Waterhub, an Indonesian startup that uses innovative filtration systems to provide clean, affordable drinking water, has secured an undisclosed amount in seed funding.

The round was led by Archipelago VC, with participation from The Radical Fund.

The company plans to use the money to scale its operations and address the archipelago’s severe water access challenges and wider environmental concerns across Southeast Asia.

Also Read: How The Radical Fund discovers, backs, spearheads climate-resilient ventures in SEA

Indonesia faces a significant public health and environmental challenge, with 192 million Indonesians lacking reliable access to clean drinking water and 14 million still without proper sanitation. This widespread issue compels communities to rely heavily on single-use bottled water, contributing to a nearly US$10 billion annual industry that exacerbates plastic pollution and carbon emissions.

The problem extends regionally, as Southeast Asia is projected to experience a 40 per cent shortfall between water supply and demand by 2030. The current water infrastructure in the region is often ageing and centralised, and it cannot cope with rapid urban growth, industrial expansion, and volatile rainfall patterns.

Waterhub tackles this crisis head-on by deploying a network of water dispensers and large-volume water filtration systems. These units can transform various sources, including municipal water, rainwater, groundwater, and even seawater, into safe drinking water. By eliminating the need for plastic packaging and reducing transportation requirements, Waterhub offers an environmentally and economically sustainable alternative to conventional bottled water.

Since its launch in 2024, Waterhub claims to have deployed 36 filtration units, comprising 32 “Communal” dispensers and 4 “Heavy Duty” systems for major clients in sectors such as fitness, food & beverage, and hospitality. The company plans to install over 100 more units in 2025 and reach 2,000 by 2029.

Waterhub’s business model includes pay-per-use and subscription options, delivering affordable, high-margin water solutions. Each unit incorporates advanced reverse osmosis, IoT monitoring, and optional app-based payments.

The company’s projected impact is substantial: in 2025 alone, Waterhub expects to filter over 21 million litres of water, preventing millions of single-use bottles from entering the environment. By 2029, projections indicate the prevention of more than 16,500 tonnes of plastic waste and savings of over 300,000 tonnes of CO₂ emissions.

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

Archipelago VC’s Managing Partner Nicolo Castiglione stated: “Clean and affordable water is a fundamental right. Waterhub’s scalable model addresses both climate and public health challenges, and their rapid traction proves this isn’t just the right thing to do, it’s also the smart thing to do.”

Archipelago VC focuses on impact-driven early-stage Indonesian businesses and regional startups, prioritising waste recovery, CO₂ reduction, and income improvement for low-income communities.

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As the world turns its eyes toward a pivotal week in global economics, the stage is set for a series of data releases that could reshape market expectations and investor sentiment. On Thursday, August 21, 2025, flash Purchasing Managers’ Index surveys from S&P Global will roll out, providing the earliest glimpses into August’s business activity across major developed economies like the United States, the Eurozone, the United Kingdom, and Japan.

These indicators arrive at a critical juncture, following the recent implementation of higher US tariffs on August 7, which have already begun to ripple through supply chains and pricing dynamics. Investors will dissect these PMI figures for signs of resilience or strain, particularly in the manufacturing and services sectors.

Complementing this, inflation reports from various nations will add layers of complexity: Canada’s consumer price index lands on Tuesday, August 19, the UK’s on Wednesday, August 20, the Eurozone’s harmonised index on Friday, August 22, and Japan’s national CPI also on Friday.

The Federal Reserve’s minutes from its July meeting, due Wednesday, August 20, will offer clues about policymakers’ thinking on interest rates, while the annual Jackson Hole Economic Symposium, running from August 21 to 23, promises speeches from central bankers, including Fed Chair Jerome Powell’s address on Friday. This confluence of events comes amid a backdrop of trade tensions and shifting monetary policies, making it a high-stakes period for gauging the health of the global economy.

