The integration of Artificial Intelligence (AI) into daily education is rapidly increasing amongst students globally, fundamentally shifting learning behaviours.

However, this surge in adoption is not matched by a corresponding rise in understanding, leading to widespread confusion and apprehension about the future, particularly regarding careers.

Widespread adoption, shifting search behaviours

The #StudentsSpeakonAI Report, a comprehensive global survey by BrightCHAMPS involving 1,425 students across 29 countries, highlights a significant shift: 58 per cent of students globally have used AI for help with studies in 2025, encompassing homework, projects, and gaining additional understanding of school material.

Also Read: Beyond the classroom: How education companies are rewriting the rules with relationships

A substantial 33 per cent of students globally are fairly regular users of AI, with 10 per cent leveraging AI tools daily. Notably, a considerable 12 per cent of students have completely changed their search behaviour, now primarily relying on AI tools for online information, moving away from traditional search engines.

This indicates a profound change in how students access and process information for their academic pursuits.

A gap in understanding and the peril of misinformation

Despite this widespread use, a striking paradox emerges: almost half of the surveyed students admitted to having little to no understanding of how AI technology works or what its flaws might be.

Globally, 34 per cent of students acknowledge using AI tools but not fully grasping the underlying technology. This lack of foundational knowledge has tangible consequences. A concerning 29 per cent of students globally never cross-check AI-generated answers for accuracy.

The ramifications are clear: 20 per cent of students globally have mistakenly believed AI answers, only to later discover they were incorrect.

Furthermore, 23 per cent of students globally struggle to differentiate between real and AI-generated images or videos, highlighting a critical challenge in discerning authentic content in the digital age. The report also reveals that 14 per cent of students globally don’t understand AI at all, simply following what their peers do.

Concerns for the future and the call for greater support

The rapid advance of AI has ignited anxieties amongst the student population. A significant 36 per cent of students globally worry about how AI will affect future jobs.

Ravi Bhushan, founder and CEO of BrightCHAMPS, expressed his sadness over this concern but found hope in students’ “resilience and desire to upskill and fortify their learning with new-age skills”. Indeed, the majority of students recognise the imperative for AI literacy, with 59 per cent globally believing that AI is an important subject to learn to be future-ready. This sentiment underscores a proactive desire to equip themselves for the evolving employment landscape.

Also Read: Asia’s tech potential: How self-taught education is shaping the next generation of developers

Crucially, over half of the students surveyed, specifically 56 per cent globally, feel a strong need for additional support and guidance beyond what schools and parents can offer to navigate the complexities of the AI era properly. This indicates a pressing demand for more comprehensive and external educational resources to prepare the next generation for an AI-integrated future.

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Southeast Asia is rapidly emerging as a dynamic hub in the global AI landscape, attracting billions in investment and strategically focusing on downstream applications to overcome traditional hurdles.

While global venture capital (VC) investment into AI surged to a record high of over US$100 billion in 2024, constituting more than one-third of total global VC funding, Southeast Asia is carving out its unique niche.

Global investment flood, regional focus

An East Ventures White Paper, titled “AI-first: Decoding Southeast Asia trends”, says that despite accounting for a smaller portion of global AI investment (ranging from 0.6 per cent to 1.7 per cent between 2020 and 2024), the region is witnessing significant capital inflows, particularly into infrastructure and local initiatives:

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

Indonesia: A major beneficiary with Oracle, Microsoft, AWS, and Nvidia planning to invest US$20 billion into data centre infrastructure. Bytedance is also set to invest US$2 billion in an AI Hub. Microsoft alone plans a US$1.7 billion investment to expand its cloud and AI services in Indonesia, alongside local collaborations like Sahabat-AI and East Ventures’ IndoBuild AI platform.

Malaysia: Google, AWS, Microsoft, and TikTok collectively plan to invest over US$10 billion into cloud and data centre infrastructure.

Singapore: Led the region in AI initiatives, anchoring OpenAI’s Asia-Pacific Hub and allocating a substantial S$1 billion (approximately US$740 million) budget for AI investment from 2024-2029. Singapore also boasts the region’s first model AI governance framework.

Vietnam: Nvidia has partnered with the Vietnamese government to establish an AI research and development centre.

Thailand: Introduced its National AI Strategy and Action Plan in 2022, focusing on regulation, infrastructure, talent, innovation, and ecosystem promotion.

This influx underscores a clear recognition of Southeast Asia’s potential as an AI-driven market.

Overcoming hurdles: A pragmatic approach

Historically, AI adoption in Southeast Asia faced challenges such as deep-tech talent scarcity, infrastructure limitations, and a lack of clean data. However, the advent of GenAI has dramatically lowered these barriers:

Talent shift: Southeast Asia is not aiming to develop new foundational models, reducing the need for deep-tech expertise. A recent survey highlighted that over 65 per cent of regional companies now prioritise practical, integration-focused AI talent over technical research roles, emphasising problem-solving over foundational model development.

Infrastructure accessibility: While top-tier digital infrastructure attracts tech giants, studies indicate that 85 per cent of industrial AI applications in Southeast Asia run efficiently on standard, cost-effective networks. Most GenAI development and deployment can be piloted affordably without demanding expensive infrastructure.

