e27 has been nurturing a supportive ecosystem for entrepreneurs since its inception. Our Contributor Programme offers a platform for sharing unique insights. As part of our ‘Contributor Spotlight’ series, we shine a spotlight on an outstanding contributor and dive into the vastness of their knowledge and expertise.

This episode features Yvan Goudard, an Innovation and Communication Strategist, author of Startup Dot Comms, and a seasoned branding and communications expert with a passion for storytelling and a deep understanding of the startup landscape. As a communication consultant, advisor, and mentor, he works closely with founders and teams to craft narratives that align their vision with compelling brand messages, driving growth and engagement.

In the sections below, he reflects on his journey, the lessons he’s learned, and what keeps her going.

How I got here

When I look back, there hasn’t been just one defining moment. I’ve had to evolve constantly. One quote that stuck with me is from Heraclitus of Ephesus: “Panta Rhei” (πάντα ῥεῖ), everything flows. Or as we say now, the only constant is change.

From publishing to advertising, from startups to consulting, I’ve reinvented myself many times. Each reinvention came with its own set of doubts, learning curves, and excitement. But that’s the game. Stay curious, stay adaptable, and keep learning. That’s how I’ve kept moving forward.

If I had to explain my work to a kid

I help startups and small businesses explain what they do in a way even other five-year-olds can understand. My job is to make complicated things simple so everyone gets it.

Lessons learned along the way

The truth is: not all innovation is good, and not all startups are honest. Scams were rampant in the early crypto days, and now the same red flags are popping up in AI.

Also Read: Sebastian Tai Jian Haw on growth, reinvention, and showing up real

So I’ve learned to slow down and do the boring but essential work: due diligence. Look into the founders. Check the legal structure. Understand the regulatory risks. That’s where the real answers are, not just in the pitch deck.

What more people should notice

AI is all the rage, and understandably so. It’s powerful, exciting, and attracting capital like a magnet. But in all the noise, we often forget two critical things:

• Founder motivation matters more than hype. A founder obsessed with the problem they’re solving, not just the trend of the day, is far more likely to stick it through.
• Low-tech still works. Not everything needs to be a shiny AI product. There’s a huge, underserved space for simple, reliable, low-tech solutions that solve real-world problems.

Why I write

I’ve been writing about tech and startups in Thailand for years on LinkedIn, Medium, and Substack. It started as a way to record what I learned at events. Basically, notes to self. But then I realised others could benefit from it too.

Joining e27 felt like a natural next step. You cover Southeast Asia as a whole, and much of what I’ve seen and written in Thailand applies across the region. Getting the chance to share these insights more broadly has given me a bigger sense of purpose.

My advice for aspiring thought leaders

Attend events. Talk to people. Take notes. Then reflect.

I started writing because I didn’t want to forget what I learned. But in the process, I realised I understood it better. That’s the trick: if you can explain it clearly to others, you’ve really learned it.

As Nicolas Boileau said: “Ce qui se conçoit bien s’énonce clairement, et les mots pour le dire arrivent aisément.” Roughly: “What is well conceived is clearly stated, and the words to say it come easily.”

Also Read: The power of automation: How Sabrina ‘Princessa’ Wang uses AI to create time for what matters most

What drives my curiosity

Outside of work, it’s coding.

I took Harvard’s CS50 course a few years ago, one of the best things I’ve done. It was hard at first, but incredibly rewarding. Understanding how code works helps me better understand the tech world I’m working in every day. It’s like peeking behind the curtain and seeing how the magic happens… and where the bugs live.

Influences that shaped me

A few names come to mind. I’ve written about some of them on Substack, the Karoui brothers, Jean-Louis Saquet, and Antonio Boulos, mentors who didn’t just teach me things but reshaped how I think.

Then there are those who remind me how small we are in the big picture: Sabine Hossenfelder and Neil deGrasse Tyson are among them. Their work puts things into cosmic perspective, and that helps me stay grounded, especially when things get tough.

As for tools: I use YouTube, though less and less I’ve had to filter out too much AI junk lately. And ChatGPT is now my daily tutor. It’s not perfect, but when used critically, it’s a powerful tool for learning and refining ideas.