In the United States, the flash PMI data holds particular weight as the first major release since the tariffs took effect. President Trump’s administration pushed through these measures, elevating import duties on a broad swath of goods from key trading partners, marking the highest tariff levels since the Great Depression. Economists at the Yale Budget Lab estimate that these changes could shave 0.5 percentage points off US real GDP growth for both 2025 and 2026, while also fuelling inflationary pressures through higher input costs.

The tariffs aim to protect domestic industries and rectify trade imbalances, but early indicators suggest they disrupt supply chains and elevate prices for consumers and businesses alike. July’s consumer price index came in softer than anticipated, offering some relief, but any uptick in the PMI’s output prices sub-index could signal renewed inflation risks, potentially derailing hopes for aggressive rate cuts. Manufacturing inventories also draw scrutiny, as July data hinted at a reversal in building activity, possibly exacerbated by tariff-induced caution among firms.

Also Read: MENA on the rise with push and pull global economic drivers

The US has outperformed peers in recent quarters, bolstering global growth, but these trade developments test that momentum. If the PMI shows contraction in manufacturing, say, dipping below the 50 threshold, it might amplify calls for the Fed to ease policy more swiftly, especially if services hold steady.

Beyond the US, flash PMI readings from other developed economies will illuminate how these tariffs reverberate internationally. The Eurozone, already grappling with sluggish growth, could see its manufacturing sector further pressured by reduced US demand for exports, given America’s role as a major trading partner.

The United Kingdom, post-Brexit, faces similar vulnerabilities, with its PMI likely reflecting ongoing adjustments to global trade shifts. Japan’s data might reveal resilience in its export-oriented economy, though higher costs from tariffs on components could weigh on margins.

Even India, as a fast-growing emerging market, releases business sentiment updates this week, and analysts watch closely for any slowdown amid threats of reciprocal tariffs or diverted trade flows. These international snapshots matter because they feed into a broader narrative of interconnected growth. If PMIs across the board indicate softening, it strengthens the case for coordinated monetary easing among central banks, but divergent outcomes—such as US strength versus European weakness—could widen currency fluctuations and complicate investment strategies.

Inflation figures this week add another dimension to the puzzle, with the potential to sway central bank decisions. In the UK, Wednesday’s CPI report is forecasted to show a headline increase, building on recent PMI price signals that pointed to rising pressures. July’s data already introduced uncertainty around the Bank of England’s rate path, and a hotter-than-expected print could temper expectations for further cuts after its recent pivot.

The Eurozone’s harmonised CPI on Friday might underscore persistent services inflation, challenging the European Central Bank’s efforts to normalise policy. Japan’s core CPI, excluding fresh food, could edge higher due to wage growth and energy costs, testing the Bank of Japan’s gradual tightening stance.

Canada’s data on Tuesday precedes its own central bank’s moves, where softer inflation has opened the door to easing. Collectively, these releases test the narrative of disinflation that has dominated 2025 so far. If numbers surprise to the upside, markets might price in fewer rate reductions, pressuring equities and bonds, while downside surprises could fuel risk-on rallies.

The Federal Reserve’s July minutes, released midweek, will be parsed for any hints of discord among officials on the pace of cuts. July’s meeting maintained rates, but dovish undertones emerged in subsequent communications, with markets now betting on at least a 25-basis-point reduction in September. The minutes could reveal debates over labor market softening or inflation’s trajectory, especially in light of the tariffs’ potential to stoke prices.

Then comes Jackson Hole, the Fed’s marquee event in Wyoming, where Powell’s speech often sets the tone for autumn policy. Past symposiums have unveiled major shifts, like 2022’s hawkish pivot, and this year’s theme of reevaluating economic resilience amid trade wars adds intrigue.

Other central bankers, including those from the ECB and BOE, may chime in, offering cross-Atlantic perspectives. In my view, these gatherings underscore a delicate balancing act: policymakers must navigate tariff-induced uncertainties without overreacting, as premature tightening could tip economies into recession, while excessive easing risks rekindling inflation.

