge. Algorithms reflect the data and assumptions used to build them. If unchecked, they can reinforce historical inequities, with potentially harmful outcomes. Testing, retraining, and human oversight are crucial to mitigate such risks. As industry watchers and advocates for AI safety have noted, AI does not have the capability to govern itself, GRC must be embedded into the organisational fabric from day one.

To that end, regulations must evolve in step with the technology. That means ongoing collaboration between policymakers, academia, and industry — not only to refine rules, but also to anticipate emerging risks. In fast-paced digital economies like Singapore’s, agility in governance will be as important as agility in innovation.

Ultimately, building a trusted and resilient AI ecosystem will require a whole-of-society effort. From regulators to developers, enterprises to end-users — every stakeholder has a role to play in shaping an AI future that is inclusive, secure, and beneficial for all.

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The 2020s have been defined by an explosion in Generative AI (GenAI), with models like GPT-4, Claude, and DALL·E not just making headlines but profoundly transforming industries across Southeast Asia. This technology is proving to be a game-changer, driving significant value through improved work efficiency, content accuracy, and audience engagement across the board.

Downstream applications: Where GenAI delivers concrete ROI

As per an East Ventures White Paper, titled “AI-first: Decoding Southeast Asia trends”, the true power of GenAI lies in its downstream applications, offering a fertile ground for innovation and investment due to “low technical barriers of entry”.

Also Read: AI adoption in SEA e-commerce: The clock is ticking for sellers

Southeast Asian startups are seizing this opportunity to develop solutions that tackle localised problems across a myriad of sectors. Here’s how GenAI is fundamentally altering business operations and customer interactions:

E-commerce & digital marketplaces: GenAI-powered automated content generation and targeted marketing are leading to a 25 per cent increase in user engagement and conversion.

Customer support: Automated, personalised GenAI customer support solutions are achieving a remarkable 40 per cent reduction in response times and enhancing resolution efficiency.

Edutech: AI-driven content creation and adaptive learning modules are delivering up to a 90 per cent improvement in learning outcomes.

Financial management & SaaS: GenAI-powered SaaS solutions are cutting manual reconciliation time by 35 per cent through advanced financial insights and analysis.

Digital media & content creation: Dynamic, AI-generated visual and graphic content is driving a 30 per cent increase in audience engagement, revolutionising digital storytelling.

Workplace automation: GenAI note-taking and summarising tools are cutting post-meeting follow-up time by 50 per cent, significantly boosting productivity and accuracy.

Data insights & personalisation: Advanced GenAI-powered data analysis and hyper-personalised recommendations are leading to a 25 per cent uplift in conversion rates.

Real-world impact: East Ventures portfolio leading the charge

Prominent venture capital firms like East Ventures are already seeing their portfolio companies leverage GenAI to achieve significant breakthroughs:

Customer support: Multiple startups have implemented GenAI for first-layer customer support, freeing human teams for more complex cases.

Content creation: Novelship is using GenAI to automate product descriptions at scale, enhancing quality and SEO for hundreds of thousands of listings.

Healthcare: Mesh Bio is building a “human digital twin” using multi-dimensional patient data for personalised insights and enhanced care recommendations.

Analysis & productivity: A fintech startup has developed an internal GenAI solution to generate and debug code, analyse data, and generate insights, significantly increasing staff productivity.

Education: Ruangguru and Prep are using AI to deliver personalised and automated learning content at scale.

Logistics: Waresix leverages AI to analyse historical data, optimise pricing, and enhance delivery routes.

Also Read: Burning billions: AI’s capital frenzy and its global implications

HR & operations: Another fintech startup is automating partner onboarding and training, cutting time by more than 70 per cent, while Meeting.ai and Nexmedis are automating transcription and summarisation for meetings and medical consultations, respectively.

These examples underscore GenAI’s profound capacity to drive fundamental changes in how businesses operate, create, and engage, cementing its status as a core driver of value in Southeast Asia’s digital economy.

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The image was created by ChatGPT.

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Building a successful company takes vision, grit, and relentless ambition, but it shouldn’t come at the cost of personal well-being. For founders, the pressure to grow fast and do it all can easily lead to burnout.

This article explores how founders at the scaling stage can strike a healthier balance, pursuing bold goals while protecting their energy, focus, and the well-being of their teams. Through real-world insights and practical strategies, we will look at what sustainable company building truly looks like.