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

Data challenges: The region’s businesses, many of which are not digital native, face a scarcity of clean data. Crucially, GenAI solutions excel at ingesting “dirty” qualitative, text-based information and generating useful insights, mitigating this challenge. Furthermore, data annotation providers like Tictag are transforming disparate data formats for AI model training.

By focusing on accessible downstream applications, Southeast Asian AI companies are capitalising on existing foundation models and building ready-to-use solutions. This strategic pivot is making AI adoption highly cost-efficient and impactful, setting the stage for significant operational transformation and presenting an “attractive investment opportunity” for those backing founders leveraging this trend.

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A recent survey conducted by Airwallex, in partnership with Statista, paints a robust picture of Singapore’s cross-border e-commerce landscape, revealing key consumer preferences and non-negotiables for online merchants.

The “Airwallex Singapore Cross-Border eCommerce Survey 2025,” which polled 1,000 cross-border e-commerce shoppers in the island nation in January 2025, underscores the mainstream nature of international online shopping among local consumers and offers vital intelligence for tech startups eyeing the Southeast Asian market.

Singapore’s cross-border e-commerce boom is unstoppable

The study highlights that cross-border e-commerce is not just mainstream but also frequent in Singapore. A remarkable ninety-three per cent of consumers are comfortable buying online from overseas merchants, a figure “significantly higher than the global average”. This demonstrates a mature and confident online shopping demographic ready to look beyond local shores for their needs.

Also Read: Shopee, TikTok Shop, Lazada now control 84% of SEA’s e-commerce market

The top categories attracting Singaporean cross-border shoppers include:

• Fashion and apparel
• Skincare and beauty products
• Electronics
• Food and beverages

These categories represent clear opportunities for international merchants and e-commerce platforms targeting Singapore.

The imperative of seamless checkout: Transparency and trust are king

For online merchants, the checkout experience is a critical determinant of success, with transparency, speed, and trust emerging as key drivers. Shoppers articulate a clear demand for a sophisticated and secure transaction process.

The most valued aspects of an online checkout experience include:

• A “transparent pricing structure that includes a breakdown of taxes and fees, such as foreign exchange and shipping fees”. This suggests a strong preference for clarity and no hidden costs, which can significantly erode trust.
• The “ability to pay using my preferred payment methods”.
• A “mobile friendliness of the checkout process to let me complete the purchase on mobile”.

A significant red flag for consumers is any disruption to the payment flow. The survey found that 92 per cent of online shoppers “feel less secure about their payment if they are redirected to a different page to complete it”. Such redirections make them “less likely to complete the purchase” and “disrupt their shopping flow,” highlighting a critical technical and user experience hurdle for many platforms.

Deliberate digital shoppers demand flexibility

Singaporean online shoppers are discerning and informed, with 90 per cent of shoppers stating they are “aware whether a purchase is local or cross-border”. Their decision-making process for international purchases is notably influenced by several factors, including “affordable shipping,” “transparent fees,” and critically, “the ability to use their preferred payment methods”.

When it comes to preferred payment methods for international online purchases, consumers favour a mix of traditional and digital options:

• Debit cards
• Credit cards
• Digital payment methods such as Apple Pay, Google Pay, PayPal, and GrabPay

This underlines the necessity for merchants to offer a diverse range of secure and convenient payment solutions to cater to varied consumer preferences.

Capitalising on sales Seasons: Localised campaigns are critical

The survey emphatically states that “localised campaigns during sales periods are critical” for engaging Singaporean shoppers. A substantial proportion of consumers strategically time their purchases around key promotional events:

• 77 per cent of shoppers align their buying with Black Friday.
• 72 per cent time their purchases around double digit sales days (11.11, 12.12).
• 58 per cent coordinate their shopping with Lunar New Year.

These findings present a clear roadmap for e-commerce businesses and tech platforms to plan their marketing and inventory strategies around these high-volume shopping periods, leveraging localised campaigns to maximise reach and conversions.

Also Read: Through the fog: Why 2025 holds ‘fragile optimism’ for global logistics

The insights from the Airwallex survey offer a compelling data-driven perspective for tech startups and e-commerce players aiming to deepen their footprint in Singapore’s lucrative cross-border market. Prioritising transparent checkout processes, offering flexible payment options, ensuring mobile-friendliness, and strategically deploying localised campaigns during peak sales seasons will be paramount for success in this dynamic landscape.

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In 2024, the crypto and blockchain sector saw renewed investor enthusiasm. Venture capital (VC) funding is pouring in approximately US$13.7 billion, a 28 per cent rise from the US$10.7 billion secured the previous year.

While this uptick in capital signals a revival of interest following the market downturns of prior years, new findings challenge the assumption that VC support guarantees the success of any crypto project.

Contrary to popular belief, a crypto project backed by a well-known VC is not necessarily destined for prosperity. In collaboration with Storible, Chainplay released its latest research, revealing that 56.72 per cent of VC-backed crypto projects ultimately fail.