Also Read: Indonesia leads in workforce AI adoption, surpassing global averages

Shifting gears to the cryptocurrency markets, which often amplify broader economic signals, Bitcoin’s recent price action captures the volatility inherent in risk assets during uncertain times. The leading cryptocurrency rocketed to a fresh all-time high above US$124,100 earlier this month, only to retreat under bearish pressure, stabilising around US$118,000 over the weekend. On-chain analytics from Glassnode highlight critical support levels at US$117,500 and US$114,500, based on the cost basis distribution metric, which maps where investors acquired their holdings.

This heatmap reveals clusters of 72,900 BTC bought near US$117,500 and 56,201 BTC around US$114,500, suggesting these zones could act as cushions. Investors at these levels, many still in profit, might defend their positions by accumulating more, creating buying pressure that prevents deeper declines. However, a breach below US$114,500 opens the door to sharper corrections, as Glassnode data shows sparse support beneath, potentially targeting the US$110,000 to US$112,000 range where short-term holder cost bases cluster.

Recent posts on X from Glassnode emphasise this “air gap” of low liquidity between US$110,000 and US$116,000, filled gradually during dips but requiring stronger demand to solidify. In my perspective, Bitcoin’s resilience stems from its maturation as an asset class, with institutional adoption providing a floor even as macroeconomic headwinds like tariffs loom.

Ethereum, meanwhile, demonstrates bullish undercurrents through institutional flows and ecosystem growth. Over 200,000 ETH, valued at roughly US$888 million, exited centralised exchanges like Binance and Coinbase in a single day recently, the largest outflow since July 2025, signalling long-term holding or over-the-counter deals that reduce sell pressure.

This mirrors patterns preceding Ethereum’s 2024 rally from US$2,600 to US$4,000. Spot Ethereum ETFs have seen assets under management swell 57 per cent in the past 30 days to US$22.58 billion, with inflows like BlackRock’s US$338 million addition on August 15 underscoring demand despite occasional net outflows.

Stablecoin holdings on Ethereum hit an all-time high of US$130 billion, with USDC’s monthly transfer volume reaching US$8.6 billion, positioning the network as a hub for liquidity ready to rotate into altcoins as Bitcoin dominance slips 1.78 per cent weekly. These metrics suggest Ethereum benefits from capital shifts, especially if economic data this week bolsters rate-cut bets, lowering yields on traditional assets and driving flows into crypto.

Tying it all together, the interplay between these economic releases and crypto markets hinges on interest rate expectations. Tariffs introduce inflationary risks that could force central banks to pause easing, pressuring high-beta assets like Bitcoin and Ethereum.

If PMIs and inflation data reveal softening growth without runaway prices, the Fed and peers might accelerate cuts, injecting liquidity that historically lifts cryptos. In my opinion, the US economy’s outperformance provides a buffer, but global fragilities, amplified by trade barriers, warrant caution.

For crypto, the institutional accumulation in Ethereum and Bitcoin’s on-chain supports paint a constructive picture, potentially setting up for new highs if Jackson Hole delivers dovish signals. Investors should monitor price reactions closely, as these events could either cement a soft landing or ignite volatility.

Ultimately, while short-term turbulence persists, the long-term trajectory for both traditional and digital assets leans toward adaptation and growth, provided policymakers strike the right balance. This week’s data will be instrumental in charting that course, reminding us that in an interconnected world, no market operates in isolation.

—

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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Image courtesy: Canva Pro

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The panel explored how corporates can play a strategic role in strengthening the startup ecosystem, highlighting approaches from Oracle Netsuite Asia & Japan, Google Cloud, and NTT.

Speakers emphasised that support must extend beyond credits, with joint business investments, ecosystem integration, and resource-sharing seen as crucial. NTT’s venture client model, Oracle’s software development network, and Google Cloud’s mentorship and technical support were presented as examples of effective collaboration. Startups, however, face difficulties in identifying the right stakeholders and ensuring alignment with corporate goals.