Emotional and mental challenges of scaling

“Scaling a company is a marathon, not a sprint; sustainable growth requires zeal moderated with restraint,” as stated by the founder of StartUp Growth Guide.

The burn from the high growth of an organisation can be unbearable. According to Business Entrepreneur, more than 53 per cent of founders reported burnout in 2024, and research attributes nearly five per cent of startups failing to burnout. These numbers reveal that mental fatigue is an obstacle branded as the “scaling problem” recognised around the world.

Everyone knows starting a company can be exhausting yet rewarding all at once. Paul Graham puts it nicely by describing it as “at least a roller coaster… ups after the downs.” This forethought can assist entrepreneurs in coping during downtimes: persistent lulls aren’t unusual setbacks, but rather expectant turns, enabling grit often leads to progress down the line.

Redefining ambition and setting boundaries

Bold ambition drives growth, but unchecked ambition can destroy well-being. Justin Welsh warns, “Business boundaries matter. They’re in charge of your freedom”. In practice, this means defining clear limits: for example, no meetings after a certain time or no weekend work. One founder describes how he now has a “hard stop at five pm” and goes offline on personal days – reclaiming those hours as non-negotiable personal time.

Successful scaling requires working smarter, not just harder. Arianna Huffington puts it plainly: after her burnout, she changed her life to focus on efficiency over hours, saying “It’s not about working longer or harder. It’s about working smarter”. Redefining ambition means learning to say no to low-value work and yes to strategic focus – a shift many scaling founders find liberating in the long run.

Cultivating a resilient company culture

A company’s growth is sustainable only when the employees are thriving. Founders should strive to create an environment wherein team members appreciate and feel empowered even during stressful periods. “Motivation comes from working on things we care about. It also comes from working with people we care about,” noted Sheryl Sandberg.

This can be operationalised through providing recognition that celebrates small wins, nurturing collaboration, guiding alignment around shared purpose, and ensuring that challenging phases are met with team support as opposed to isolation.

Also Read: My mission: Creating space for diverse voices in leadership

Employees view leadership as role models, considering their example Governance sets the bar for morale. Team member motivation shifts more easily than business management as Altman commented ‘the hardest part of managing is looking after your own and your team’s motivation’”.

In resilient cultures, founders tend to model stress openly which encourages discussion on challenges unabashedly.” When leaders value breaks and time away from work, it encourages self-care norms and burnout stigma sags.

Designing systems to prevent burnout

Establishing preventive measures works best. Founders tend to experience burnout due to increased workloads that stem from lack of systems in place. This can be alleviated by automating certain processes and task complex delegation, establishing proactive decision-making systems at team levels that will reduce the need for problem escalation to the founder’s level.

In a company setting, not all concerns are pressing or demanding immediate attention. Jeff Bezos delineates decisions into two divisions which he refers to as “two-way doors” and “one-way doors.”

He encourages resolving most dilemmas at lower organisational levels rather than bringing them up to higher tiers because only lower-level decisions should pose minimal repercussions. Embracing this approach conserves mental resources for founders since there is no need for deep contemplation on minor challenges less than half the time they arise.

Assisting such types of thinking are calendars and broken down tasks called guardrails. Having specific times when work ceases completely provides structure within which overworking is impossible. Gradually, these tendencies become default rules that enhance well-being across the board while safeguarding a work-life balance.Financial Planning for Sustainability.

Recovery cycles: Pacing growth sustainably

Incorporating time off and recovery is as essential as moving forward. Recovery periods can serve innovation-boosting purposes. Everyone needs some winding-down time throughout a day; otherwise, the precious equilibrium between stillness and dynamic existence shrinks to nonexistence. This balance can manifest as small breaks, weekly digital detachment rituals, and even major milestone-triggered sabbaticals.

Graham has reassured many startup executives that low momentum periods are expected and highly transitory. As long as they float through life without actively venturing out to “fix” anything during these frames, they will come up with solutions after problem identification on their own: “If you know it’s going to feel terrible sometimes, then when it feels terrible you won’t think ‘I give up…’ Just hang on; things will probably get better.”

Founders tend to be brave if they realise such awful feelings empower relaxation, not chaos. In fact, aided by temporary disconnection from rigid responsibilities, gaining fresh perspectives becomes easier due to step back strategies.