Take a look at Yvan’s articles here for more insights and perspectives on his expertise.

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Are you ready to join a vibrant community of entrepreneurs and industry experts? Do you have insights, experiences, and knowledge to share?

Join the e27 Contributor Programme and become a valuable voice in our ecosystem.

The post Yvan Goudard on why simple, low-tech solutions still outperform AI hype appeared first on e27.

Singapore-headquartered tech conglomerate Sea Limited has unveiled remarkably robust financial results for the second quarter ended 30 June 2025.

While the company’s Chairman and CEO Forrest Li emphasised a continued commitment to “prioritis[ing] growth”, the figures reveal a dramatic leap in profitability, suggesting Sea is successfully balancing aggressive expansion with enhanced financial discipline.

A return to robust profitability across the board

Sea’s consolidated performance for Q2 2025 was nothing short of impressive. Total GAAP revenue escalated by 38.2 per cent year-on-year to US$5.3 billion, contributing to a substantial 52.1 per cent surge in gross profit, reaching US$2.4 billion.

Also Read: Sea Limited’s 2024 results: A deep dive beyond the headlines

Most notably, net income attributable to Sea’s ordinary shareholders skyrocketed by an astounding 418.3 per cent to US$414.2 million, a significant improvement from US$79.9 million in the corresponding period last year.

Total adjusted EBITDA also increased 84.9 per cent, hitting US$829.2 million. This powerful combination of growth and profitability signals a strategic shift from a pure investment-driven phase to a more mature operational model capable of generating substantial returns.

Shopee’s e-commerce triumph: From loss to profit

Shopee, Sea’s e-commerce arm, once a significant drain on overall profitability, delivered another “record-breaking Q2”. Gross Merchandise Value (GMV) climbed by 28.2 per cent year-on-year to US$29.8 billion, with gross orders increasing by 28.6 per cent to 3.3 billion for the quarter.

Crucially, Shopee’s adjusted EBITDA swung into significant profitability, reporting US$227.7 million, a dramatic turnaround from the US$(9.2) million loss recorded in Q2 2024. This pivotal achievement underscores the platform’s maturing business model, particularly highlighted by its success in Brazil, where it has become the “market leader by order volume” and is now “operating profitably”.

Monee’s digital financial ascent: Growth at a cost

Monee, the digital financial services segment, continued its explosive growth trajectory. GAAP revenue surged by 70 per cent year-on-year to US$882.8 million, while adjusted EBITDA climbed 55.0 per cent to US$255.3 million. The primary driver of this expansion is the consumer and SME credit business, with loans principal outstanding nearly doubling, up 94.0 per cent year-on-year to US$6.9 billion.

However, this rapid expansion comes with significant and strategic expenditures. Sales and marketing expenses for Monee skyrocketed by 123 per cent to US$122.5 million, indicating aggressive spending to capture market share in what Mr. Li described as “early stages in many of our markets”.

Furthermore, provision for credit losses almost doubled, increasing by 93.4 per cent to US$323.7 million, mirroring the 94 per cent growth in the loan book.

While the non-performing loans (NPL) ratio remained “relatively stable” at 1 per cent, the substantial absolute increase in provisions signals the inherent risks and active management required for such a rapidly expanding credit portfolio.

Garena’s digital entertainment: Monetisation is key

Sea’s digital entertainment division Garena also showcased a “very strong performance”. While quarterly active users (QAU) saw a modest increase of 2.6 per cent to 664.8 million, the key takeaway is Garena’s enhanced monetisation capabilities.

Quarterly paying users jumped by a healthy 17.8 per cent to 61.8 million, pushing the paying user ratio to 9.3 per cent from 8.1 per cent in Q2 2024. Average bookings per user also increased to US$0.99 from US$0.83, resulting in bookings growing by 23.2 per cent to US$661.3 million.

Reflecting this positive momentum, Sea has raised Garena’s full-year guidance, expecting bookings to grow “more than 30 per cent” in 2025. This demonstrates the enduring appeal of “evergreen franchise[s]” like Free Fire and successful efforts to deepen user engagement.

Underlying costs and strategic investments

While the headline figures are undoubtedly positive, a closer look at the expense lines provides additional nuance to Sea’s impressive performance.