Looking ahead, NTT is preparing to host a Startup Pitch Day in Jakarta, while Google Cloud is set to launch a hackathon in Singapore. These initiatives aim to deepen engagement, provide growth opportunities, and strengthen ties between large organisations and startups. Together, the discussion underscored how corporates, when aligned with entrepreneurial needs, can become key partners in innovation and long-term growth.

The post Echelon Singapore 2025 – How corporates and startups are collaborating for the next wave of innovation appeared first on e27.

In recent years, Indonesia has positioned itself as one of Southeast Asia’s most dynamic digital markets. With over 210 million internet users, a young and mobile-first population, and a rapidly growing middle class, the country offers fertile ground for innovation, experimentation, and scale.

Yet beneath this remarkable growth lies an uncomfortable question—one that policymakers, entrepreneurs, and investors must now confront with urgency: Is Indonesia truly building an independent, sovereign tech ecosystem? Or is it simply becoming a testing ground and revenue stream for global technology giants?

This article critically examines the structural dependencies in Indonesia’s digital economy, highlights the opportunities and threats in its current trajectory, and questions whether the nation’s tech sovereignty is possible—or merely aspirational.

The paradox of digital growth

Indonesia has seen a flourishing tech sector, driven by:

• High mobile penetration rates
• Increasing digital payment adoption
• A digitally savvy, youthful population
• Government initiatives like 100 Smart Cities and Indonesia Digital Vision 2045

But this momentum masks a structural paradox: while Indonesia’s tech sector is growing rapidly, much of the value extraction—capital, data, platform fees, cloud infrastructure—flows outward to foreign-owned companies.

Foreign platforms like Google, Meta, ByteDance, and Apple dominate the foundational layers of the Indonesian internet. Meanwhile, local startups often rely on international venture capital, operate on foreign cloud infrastructure, and are subject to platform tax models set by global app stores.

This raises a critical question of agency: Are we building a digital economy for Indonesia—or simply in Indonesia

Global giants: Strategic incubation, local exploitation?

Indonesia has increasingly become the preferred testbed for new tech initiatives, particularly from China and the United States. A striking example is TikTok Shop, the social commerce feature launched by ByteDance that turned Indonesia into its first and most important pilot market globally.

TikTok Shop flourished by leveraging:

• Indonesia’s high livestream engagement culture
• Its large population of small merchants
• Loopholes in local e-commerce regulation

For a time, it appeared to be a win-win: sellers gained visibility, consumers got convenience, and ByteDance captured transaction volume.

But in 2023, following growing pressure from the government and domestic businesses, the Indonesian Ministry of Trade temporarily banned direct e-commerce transactions on social media platforms, citing unfair competition, data privacy, and local MSME protection.

The TikTok case revealed a deeper vulnerability: Indonesia was not dictating the rules of its digital economy—it was reacting to them. That episode wasn’t about banning innovation. It was about asserting sovereignty.

Are Indonesian startups truly “local”?

Indonesia has produced impressive digital champions—GoTo (Gojek + Tokopedia), Bukalapak, Traveloka, Xendit, and Kredivo among them. These companies have scaled across the archipelago and, in some cases, Southeast Asia.

Also Read: Localised campaigns and transparent checkout win Singaporean e-shoppers: Survey

However, when we look closer at their capital structure, operational dependencies, and platform strategies, it’s clear that most of these startups are not fully independent:

• GoTo is backed by Google, Tencent, Temasek, and Alibaba.
• Bukalapak’s IPO saw nearly 70 per cent of institutional investment from foreign entities.
• Traveloka uses AWS and Google Cloud and relies on global platforms for traffic and payment processing.

The core infrastructure—cloud computing, payments, APIs, analytics tools, even customer data storage—is largely imported. This limits the long-term strategic autonomy of even our most successful companies.