Financial planning for sustainability

Drastic scaling is not a substitution for sound finance; it entirely overlooks financial strategy. Founders should consider runway as a precious resource. As an example, Entrepreneur reported that nine per cent of founders took no salary in 2024 while the average paid founder was US$150K.

Operating without sufficient founder compensation is risky: underpaying yourself “financially shackles you and increases the likelihood of burnout.” Wise founders set proper compensation with robust buffers and establish fair salary structures from the start.

Also Read: Navigating Asia’s business boom: The quantum leadership advantage

Sustaining long-term viability means balancing growth-expenditure with returns- one must pay attention to net profitability. Businesses whose focus is on sustainable growth outperform competitors who accelerate user acquisition, often spend to capture every dollar whenever possible.

There are increasingly preferred businesses where they succeed by spending within their limits. Financial plans should reward longevity, as in strategically multi-year planning, diverse funding sources, cautious debt control – all ensure acceleration without crashing.

Personal routines and support networks

Founders maintain daily habits that preserve well-being. Across the tech world, leaders preach self-care: Tumblr’s David Karp insists “no laptops in the bedroom” to protect sleep, and IBM’s Ginni Rometty (echoed by Mark Zuckerberg) stresses, “I make time to exercise… it’s got a lot to do with your ability to manage properly and stay focused.”

In practice, this may mean morning workouts, family dinner time (Sandberg leaves the office by 5:30 pm for dinner with her kids), or a fixed journaling routine. Such anchors ensure founders recharge physically and mentally each day.

Support networks are equally crucial. Close friends, mentors, and family provide perspective when business pressures mount. Ev Williams, founder of Medium, bluntly notes: “Failure of your company is not failure in life; failure in your relationship is.”

This mindset reminds founders that relationships and personal health outlast any business outcome. Peer groups or founder communities can also serve as sanity checks – sharing struggles with fellow entrepreneurs helps you realise you’re not alone and may surface practical coping strategies.

Transparent leadership through highs and lows

Trust is built through communication. The journey toward scaling a business comes with its challenges such as turbulent hiring, revenue stream fluctuations, or partnership delays. Founders that openly tackle these topics are way ahead of any rumour mill. Coach Manuel Saez comments, “a lack of enthusiasm for tasks I once enjoyed” and “feeling a constant sense of overwhelm” often signal burnout. Leaders can do better by out openly accepting the reality of low morale; it allows collaboration on solutions instead of anxiety.

Teams notice when their leaders have a human side – it underscores vulnerability as a strength to be celebrated rather than masked. When founders share their wins right next to losses, other employees feel comfortable doing the same because sharing is encouraged.

In practice, this could mean regularly scheduled all-hands meetings for status updates (good and bad), welcoming feedback mechanisms on pain points, or modelling stress reduction rite publicly. Employee experience research shows when company leaders model work-life balance during recovery periods, staff will feel empowered encourage healthy long-term habits across the organisation which bolsters resilience.

Moving beyond hustle myths to long-term thinking

The “always-on” hustle is increasingly seen as counterproductive. Alexis Ohanian warns that “unless you are suffering, grinding… you’re not working hard enough” is “one of the most toxic, dangerous things in tech right now”.

Sustainable founders reject this myth, recognising that relentless overwork damages creativity and decision-making. Instead, many embrace marathon-like pacing: One Silicon Valley veteran quips that the real founder superpower is pacing yourself through the journey.

Also Read: Community in thought leadership: Highlights from the e27 Contributor Programme Roundtable at Echelon Singapore 2025

The true advantage lies in patience. Altman notes that “the biggest competitive advantage in business… is long-term thinking”. Startups that prioritise lasting impact over quick wins tend to build deeper customer relationships and more durable products.

For a scaling founder, this means making decisions with 5–10 year outcomes in mind – for example, choosing customer loyalty over short-term revenue boosts or investing in team development rather than only rapid hiring. This long-horizon approach naturally tempers the impulse to sacrifice well-being for immediate results.

Conclusion

Exponential scaling may be a common goal, but success also reflects a business built to withstand personnel burnout. With balance at the centre of their leadership strategy, founders have the ability to set boundaries through cultivation of healthy organisational culture and long-term vision. A sustainably growing business starts with sustainable systems in place throughout all levels.