Alarmingly, nearly half (45.34 per cent) of these ventures are categorised as “dead,” meaning they have ceased operations entirely. Even among the survivors, performance remains underwhelming: 77.45 per cent generate less than US$1,000 in monthly revenue, highlighting significant underperformance in a sector often touted for its disruptive potential.

Prestigious VC firms are typically regarded as kingmakers in the crypto ecosystem. Their backing often serves as a stamp of legitimacy for early-stage crypto projects. Yet our data paints a more sobering picture. Of all crypto projects supported by Tier 1 VCs, 37.45 per cent have failed and 34.56 per cent are completely defunct.

Moreover, 33.41 per cent of these ventures struggle to earn even US$1,000 per month, underscoring the gap between funding prestige and operational success.

Also Read: How OnlyFounders aims to level the playing field for underrepresented founders with AI, blockchain

Two prominent names exemplify the trend. Polychain Capital, once seen as a leading force in decentralised finance, shows a staggering 44 per cent of its projects are now defunct, with 76 per cent generating negligible revenue. Yzi Labs (formerly Binance Labs) fares no better, with a failure rate of 72 per cent, despite its deep integration within the broader crypto industry.

These numbers reflect a structural issue in the VC approach to the crypto sector: high bets are often placed on experimental ideas that fail to translate into sustainable businesses.

Angel investors are not immune either

Tier 1 angel investors also struggle to pick winning ventures. Notably, Balaji Srinivasan, former CTO of Coinbase and a General Partner at Andreessen Horowitz, has a 57 per cent dead-project rate among his backed crypto startups. This illustrates that even experienced operators with deep sector knowledge are vulnerable to the market’s volatility and execution challenges inherent in the space.

Despite the bleak data, there is a silver lining: the amount of capital raised does appear to influence outcomes. Projects that raised over US$50 million were markedly more resilient, showcasing much lower failure rates. These better-funded ventures can often weather crypto’s turbulent cycles, build robust teams, and navigate regulatory hurdles more effectively.

Conversely, crypto projects that raised less than US$5 million fared significantly worse. Over 33 per cent failed outright, and nearly one in five were classified as dead.

Interestingly, projects without VC backing had a death rate four times higher than those with institutional investment. This suggests that while VC support is far from a guarantee of success, it does offer a level of resilience, access, and credibility that bootstrapped startups often lack.

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The convergence of technology and finance is reshaping India’s financial landscape, and at the heart of this shift is embedded finance.

At its core, embedded finance brings financial services, like payments, credit, or insurance, directly into non-financial platforms. It allows users to complete transactions within everyday apps and services, whether that’s topping up a wallet in a gaming app or renewing a subscription, like Netflix, in one click.

What was once a novel convenience has now become a mainstream expectation. The pandemic accelerated this surge as consumers searched for safer, more accessible ways of managing and growing money.

This trend has continued to grow post-pandemic, as digital finance adoption gains traction across urban and rural India.

This rising adoption is set to transform financial inclusion and economic participation across India. A report by Research and Markets projected that the embedded finance industry in India is expected to grow at a CAGR of 37.8 per cent from 2024 to 2029, reaching US$34.32 billion.

In 2024, India saw a significant surge in digital-only investment accounts, with National Securities Depository Limited (NSDL) reporting a 33 per cent increase that brought the total number of dematerialised accounts to 185.3 million.

We are now at a time where embedded finance is no longer optional — fast becoming a tool for banks, fintechs and non-bank financial institutions to deliver services, particularly to the un(der)banked, to build the foundation for financial ecosystems.

Embedded into our daily lives

Each and every day, there is an aspect of embedded finance that we engage with in the form of embedded credit. This creates digital platforms, both financial and non, that eases the process of applying for and repaying loans without leaving them.

An example is equated monthly instalment (EMI) cards commonly used in the retail environment. Remember when you purchased that smartphone on Amazon and turned your payment into an EMI at the checkout? Well, you are not alone.

Also Read: Blurring the Lines: The convergence of traditional finance and crypto

A study by Home Credit India in 2024 on ‘How India Borrows’ showed that about 43 per cent of borrowers showed a preference for EMI cards when it came to shopping or borrowing money.

The insurance industry is another one benefitting from embedded finance – just think about the number of travel-related bookings that now also prompt you to purchase travel insurance for your trip at the same time.

Similarly, without leaving the platform you are engaged with, embedded investments can be made without the need for a broker or advisor. Unlike robo-investing, embedded investment products allow the consumer to take ownership of micro-investment decisions. Today, many non-financial websites, including ride-hailing apps, offer this service.

Benefits to Indian companies

Digital platform companies, particularly non-bank companies with customer-facing websites and apps, hold  a natural advantage in the embedded finance sector. Years of transactional data have given them insight into consumer behaviour, allowing them to tailor financial offerings more precisely and price them more fairly.

This rich dataset opens opportunities not just for the platforms themselves, but also for financial institutions such as banks, insurers, and investment firms.

By tapping into these digital ecosystems, traditional players can access a broader pool of potential customers and diversify their revenue streams. They gain visibility into spending habits, credit usage, savings patterns, and financial health—insights that can guide everything from credit assessments to product design.