A tech ecosystem is not truly local if it cannot stand without foreign infrastructure.

The missing pillars of digital sovereignty

To build a self-sufficient tech ecosystem, three foundational elements must be addressed: infrastructure, intellectual property, and human capital.

• Infrastructure dependency

Indonesia’s digital backbone is dependent on:

• Amazon Web Services (AWS)
• Google Cloud
• Microsoft Azure
• Apple and Google app distribution channels

This dependency comes with costs:

• Platform tax: up to 30 per cent of revenue siphoned off via app stores
• Data control: lack of visibility over where user data is stored or how it’s used
• Regulatory risk: subject to decisions made in Silicon Valley or Beijing

While local cloud players like Telkom’s NeutraDC are growing, they lack the scale and capabilities of their global competitors. Without a national strategy for cloud sovereignty, Indonesia’s data—and its leverage—will remain abroad.

• Intellectual property and deep tech

Indonesia’s tech sector has focused heavily on market execution—localising global models, optimising delivery, and building super-app ecosystems. While these are important, they are not substitutes for owning intellectual property.

There’s limited domestic investment in:

• AI/ML research and productisation
• Proprietary software or SaaS platforms
• Hardware design or IoT infrastructure
• Language models tailored for Bahasa Indonesia and local dialects

Nodeflux, one of the few Indonesian AI companies developing computer vision at scale, is an outlier—not the norm. The innovation economy remains in its infancy.

Without local R&D, Indonesia risks remaining a consumer, not a creator, of advanced technology.

Also Read: How Indonesia plans to digitally uplift a nation–one pillar at a time

• Human capital and talent drain

Indonesia faces a critical talent bottleneck:

• A surplus of digital marketing and sales roles
• A shortage of experienced engineers, product designers, and data scientists
• Persistent brain drain to Singapore, Australia, and the United States

Tech bootcamps and coding schools have helped, but systemic change requires:

• Deep reform in STEM education
• Incentives for Indonesian tech diaspora to return
• Integration of technical R&D with universities and industries

Without investment in human infrastructure, Indonesia’s dependency cycle will only deepen.

Is a sovereign tech ecosystem possible?

The idea of “tech sovereignty” is not about isolationism. It’s about having strategic control over your digital economy—your data, your platforms, your infrastructure.

Some promising developments suggest the tide is turning:

• Telkom Indonesia is expanding local data centres and seeking partnerships with AI firms.
• Bank Indonesia is exploring a digital rupiah to reduce monetary reliance on USD-based payment rails.
• BSSN (National Cyber and Crypto Agency) is tightening data regulations, especially around cross-border transfers.
• Indonesian VCs like East Ventures and Alpha JWC are beginning to back deeper tech startups with a regional-first mindset.

Still, momentum remains fragile. The regulatory ecosystem is playing catch-up, and incentives for building foundational technology are limited.

What needs to change?

To transition from a playground to a powerhouse, Indonesia must confront several truths:

Indonesia has all the raw ingredients to become a digital superpower in Southeast Asia. But scaling startups is not the same as building a sovereign ecosystem.

The next decade will be defined not by who can build the fastest e-wallet or the most engaging livestream app—but by who owns the rails, the rules, and the rewards.

For Indonesia to truly thrive, it must stop being the experimental ground for others’ innovation and start cultivating homegrown technological infrastructure, ownership of IP, and a talent force capable of reshaping the region.

Until then, the uncomfortable truth remains: we are growing fast—but not always on our own terms.

—

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: DALL-E

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On 6th September 2025, a chill cultural revolution will take place in the heart of Borneo.

Kuching, Sarawak, will host the inaugural AI Vibe Design Hackathon. This is a first-of-its-kind collaboration between Singapore and Sarawak that doesn’t just celebrate emerging technology, but redefines how we create, feel, and protect what we make in an AI-powered world.