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It started with a simple suggestion: “Let’s integrate AI into our customer service workflow.” On the surface, it seemed like a no-brainer. We were handling hundreds of inquiries a day, and AI-powered chatbots promised faster response times, 24/7 support, and reduced pressure on our human agents.

But the moment we proposed the change, tension surfaced—subtle but unmistakable. Team members asked: “Will we lose our jobs?” “What happens to the personal touch?” “How do we know we can trust this tool?” That tension revealed something deeper than a technical shift—it was a trust issue. Not just in the tools, but in the future we were collectively walking into.

This moment reflects a larger reality facing organisations across Southeast Asia and the globe. Adopting AI is no longer optional; it’s an imperative. Yet the real transformation isn’t just about software deployment or process automation—it’s about people.

If we want to succeed with AI, we need to change our perspective: from using tools to replace human roles, to using tools that create more trust, amplify human strengths, and foster a culture where technology is a partner, not a threat.

From hesitation to co-creation: Building trust with the team

The first step in navigating the transition was acknowledging the fear. We didn’t gloss over it. We held a team town hall, not to present the solution, but to invite everyone into the process.

We asked, “What do you hope to gain from these tools? What are you afraid of losing?” The answers were honest, sometimes raw—fear of redundancy, fear of being judged by machine-generated data, and fear that “efficiency” would override empathy.

Also Read: Can AI make clean energy pay off? CynLing Software thinks so.

Rather than imposing the tool, we co-created its role with the team. For instance, we designed the chatbot to handle only repetitive Tier-1 inquiries, while routing complex or emotional concerns directly to human agents. This division of labour allowed AI to support the team, not sideline them.

We also made transparency a pillar: every interaction with the AI tool could be reviewed, corrected, and learned from by a human. It wasn’t about trusting the tool blindly; it was about giving the team the power to direct and improve it.

Keeping the culture intact amid change

Tools, no matter how advanced, can fracture culture if introduced without care. We were clear: the heart of our team wasn’t speed—it was empathy, creativity, and clarity of communication.

So, while automation handled volume, we doubled down on human training. We introduced regular AI-literacy sessions—not technical bootcamps, but scenario-based learning where we asked: “If the AI misunderstands a customer’s concern, how would you intervene? What would you want it to learn from that moment?”

We also celebrated human-AI collaboration. When an agent improved the bot’s script based on a customer feedback loop, we highlighted it in team meetings. This wasn’t about glorifying the tool; it was about showing how our human values shaped the tool’s growth. Slowly, the team began to see AI not as a threat to their identity but as a way to express it even more clearly.

Language mattered too. We avoided phrases like “the AI will take over this task” and instead used “the AI will assist you here.” This subtle shift respected the team’s autonomy and reinforced that tools serve people, not the other way around.

What we’ve learned and what we’re still figuring out

Three things became clear through this journey.

First, trust is not built by tech—it’s built by transparency. Trusting the tool came only after the team trusted that their input mattered, that they wouldn’t be blindsided by change, and that leadership was accountable for the outcomes.

Second, AI adoption works best when framed as augmentation, not automation. By showing that AI handled the routine, while humans handled the relationship, we protected the team’s sense of purpose. It’s this clarity of role that sustained morale even as workflows changed.

Third, learning must be ongoing and human-centred. We didn’t just train the team to use tools—we empowered them to shape how the tools evolve. This mindset shift—from passive user to active director—is what truly bridges the skills and trust gap.

Also Read: Generative AI: The unstoppable force reshaping work and engagement across SEA

But we’re still learning. Not every concern disappears with one conversation. As AI grows more sophisticated—generating content, analysing sentiment, even mimicking tone—the ethical questions deepen.

Who’s accountable when the AI makes a mistake? How do we balance efficiency with empathy when AI nudges us to respond faster than we can think? These are not tech problems; they’re human ones. And they require an ongoing, honest conversation.

The tools must serve the trust

In Southeast Asia, where cultural nuance, interpersonal relationships, and community orientation are vital, AI must be embraced with wisdom and humility. We can’t afford to blindly import tech-driven models that prioritise speed over substance. Instead, we must lead with values—using tools to build trust, not erode it.

Let AI be the assistant, not the master. Let teams direct the tools, not be directed by them. And above all, let our cultures remain human at the core—even as they become increasingly digital.

Because in the age of AI, it is not the tools we deploy that define us—but how we use them to protect what makes us human.

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