For example, a travel platform detecting increased discretionary spending could offer premium packages instead of budget deals — capitalising on embedded finance to enhance both user experience and profitability. This allows industries like insurance to benefit significantly from the easier access customers have increasingly enjoyed.

These datasets also offer a boost to companies, who can stay ahead of the competition by increasing customer acquisition, engagement, and retention, as well as repeat sales. Consumers reward companies they feel are attentive to their needs and preferences with loyalty.

This cycle translates into businesses building stronger business models, increasing customer share of wallet and improving financial performance.

Traditional banks struggle to connect with younger audiences who are increasingly turning to neobanks or digital banks for their seamless user-friendly experiences. However, by embedding their services in third-party platforms, even digitally transformed traditional banks can engage this younger demographic more effectively.

All of these developments mean the Indian financial sector has the potential to grow to be more resilient and financially sustainable, underpinning the growth of other sectors through greater liquidity, credit and investment, and benefitting the wider economy.

Benefits to Indian consumers

While the growth of digital banks has already improved access to financial services for consumers, embedded finance will take it a step further in terms of greater accessibility, convenience and relevance. This is because embedded finance can also provide customers with increased financial stability.

For one, access to a wide range of financial services improves financial literacy and inclusion. Customers who may prefer digital financial services or are unable to access traditional services will now be in a better position to save, invest and plan their finances while also securing themselves through greater insurance coverage.

Also Read: US-Japan deal, EU talks, and Japan’s Bitcoin bet: A new chapter for global finance

Since customers regularly interact with third-party platforms — be it an e-commerce site or a ride-hailing app – they build trust and rapport with these brands, making it simpler to venture into the realm of financial services.

Through greater access to and consumption of financial products and services, Indian consumers can become increasingly financially literate and more financially stable. This demand for financial products is soaring in a country with a rapidly growing urban and middle-class society.

Embedded finance has now filled the gap by providing access and convenience, and is set to propel India’s society, economy, and people forward.

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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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My first encounter with Vietnam’s legal market was in 1996. I was a young deal architect, navigating a groundbreaking joint venture between Vietinbank, KDB, and the International Finance Corporation. Vietnam then felt like a raw, exciting startup nation, brimming with impossible possibilities.

Thirty years on, I’ve watched this country transform into Asia’s investment darling, attracting over US$92 billion in cumulative Korean investment alone, alongside significant capital from Japan, China, and other global players.

After three decades of orchestrating billion-dollar ventures and running GE Capital Korea’s commercial finance operations, I thought I’d seen every market quirk imaginable. Yet, Vietnam’s legal landscape presented a paradox unlike any other: a nation with more small Korean legal offices on the ground than anywhere outside of Korea—typically well over 10 firms, each staffed by just one or two Korean lawyers.

Imagine arriving in a city boasting five-star restaurants, only to find that every Korean in town is still ordering takeout from a small, Korean-run pizza joint down the street. It’s not because the pizza is superior; it’s because it speaks their language, remembers their order, and makes them feel understood. This analogy perfectly encapsulates the strange reality of Vietnam’s multi-hundred-million-dollar foreign legal market.

The unseen paradox: Why big firms lose to small offices

What initially defied logic was observing Korea’s largest corporations—companies with billions invested in Vietnam—consistently choosing these small Korean branch offices over Vietnam’s most prestigious Tier-1 law firms. The explanations were always the same: “It’s the language,” or “It’s the HQ relationship”.

Having contributed to outlets like e27 and the Korea Economic Daily where I’ve explored the deeper forces driving tech, innovation, and market behaviour across Asia—this particular phenomenon immediately caught my eye. It wasn’t just a quirk of legal practice; it echoed a broader structural blind spot I’ve seen before.

The more I dug, the more fascinating it became. This market is not saturated or hyper-competitive ; it has been systematically overlooked due to institutional blind spots. It brought to mind the old adage about the quarter-inch drill: in-house counsels don’t ultimately want legal opinions; they want their business problems solved by someone who truly understands their world. The small firms were winning not because they were better lawyers, but because they understood the business language, made clients feel understood, and offered the kind of visibility larger firms often lacked.

That’s when it hit me: this wasn’t a legal problem—it was a visibility, access, and trust deficit disguised as a market inefficiency. And sometimes, the biggest opportunities are hiding in plain sight, waiting for someone to connect the dots.

Quantifying the gap: A multi-hundred million dollar opportunity, untouched

Let’s quantify this gap. Korean investment in Vietnam includes over 10,000 active projects and US$92 billion+ invested. The estimated annual legal spend generated is roughly US$40-70 million USD/year, based on global legal-to-capex benchmarks. Yet, the share captured by Vietnamese Tier-1 firms is less than 15 per cent. The rest flows to Seoul HQs of Korean firms (offshore work), small Korean-run law offices in Vietnam, or simply remains unserved due to lack of trust, visibility, and business fluency.

Also Read: 71% of Vietnam’s students use AI, but concerns linger over misinformation, ethics

This is not a legal competency issue. It’s a strategic positioning failure. Korean General Counsels don’t want legal memos—they want business problems solved by someone who speaks their language, shares their culture, and earns their trust.