Beyond the segment-specific marketing spend, Sea’s total sales and marketing expenses increased by a notable 30.3 per cent year-on-year to US$1 billion. This substantial outlay is crucial for sustaining growth and market leadership across its diverse operations.

Furthermore, a less visible aspect of the report is the widening loss in the “Other Services” segment, which increased by 131.1 per cent to US$13.766 million. Comprising multiple business activities too small to be reported individually, this suggests ongoing investments in nascent or experimental ventures that are yet to turn profitable.

Also Read: Behind GoTo’s record Q2: The fine print tells a different story

Unallocated expenses, primarily general and corporate administrative costs, also more than doubled, increasing by 110.4 per cent to US$8.137 million, adding to the overall overheads.

In conclusion, Sea Limited’s Q2 2025 results paint a picture of a company hitting its stride, demonstrating a powerful combination of market leadership and financial discipline. While the emphasis remains on aggressive expansion, particularly in its high-potential markets like Brazil for Shopee and the broader Southeast Asia region for Monee, the significant turnarounds in profitability suggest a more mature and sustainable growth strategy is now firmly in play. Investors and market observers will be watching closely to see if Sea can maintain this delicate balance of aggressive growth and robust profitability in the quarters to come.

The post Sea posts 418% profit jump as Shopee, Monee, Garena fire on all cylinders appeared first on e27.

Having an outbound sales team that works remotely has many benefits. Access to wider talent pools, lower overhead costs, and flexible work models that boost productivity are the key advantages for brands across industries.

However, there are challenges as well, particularly when it comes to scaling the team.

Growing the size of the team means you need to hire skilled reps who understand how your company’s mission and vision translate into day-to-day selling behaviour. The outbound sales process should also be straightforward and effective to minimise training time.

Another area of growth for remote sales teams is their scope of work and strategic impact. Your sales professionals, in the modern age, are doing more than just selling. They are also involved in customer insights and market analysis, informing your go-to-market (GTM) strategy.

Scaling the team in either direction, when the representatives and personnel are distributed across locations, can be difficult. 

In this article, let’s look at three foundational strategies to grow remote outbound sales teams effortlessly while keeping productivity, cohesion, and results on track.

Determine KPIs and set clear expectations

List your company’s current objectives and translate them into goals for the outbound sales team. This will help you recognise the key performance indicators (KPIs) you need to track and optimise.

For instance, if your business’ current objective is to reduce overhead costs, then you can translate it into: decrease outreach expenses. 

Then, based on the available resources (budget, headcount, and tooling), you can convert the sales goal into action items. Reps can ramp up their daily outbound efforts through asynchronous outreach methods (email or social media) over synchronous ones (cold calling) to achieve the milestone.

An effective way to determine which KPIs to focus on is to look at your income statement template, which highlights various sources of revenue and expenditures. These metrics are directly tied to your profitability, streamlining the process.

Then, as noted above, you can reverse-engineer it to outbound sales efforts and share them with the team. 

This will help you set tangible goals for each professional in the outbound sales team. Instead of telling them to “increase outreach,” for example, you can be more specific with “send 10% more emails.” 

Also Read: How SEA startups turned remote-first into a scalable culture

Additionally, you can also explain why the representatives need to hit these numbers by correlating them with revenue metrics in your company’s income statement template. It will help team members clearly understand what they need to do and how you will evaluate their performance.

Down the line, if you increase the team size, you can easily set goals for them so the new hires can hit the ground running. Similarly, if the existing outbound sales team needs to focus on other business aspects, it can be communicated thoroughly as well.

Prioritise data security and privacy

Outbound sales teams handle sensitive information, such as prospect contact details and internal pricing strategies. The professionals often share these details with each other while running daily operations.

When working remotely, the chances of a potential data breach and unauthorised access increase. Your team members may use unsecured public Wi-Fi networks or their personal devices, which can become entry points for cyber threats.

There are two ways you can handle these challenges to avoid legal penalties and reputational damage: technology and best cybersecurity practices.

Adopt devices that are thoroughly vetted and authorised by the IT department. The hardware components, such as laptops, desktops, and servers, should have built-in security features that prevent data leakage and contain cyber threats in the case of a breach.