The trust chasm: Why conventional fixes fall short

Many might consider straightforward solutions: “Why not simply hire a foreign-language speaking lawyer?” or “Why not engage an experienced legal business development (BD) specialist?” These seemingly logical approaches, while well-intentioned, are fundamentally transactional and fragmented. They utterly fail to grasp the long-term, complex nature of expertise-based trust building required for professional services.

Such tactics might yield incremental growth, but they are incapable of delivering exponential growth or securing market leadership. Hiring a bilingual lawyer doesn’t change the fact that the firm still lacks the institutional mindset and visibility needed to lead in this market. Similarly, a conventional BD approach, detached from deep legal expertise, cannot cultivate the profound, sustained trust that sophisticated foreign clients demand. HQ legal teams in Korea demand more than bilingual support—they need real jurisdictional insight paired with cultural fluency.

The true scale of this market, often underestimated due to significant ‘offshore’ legal spend handled by home-country firms, demands more than piecemeal solutions. Capturing it requires a strategic, long-term journey to position a firm as both the absolute expert and a trusted ally. This is a high-trust, high-value opportunity, necessitating a sophisticated, integrated, and strategically patient approach through consistent expertise sharing and relationship capital investment, far beyond any transactional shortcut.

The path forward: Building the “bridge counsel”

The missing model is what I call a “Bridge Counsel” strategy—a hybrid legal practice that combines:

• Vietnamese litigation capability
• Foreign business fluency (starting with Korean)
• High-trust engagement and continuity
• Culturally intelligent content, outreach, and BD

The firm that systematically offers robust Vietnamese litigation capability, genuine foreign business fluency, high-trust relationship design, and senior legal credibility with account continuity will rapidly emerge as the de facto partner for foreign companies navigating Vietnam’s regulatory, contractual, and dispute environments. This “Bridge Counsel” model, once proven with Korean clients, is replicable across other under-engaged FDI groups like Japanese and Chinese enterprises, unlocking a multi-hundred-million-dollar opportunity.

This strategy doesn’t require hundreds of hires or fancy technology. It requires:

• One or two senior Korean-speaking relationship managers
• Vietnamese bilingual lawyers trained in cross-border business etiquette
• A multi-lingual content engine (newsletters, LinkedIn, legal explainers)
• Regular engagement with Korean CEOs, CFOs, and General Counsels

The replicable revolution

Once the Korean template is proven, the same architecture can be copy-pasted to:

• Japanese clients (lifetime wallet: US$350 million)
• Taiwanese semiconductor fabs (US$220 million)
• Singaporean REITs eyeing industrial parks (US$180 million)

The combined TAM is north of US$1 billion in lifetime legal spend currently untouched by any Vietnamese firm.

Also Read: The D&I advantage: How inclusion fuels growth in Vietnamese real estate

Why 2025 is the inflection year: A call to arms

Three macro triggers are converging:

• Vietnam’s upcoming Labour Code amendments, effective July 2025, are expected to trigger widespread compliance reviews and legal restructuring, particularly among foreign-invested enterprises.
• As Korea and Vietnam deepen collaboration across the EV supply chain, evolving incentive frameworks and localization mandates increasingly require real-time regulatory interpretation and policy alignment.
• VinFast’s precedent-setting dual-jurisdiction listing, along with ongoing corporate restructuring moves by firms like SK Ecoplant, signals a broader shift toward cross-border transactions that demand multi-jurisdictional legal coordination and disclosure strategy.

The first firm to combine Korean-grade client experience with Vietnamese enforcement strength could shape the market standard and become the trusted anchor for cross-border clients in the years ahead,” says a Hanoi-based lawyer.

In tech we celebrate product-market fit. In legal, we rarely admit the product can miss the market entirely. Vietnam’s Tier-1 firms have Michelin-star capability but are losing to the legal equivalent of a food truck—because the truck speaks Korean and delivers at two am. The Bridge Counsel model is not a marketing tweak; it is a category reset. And the window is already half-closed.

Epilogue: A challenge to readers

If you’re a Korean GC reading this on the 15th floor of Bitexco, ask yourself: When was the last time your Vietnamese counsel sent you a risk memo that referenced both Article 150 of the Labour Code and Samsung’s 2024 ESG covenant? If the answer is “never,” you now know why the pizza joint still wins

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Starting a new company comes with a steep learning curve. Statistically, nearly 90 per cent of startups fail, and about two in ten businesses collapse in their first year. These sobering figures highlight why it’s critical for aspiring founders, startup accelerators, and tech entrepreneurs to understand the mistakes first-time founders make.

By learning from common startup mistakes and steering clear of them, new businesses can increase their chances of success. In practice, many industry experts note that the mistakes first-time founders make tend to cluster around areas like market misjudgment, funding, and team building. For example, ignoring market risk is the single biggest reason companies fail.

We’ll explore why poor market research, weak financial discipline, team and product issues, and other flaws rank among the biggest mistakes entrepreneurs make, and how they translate into startup mistakes to avoid. For aspiring entrepreneurs, understanding the biggest mistakes first-time founders make — by learning from insights like these — can greatly increase their chances of success.

Market and product mistakes

One of the biggest mistakes is skipping market validation. Entrepreneurs assume their idea will sell without verifying demand, instead of taking the time to validate your idea with real customers. Building a product that “no one wants” is a classic first-time founder mistake. Not doing enough customer research is one of the startup mistakes; Ryan Carrigan of moveBuddha notes that many new owners “underestimate how competitive their market can be” when they skip research.

Founders should identify a clear customer need and test assumptions early. Ignoring early user feedback is one of the startup mistakes to avoid since continuous customer input is key to finding product-market fit. Just understanding the competitive landscape and listening to prospects helps new startups avoid costly mistakes.

Planning, strategy, and execution mistakes

Not planning is another big mistake. Many first-time founders dive into execution without setting clear goals or a roadmap. Pursuing “vague business goals” is “one of the biggest mistakes new business owners can make. Without defined objectives, teams can drift and waste resources.

Launching without a business plan is a critical oversight — without a business plan it’s much harder to know what to do next. Founders should write even a rough plan to outline their vision, target market and key milestones. This discipline helps avoid strategic mistakes; in essence it highlights which startup mistakes to avoid early on.

Financial management mistakes

Money makes or breaks a startup. Poor financial management is the number one culprit in early failures. Review42 reports that 82 per cent of failed startups didn’t manage their cash flow properly. For example, mismanaging cash flow is often cited as one of the biggest mistakes entrepreneurs make early on.

Common mistakes include underestimating runway, overspending on fixed costs (office space or salaries) or neglecting basic bookkeeping. The number one reason businesses fail is running out of money. Founders must build conservative budgets, track burn rate and secure enough funding or reserves to weather slow periods. In short, budgeting and smart spending are startup mistakes to avoid — without them even a great idea will run out of steam.

Team and hiring mistakes

The people you work with matter a lot. Team issues are one of the mistakes first-time founders make. Data shows nearly a quarter of startup failures are due to poor team fit or culture.

Common mistakes include hiring too fast — for example, taking the first candidate who says yes — or not defining roles clearly. Hiring too fast usually backfires: inexperienced hires or cultural mismatches can kill productivity and morale.For example, poor hiring practices are one of the biggest mistakes entrepreneurs make because the wrong team can derail execution. Founders should hire deliberately, focusing on needed skills and shared values.

Avoid nepotism or hiring unvetted acquaintances is one of the startup mistakes to avoid; a thoughtful hiring process and clear role definition are key. Advisors or mentors can help fill in the blind spots. Overall building a strong well matched team is key to avoiding early mistakes.

Advice, feedback, and adaptation mistakes

Where founders get advice and how they adapt based on feedback can create pitfalls. Taking well-meaning but ill-informed advice is dangerous. First-timers will hear lots of opinions, but few apply universally. Founders should be skeptical of tips from friends and family who lack startup experience. Instead, founders should consult seasoned entrepreneurs or industry mentors. Equally, ignoring customer feedback is a fatal error.

“Embracing feedback and continuous iteration is the best way to prevent rookie errors.” — Joseph Chukwube, founder of StartUp Growth Guide.

For example, treating every suggestion as gospel is one of the biggest mistakes entrepreneurs make, because it can lead a startup down the wrong path. Skipping early user interviews or dismissing beta tester input is a startup mistake to avoid; continuous customer input is essential for refining the product. In short, balancing advice with market data helps avoid making mistakes.

Growth and scaling mistakes

Getting the pace of growth right is tricky. Many new founders swing to the extremes. Growing too fast — by ramping up hiring or expenses prematurely — can collapse a startup if systems aren’t ready. Expanding headcount or burn rate faster than revenue can cause serious cash shortages. Conversely, some teams grow too slowly, delaying product launch or market expansion until momentum is lost.

A related pitfall is ignoring marketing: underestimating long-term marketing expenses is one of the biggest mistakes entrepreneurs make”, since even the best product needs promotion. Founders should scale in step with demand, building processes for each stage. Staying flexible — and pivoting when needed — is key. Failing to pivot is not a failure; it’s resilience”. In practice, recognising these hazards helps new teams identify which startup mistakes to avoid and prepares them to scale responsibly.

Founder burnout and personal mistakes

Many oversights come from personal strain and mindset. First-time founders work crazy hours, thinking that hustle solves everything. But research shows productivity plummets beyond a certain point. Beyond about 50 hours a week, extra effort yields minimal return. Chronic overwork leads to burnout, bad decisions and health issues.

Likewise personal biases or overconfidence can introduce errors. For example skipping rest or ignoring work-life balance is a common startup mistake that leads to burnout and bad decisions. Founders should schedule downtime, delegate effectively and maintain perspective. Avoiding burnout and arrogance is one of the startup mistakes to avoid; a clear mind and balanced life help good judgment.

Conclusion

The biggest mistakes first-time founders make are simple: underestimating the market, not planning and mismanaging resources. By knowing these common mistakes new founders can avoid them. Key takeaways are to validate assumptions with real users, write a basic business plan, budget carefully, hire wisely and be flexible.