Additionally, professionals who frequently travel can use work computers through remote access software from any location. These solutions securely connect your team members to the company’s IT resources and monitor key data actions closely.

Beyond technology, educate your team on the latest best data safety practices to deal with evolving threats online. Phishing attempts and social engineering can still be used to extract sensitive information about your potential customers and company.

Additionally, maintain a list of approved tools and blocked websites. Explain to your team why they should avoid stepping out of that list for any purpose by outlining the potential security threats. 

Finally, prepare a detailed recovery plan so you can respond swiftly in the event of a data breach.

Design a collaborative workflow

Sales is a collaborative process where team members need to frequently share feedback, knowledge, and information with each other. It is far simpler in in-office settings, where you can walk up to a colleague’s workspace and initiate a conversation.

However, this doesn’t happen organically when working remotely. When outbound professionals operate from different locations, they may have to deal with communication silos and time zone gaps, affecting productivity.

Also Read: Is remote work the answer to tech’s layoffs?

To navigate these roadblocks, you can implement a mix of synchronous and asynchronous tools for different purposes.

For instance, daily standup calls can happen via video conferencing, where your outbound sales team can discuss goals and challenges. The synchronous channels are effective for real-time brainstorming and discussions about the company’s objectives.

On the other hand, asynchronous collaboration methods are useful for sharing feedback and monthly reports. This prevents disruptions in daily operations and gives your team all the benefits of working remotely.

In some cases, you might need a combination of synchronous and asynchronous methods. 

A new employee, for example, can learn about your outbound sales process at their own pace from the existing knowledge base articles. But if they struggle while using an AI-powered tool, they might need real-time assistance through video calls.

The point is that you need to establish certain ground rules based on your sales team’s communication needs. These rules can be modified as your operations and requirements evolve.

Wrapping up

Scaling a remote outbound sales team comes with various challenges, such as communication gaps, limited peer learning, and security vulnerabilities. These roadblocks make it difficult for companies to onboard new team members and increase their sales capacity effectively.

You can overcome such hurdles by focusing on three foundational strategies.

First, identify KPIs that are important for your business and reverse engineer them to set operational goals for the outreach team. Second, adopt the right technology and security best practices to protect prospect data and organisational information.

Finally, build a workflow that facilitates collaboration, both synchronously and asynchronously.

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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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The post How to grow your outbound sales teams in a remote environment appeared first on e27.

Not every learner fits a dashboard. True mentorship happens in the messy, human space between questions, doubt, and real connection.

The mentorship moments that shaped me

There was no curriculum when I stood in front of a 17-year-old student who had just failed his SPM mock exams. No dashboard when a young woman said she stayed quiet in meetings because she feared being seen as “just a junior.”

No script when a mentee whispered, “I don’t know what I’m good at.” Yet those were the moments that taught me what real mentorship looks like which were uncertain, honest, and deeply human.

They were not about giving perfect answers. They were about being fully present. Being able to say, “I’ve been there too,” and meaning it.

From driving KPIs to sitting with uncertainty

For over a decade, I worked across digital and e-commerce launching direct-to-consumer platforms, scaling regional teams, and growing revenue through automation and strategy. I’ve built roadmaps, pitched to leadership, run marketplace acceleration sprints. I worked with data, dashboards, and deadlines.

But after a startup venture didn’t pan out and I found myself in a career pause, I did something unfamiliar: I started tutoring underserved students. Then I joined mentorship programs for young professionals, fresh graduates, and early founders.

I didn’t do it to build a personal brand or “give back” for LinkedIn points. I did it because I finally had the time to slow down. To unlearn the pace of corporate life and start listening not just to numbers, but to stories.

And those stories taught me a lot more than most boardroom conversations ever did.

Also Read: Founders, stop listening to mentors who tell you to build an MVP

The best lessons didn’t come from boardrooms

They came from moments like this:

• Helping someone rebuild their confidence after their fifth job rejection
• Coaching a young woman through how to say no to a team lead who was dumping work on her without credit
• Encouraging someone to walk away from a “good job” that drained their creative spark daily

I once worked with a mentee who had everything on paper :a great degree, solid performance reviews but felt invisible. With just a few sessions of guided reflection, she made the decision to step into a more entrepreneurial path. Today, she runs a boutique marketing agency serving wellness startups.