Learning from past failures is priceless. Ultimately turning mistakes into lessons gives first-time founders an advantage: by knowing what mistakes entrepreneurs make and following the advice, many of the early mistakes become stepping stones. For aspiring founders just knowing what to avoid can make all the difference in building a strong startup.

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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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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 Sebastian Tai Jian Haw, a digital and e-commerce strategist with 13+ years of experience driving growth at Abbott, Mettler-Toledo, and Lazada.

He mentors students through GMI and supports talent development in the e-commerce industry, helping young professionals navigate digital careers with confidence. With deep expertise in B2B, marketplaces, and transformation, he also joined the Antler Cohort to validate an AI-enabled engagement platform for the pharma sector and expand his startup knowledge.

Sebastian joined our contributor community in June and has been actively contributing since. Over the past quarter, his writing has explored themes across startup leadership, digital transformation, and the health and medtech sectors in Southeast Asia. With a cross-disciplinary background, he brings a practical and thoughtful lens to some of the region’s most dynamic challenges.

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

How I got here

I once left a steady company for a faster track and a bigger role. On paper, it looked like a bold career move. Six months later, the startup shut down.

That experience didn’t break me, it refined me.

I stopped chasing titles and started pursuing alignment. Every step since has been more intentional, more grounded, and more human.

If I had to explain my work to a kid

I help people and companies become better versions of themselves.

Imagine if your favourite toy shop knew exactly what made you happy and surprised you with it. I help businesses create that kind of experience for their customers.

I also support individuals who feel stuck. Some need help getting strong again, like in gym class. Others just need someone to remind them of their value.

My job is to help people grow: in work, in life, and in confidence.

Lessons learned along the way

I used to think success meant moving up. Now I know it’s about moving forward. Sometimes that means sideways. Sometimes through.

My path has taken me from food science to restaurant trainee, to high-growth roles in e-commerce and digital transformation, to startup validation, and even personal training.

Reinvention isn’t the backup plan anymore. It’s the real plan.

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

What more people should notice

We often glorify disruption and overlook relevance.

While exploring a startup idea at Antler, I focused on how pharma brands could better engage doctors in underserved markets. It wasn’t flashy, but it was real.

The real opportunity often lies in solving unglamorous yet deeply important problems. The kind that rarely make headlines but quietly change lives.

Why I write

I’ve mentored students and young professionals, and I’ve seen how isolating it can feel to be in the middle of change. Writing became a way to pass the torch and offer the kind of clarity I once needed.

I usually write when something I’ve lived through keeps echoing in my mind. That is when I know it is no longer just for me.

My advice for aspiring thought leaders

Speak from experience, not performance. The most powerful messages come from real moments, not rehearsed lines.

Whether I am mentoring, coaching, or leading teams, I have learned that clarity, honesty, and purpose connect more than polish ever will. Say it like it matters, because to someone, it will.

What drives my curiosity

I’m fascinated by what makes people begin again. Whether it’s someone returning to the gym, rebuilding after burnout, or chasing a dream that scares them, I’m drawn to the quiet, private moment when they choose not to give up. That is the kind of strength I never stop learning from.

Influences that shaped me

Michelle Obama taught me to lead with honesty. James Clear sharpened how I think about habits and momentum. Percy Jackson, yes, the teen demigod, reminded me that even unlikely heroes have a place, and that strength often begins with self-doubt.

My late mother-in-law showed me that dignity does not ask for attention. My parents modelled persistence without needing praise. And my four cats have taught me the value of stillness, boundaries, and knowing when to walk away.

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

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The post Sebastian Tai Jian Haw on growth, reinvention, and showing up real appeared first on e27.

In this fireside chat at Echelon Singapore 2025, Nicko Widjaja of BRI Ventures explored the evolution of Indonesia’s startup ecosystem. The conversation, moderated by Michael Smith of Oracle, traced key phases, from the B2C boom to the disruptions of COVID-19 to the ongoing challenges, such as fraud.

Widjaja emphasised the importance of healthy valuation practices and warned against the “zero-sum game” mindset that fuels inflated valuations. He contrasted the Silicon Valley model with State Ventures’ strategic approach, which is focused on market access rather than rapid exits.

The discussion highlighted a pivot toward AI and blockchain technologies, signalling a shift from traditional IPOs to tokenisation and Web3 frameworks. Governance and due diligence were underscored as critical foundations for sustainable innovation. The session concluded with a call for recalibrated investment norms that reflect regional realities and a maturing ecosystem.

The post Echelon Singapore 2025 – The next chapter: Strengthening Indonesia’s startup ecosystem for long-term growth appeared first on e27.

Singapore has emerged as the Silicon Valley of Southeast Asia.

With its robust intellectual property (IP) framework, tax incentives, global connectivity, and pro-innovation governance, it offers fertile ground for AI-driven startups aiming to commercialise intangible assets.

Whether you’re building large-scale machine learning models or developing proprietary algorithms and digital services, Singapore’s legal and economic infrastructure provides strategic advantages for scaling and protecting your ideas.

Startups today don’t just compete on product; they compete on ideas. And in the AI space, ideas are intangible, complex, and highly replicable—making IP protection not a legal formality but a competitive moat.

Singapore understands this nuance deeply. That’s why its positioning as a launchpad for AI ventures is not just about capital or connectivity, but about building systems that help protect, monetise, and export innovation.

Launching an AI startup in Singapore: Six IP essentials

• Incorporate in Singapore and conduct R&D locally

Why it matters: Incorporation unlocks access to the Enterprise Innovation Scheme (EIS), IP Development Incentive (IDI), and other IP-focused tax relief.

Action: Create a Singapore entity or partner with accelerators like SGInnovate to root operations in a jurisdiction known for digital IP strength.

This isn’t just about tax efficiency. By anchoring R&D in Singapore, startups can also access top-tier talent from local universities, plug into tech-driven public sector pilots, and join ecosystems where regulators are actively co-developing frameworks with innovators.

• Secure IP early via IPOS digital services

Why it matters: Protecting algorithms, data models, and training datasets is essential for valuation.

Action: Use IPOS Digital Hub to file patents, trademarks, and copyrights efficiently. Fast-track options include the Accelerated Initiative for Artificial Intelligence (AI2) and FinTech patent routes.

Also Read: Singapore ranks second globally in AI readiness, leading Asia Pacific

Most AI founders underestimate the value of early-stage IP filings. But even provisional applications—particularly for unique datasets or training processes—can later become cornerstones of valuation during funding rounds or acquisitions. Filing early also signals seriousness to investors who increasingly scrutinise IP defensibility.

• Design an IP strategy that enables monetisation

Why it matters: Beyond protection, IP can serve as a growth lever through licensing, franchising, and collaborations.

Action: Leverage IP Business Clinics the IP Office of Singapore to translate your portfolio into revenue channels. Singapore supports cross-border IP flows and commercialisation.

Founders should stop thinking of IP as a shield and start thinking of it as an engine. Licensing your APIs, white-labelling your algorithms, or bundling services under a patent portfolio can create recurring revenue streams. Some of the most enduring AI companies aren’t the ones that scale fastest, but those that convert IP into compounding income.

• Build a defensive IP perimeter

Why it matters: IP litigation can derail early growth. Strong protections upfront mitigate future disputes.

Action: Utilise border enforcement programs and register with Singapore Customs. For high-stakes issues, the World Intellectual Property Organisation’s Arbitration Centre (WIPO) and the Singapore International Commercial Court (SICC) provide resolution pathways.

In AI, the risk isn’t just copycats—it’s data leakage, training model misuse, and competitive espionage. A defensive perimeter isn’t just patents; it includes NDAs, employee IP clauses, and operational hygiene. Singapore’s ecosystem allows founders to harden their startups early, avoiding expensive litigation down the line.

• Expand internationally through treaties

Why it matters: If your AI product has global ambitions, Singapore’s participation in WIPO, the Paris Convention, and Patent Cooperation Treaty (PCT) means streamlined international protection.

Action: Singapore is a member of WIPO, the Paris Convention, and the PCT. File once via PCT to enter multiple markets.

Singapore’s alignment with international IP treaties isn’t just bureaucratic—it provides AI companies with first-mover advantage in fast-growing emerging markets across Asia, the Middle East, and beyond. Global ambitions must be matched by global protections, and Singapore offers that runway.

• Tap public support for IP-heavy innovation

Why it matters: Government grants reduce capital risk during R&D and go-to-market.

Action: Apply for grants under Startup SG Tech and EDB’s R&D incentives. Monitor IPOS and EnterpriseSG for tech pilot calls and IP acceleration programs.

Don’t just chase VCs. Singapore’s public sector often acts as the first believer—providing both credibility and early capital. For AI companies building foundational infrastructure, this can mean the difference between surviving the valley of death or scaling with confidence.

The AI lab: A Singapore case study

As AI adoption accelerates across industries, the recent collaboration between the Singapore Government, Nanyang Polytechnic (NYP), and Kokua Technologies to launch a dedicated AI Lab signals a shift toward more applied, sector-specific experimentation.

By focusing on use cases like live video commerce and cross-border payments, the lab reflects a growing recognition that AI innovation doesn’t just happen in research papers — it happens when public institutions and private players align to test ideas in-market.

Also Read: AI is changing work in Singapore — Confidence is the missing link

Such initiatives offer more than infrastructure. They create pathways for startups to validate products, access IP expertise, and tap into talent networks — all critical to turning prototypes into scalable solutions.

This initiative also reflects a larger trend: the convergence of IP development, use-case testing, and AI productisation within a single, state-supported sandbox. Such labs serve as safe zones where startups can prototype with institutional partners, validate ideas, and generate valuable IP—before entering the market.

Final thoughts: Innovation needs infrastructure

Singapore’s IP frameworks aren’t just defensive, they’re catalytic. When combined with its grants, treaties, and digital governance, the country becomes a natural launchpad for AI solutions destined for global markets.

As AI models become commoditised, differentiation will come from proprietary data, problem-specific applications, and intelligent distribution. All of which hinge on one thing: well-protected, scalable IP. Singapore’s playbook doesn’t just support this reality—it accelerates it.

For founders with ideas to protect and scale, Singapore doesn’t just welcome innovation, it knows how to safeguard it.

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