Another mentee came from a rural school where computers were scarce. He had never seen a pitch deck before, yet his questions about product cost structure would put some junior analysts to shame. He’s now building his first digital prototype which is a career guidance app for students like him.

These breakthroughs didn’t come from a step-by-step playbook. They came from slow, intentional conversations. The kind where silence isn’t awkward, it’s necessary.

Mentorship wasn’t a service. It was a shared experience of figuring it out together.

Why this matters in a world full of edutech and AI

We’re in a re-skilling gold rush.

Startups are raising funds to automate mentorship. Governments are rolling out national training platforms. AI tools are now being trained to mimic career coaching and feedback loops. It’s fast. It’s impressive. It’s scalable.

But here’s the uncomfortable truth: insight isn’t scalable.

You can’t fully automate someone holding space for your confusion. You can’t template the emotional intelligence required to guide someone through self-doubt or identity shifts.

AI can simulate answers. But transformation happens in the pause between those answers :in the nuance, the follow-up question, the “why does that matter to you?” that only another human can truly ask.

Mentorship is not about information. It’s about interpretation. And interpretation is deeply personal.

Three things mentorship taught me that no dashboard could

• You don’t need to be perfect to mentor. Just present.

The most powerful feedback I’ve ever given didn’t come from wins. It came from losses.

I’ve been laid off. I’ve had projects fail. I’ve made pivots I wasn’t ready for. When I shared those stories, people leaned in not because I had the solution, but because I understood the fear.

Perfection is intimidating. Presence is comforting.

• Technology connects, but presence transforms.

I’ve mentored through WhatsApp voice notes at midnight, recorded videos for mentees too shy to talk live, and checked in with someone weekly for months just to hold them accountable to their own goals.

The tools helped but what mattered was consistency, reliability, and emotional safety.

The tech didn’t make the impact. The human did.

Also Read: Meet the mentors powering Asia’s startup ecosystem

• Mentorship is mutual growth.

I walk away from almost every session learning something new.

From how Gen Z views mental health and ambition, to how younger professionals redefine success around values instead of vanity metrics.

Mentorship forces me to reflect. To stay curious. To stay humble.

And sometimes, it reveals blind spots I didn’t know I had.

What you can do, even if you don’t see yourself as a mentor

If you’re building an edutech product or mentoring platform, it will be great to ask: Are you designing for empathy, or just efficiency? Are your users meant to feel supported or simply processed?

If you’re a professional who’s ever said, “I wish someone told me this earlier,” maybe it’s your turn to be that someone.

You don’t need a title to mentor. You don’t need a certification to care. Sometimes, one honest conversation is all it takes to spark a shift.

And if you’re early in your journey , whether you are student, junior executive, or job seeker and wondering if you’re even worthy of mentorship, know this: You don’t need to achieve more to deserve guidance. You just need to be open. Growth is not a transaction. It’s a relationship.

We don’t need more perfect mentors — we need more real ones

I didn’t plan to become a mentor. But mentorship found me in classrooms, coffee chats, late-night messages.

It’s rarely glamorous. It doesn’t trend. But in a world obsessed with acceleration, mentorship slows us down just enough to move forward with intention.

We talk about innovation all the time in tech. But the most underrated innovation is still this:

Listening. Showing up. Reminding someone they’re not alone.

That’s the kind of impact no dashboard will ever fully capture.

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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.

Enjoyed this read? Don’t miss out on the next insight. Join our WhatsApp channel for real-time drops.

Image courtesy of the author.

The post Mentors without playbooks: Real-world guidance in an AI-first era appeared first on e27.

During a recent mentor-mentee matching session, part of a startup ecosystem, I was asked a question that gave me pause: “Chervee, should I find a co-founder? If yes, how do I find the right one? What criteria should I use?”

It’s a simple question on the surface, but one that every founder eventually confronts and few are truly prepared to answer.

Having co-founded Biochromatographix International (BCI), a Singapore-based biotech startup behind the AXISFLOW Next-Generation Monolithic Chromatography Media, I’ve lived the ups and downs of building a company from scratch. From this experience, I can say with conviction: Every biotech founder needs a ‘commercial’ co-founder—someone who complements the science with business insight, market understanding, and strategic focus.

In this article, I’ll share why that matters, what I’ve learned from building BCI, and practical advice for biotech founders seeking the right commercial co-founder.

The essential role of co-founders in biotech

When launching a biotech venture, it’s natural and often necessary to focus deeply on the science. Biotech is capital-intensive, complex and filled with technical unknowns. Many founders come from scientific backgrounds, driven by discovery and innovation.

But here’s the truth I learned early on: Technology doesn’t build a successful company. People do.

Co-founders aren’t just business partners. They’re your sounding board, your strategic compass, and—sometimes—your emotional lifeline.

I co-founded BCI with Scott M. Wheelwright, PhD; whose deep technical expertise perfectly complements my commercial and strategic focus. From day one, Wheelwright has been more than just a co-founder. He’s been a collaborative mentor, a critical thinker, and someone I trust deeply.

I still remember him saying, “I’m not much of a conversationalist, but you have a real strength in sales, marketing and building relationships.” That candid moment reminded me that great partnerships aren’t about being alike. They’re about bringing different strengths to the table and trusting each other to lead where we shine.

What does ‘commercial’ really mean in biotech?

The term commercial can mean many things. In the context of biotech startups, a commercial co-founder brings a specific set of capabilities:

• Understanding the market landscape and unmet customer needs
• Realistically positioning and pricing products based on pain points
• Building go-to-market strategies tied to regulatory and technical milestones
• Communicating value to investors, customers, and partners
• Bridging science with practical, scalable business solutions

At BCI, this mindset has been foundational. Our AXISFLOW monoliths combine Advanced Methacrylic Polymer Technology with proprietary “Inverted Morphology” designed to solve real-world purification challenges. But without a commercial lens, we risked building something brilliant but irrelevant.

Having commercial strategy embedded early helped us avoid the trap of “technology push.” It forced us to prioritise what matters to customers and focus on getting to market with clarity and speed—not perfection.

Also Read: From molecules to markets: Embedding commercial thinking in biotech from day one

The humbling reality of commercialising biotech innovations

Commercialising biotech isn’t glamorous. It’s messy, slow and full of hard truths.

In our early days, we believed we had a game-changing product. But we quickly realised that customer adoption is never instant even for superior technology. Biopharma users often default to legacy systems unless they’re given compelling, validated reasons to switch.

That’s why the question “Who needs this, and why now?” became our daily compass.

A commercial co-founder keeps the company grounded. They ask uncomfortable questions, push for clarity, and ensure every technical decision aligns with customer value.

They also drive momentum by translating big vision into tangible goals:

• What must we prove?
• Which customers can be first adopters?
• What pricing strategy removes friction?

Having a commercial mindset from the start helps teams prioritise what’s needed to get to market sooner. It’s not just about branding or messaging. It’s about setting realistic launch goals, identifying the fastest viable path to revenue, and focusing technical development on what early adopters will pay for. That clarity and direction can be the difference between endless iteration and real traction.

This thinking helped us move beyond theory. It turned launch from an abstract concept into a series of defined, achievable steps making commercialisation feel actionable, not aspirational.

When and how to find a commercial co-founder

If you’re currently a solo biotech founder or wondering whether to bring someone on board, here’s my advice:

Start early—before you’re overwhelmed. Finding a commercial co-founder before your vision and values are fully locked allows you to build with that partner, not just bolt them on later.

Wheelwright and I started early, which allowed us to co-create the foundation. That gave us faster decision-making and stronger alignment.

Here are some principles that helped and may help you too:

• Look for more than just skills

A great commercial co-founder should know go-to-market strategy, pricing, and customer behavior. But more than that, they should share your values and vision. Ask yourself:

• Do we believe in the same mission?
• Can we challenge each other respectfully?
• Are our strengths complementary?
• Are we equally committed to the long road ahead?

Great partnerships are built on trust, not just resumes.

Also Read: How biotech is changing the global agriculture game for investors

• Broaden your view

Don’t just look for someone with an MBA. Some of the best commercial leaders in biotech come from hybrid backgrounds—regulatory, pharma, business development, or technical sales.

Explore startup ecosystems, biotech accelerators or pitch events. You may find the right partner in an unexpected place—someone who gets your science and can see the business potential.

• Test the fit before you formalise it

Before formal commitments, collaborate on small projects: pitch decks, discovery interviews, strategy sessions. This reveals how you solve problem together, how you handle disagreement and whether you can sustain momentum under pressure.

• Be honest about your gaps

Many founders avoid looking for a co-founder because they aren’t sure what to look for or fear exposing their blind spots.

That’s okay. Clarity is the first step. What are your superpowers and what type of partner would truly challenge and complement you?

In my case, I could lead commercial execution, but I needed someone like Wheelwright with deep technical vision to build a product platform customers could trust.

Building the partnership: Lessons from BCI

One of the smartest decisions we made was to treat our co-founder relationship as a long-term collaboration, not a transaction.

We came from different worlds—Wheelwright from pharmaceutical product development and chromatography; I came from pharmaceutical commercialisation and biotech strategy. On paper, it looked like a classic “tech and business” duo. But what made it work was that we deeply respected each other’s judgment.

We debated often but always from a place of mission alignment.

Here are a few lessons that shaped our partnership:

• Define roles, but stay fluid

Early on, we wore every hat. As we grew, we gradually clarified ownership. But we stayed focused on outcomes, not egos.

• Communicate, even when it’s uncomfortable

From pricing pivots to delays in R&D, we talked early and often. That transparency-built trust and made us faster decision-makers.

• Revisit the vision often

Your original idea will evolve. And that’s not failure—it’s growth. AXISFLOW had to shift form, price point and validation level based on customer input. Because we were aligned, those pivots felt natural, not painful.

• Build around momentum, not titles

We stayed focused on progress:

• Are we learning faster than competitors?
• Are customers excited to test?
• Are we staying motivated despite uncertainty?

In biotech, where timelines are long, that momentum is your true lifeline.

What if you can’t find a commercial co-founder?

Not every biotech startup starts with a dream team. That’s okay. But if you don’t have a commercial co-founder, you need to intentionally fill that gap early. Here’s how:

• Build a commercial advisory circle

Assemble advisors who’ve launched, sold or scaled similar products. Their insight on pricing, messaging and market entry will save you months.

• Hire for mindset

Even one early commercial hire can help but look for curiosity and clarity, not just titles. Fractional CCOs or contractors can offer flexibility.

Also Read: Asia’s biotech boom: Innovation, investment, and a new era of discovery

• Get out of the lab

Founders must engage in customer discovery, even if it feels unnatural. Ask direct questions. Attend industry events. Learn what your future customers care about.

• Focus on the right signals

Patents, specs and pitch decks are great but they don’t validate product-market fit. Watch for signs like:

• Requests for demos or pilots
• Customers sharing their pain points
• Willingness to co-develop or test

• Don’t wait for perfect

You don’t need a polished product to start selling. You need a clear narrative and a way to de-risk the first buyer’s decision. Work on polish later. Start with clarity.

The humble power of complementary founders

The biotech ecosystem needs more honest stories about founders who lean into complementary strengths. We often glorify the lone scientific genius but building a biotech company isn’t a solo act. It’s a team sport and the most resilient companies are built by co-founders who challenge, complement, and grow alongside each other.

For every founder driven by the thrill of discovery, there’s immense value in a commercial co-founder who brings clarity to the market, asks the tough but necessary questions and turns vision into traction. This isn’t about business plans and sales decks; it’s about building a company that understands its customers as deeply as it understands its science.

If you’re a biotech founder pondering your co-founder journey, ask yourself:

• What am I best at and where do I need support?
• Who can push me to see blind spots without undermining the mission?
• How do we build a partnership rooted in mutual respect, honesty and shared ambition?

Because in the end, the hardest challenges in biotech rarely come from the science itself. They come from translating that science into something the world can use. And the right commercial co-founder doesn’t just help you build a product; they help you build a company that lasts.

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