This is not your typical hackathon. It’s about emotional resonance, cultural identity, and a curious black cat named Usei Usei.

What is vibe design?

Traditional product design often starts with a screen, a wireframe, or a UX journey. Vibe Design flips that script.

Instead of asking, “What should this look like?” Vibe Designers begin with a more human question: “How do I want someone to feel?”

Using generative AI tools like Lovart AI and Newhero AI, creators describe emotional intentions—warmth, calm, wonder, nostalgia. The AI then proposes designs that match these moods, from colour palettes and typography to motion and layout.

It’s storytelling by vibe. And it’s incredibly intuitive.

The approach has deep relevance in culturally rich regions like Borneo, where design and emotion are inseparable from community and heritage.

Also Read: Set sail with intellectual property: Your business’s journey to success

The first official use case: Meet usei usei cat

As the first official use case of the hackathon, I created usei usei cat—a cosmic, slow-living feline inspired by the Sarawakian lifestyle and birthed entirely out of generative AI.

His name is a nod to “usei usei,” a colloquial Malay phrase meaning “slow and steady,” and “kucing,” the Malay word for cat.

Want to see the birth process of usei usei cat? You can watch the entire documentation here.

Together, they form a character that reflects Sarawak’s gentle rhythm and a new design philosophy—one where creative sovereignty is reclaimed in the face of algorithmic chaos.

He’s also born in Kuching, Sarawak (a pun on “kucing”, haha!).

But usei usei cat isn’t just a mascot.

He’s proof of concept: that AI can be used to build emotionally grounded, culturally respectful, and IP-protected characters from scratch. Characters that feel local, yet universally relevant.

Who owns the cat?

As more creators use GenAI to co-create stories, art, and brands, one question becomes urgent: who owns the output?

With usei usei cat, I wanted to test this question through practice. By generating the character using commercial-use AI tools and being crystal clear about licensing and IP rights, I could demonstrate that AI-assisted creations can (and should) be protected—and monetized—just like any other original creative work.

It’s not just about law. It’s about dignity. And about making sure that Southeast Asian creators don’t get left behind in the global IP rush.

Why Sarawak?

Sarawak was a natural choice for this historic event. As one of Malaysia’s most culturally diverse and artistically rich regions, it offers a deep reservoir of stories, textures, and philosophies that make vibe-based creation feel right at home.

From the intricate Pua Kumbu textiles of the Iban to the oral traditions of the Orang Ulu, Sarawak embodies design with soul.

But equally important, the state’s forward-thinking digital policies and investments in AI literacy make it an ideal launchpad for inclusive innovation.

Also Read: How tech startups should protect their intellectual property assets

A celebration of friendship, not just tech

The AI Vibe Design Hackathon is co-hosted by AIGents of Change (Singapore) and AZAM Sarawak, with official support from the Sarawak Trade and Tourism Office Singapore (STATOS), Singapore Global Network (a division of EDB), and grassroots developer community Kenyalang Dev. Makermai Makerspace, Kuching’s leading makerspace, will serve as the physical hub for the event.

But this isn’t just about algorithms and interfaces.

It’s about what happens when two regions—each with their own strengths in tech, culture, and creativity—come together to build something truly new: a shared future where AI is a tool for emotional resonance and not just productivity.

So…who owns the cat?

In a world obsessed with hustle and hyper-growth, usei usei cat reminds us that there’s strength in stillness. That creative sovereignty and emotional design are not luxuries—they’re our future.

This hackathon is more than a launch. It’s a signal: that Southeast Asia is ready to lead in culturally conscious AI, and that IP in the GenAI age must reflect not only ownership, but emotional truth.

So—who owns the cat?

I do.

Yes, usei usei cat is chill. And no, you can’t steal him.

But maybe, in a way,  there’s a usei usei cat in everyone.

—

The post Who owns the Cat? How a Singapore-Sarawak AI vibe design hackathon is reimagining IP appeared first on e27.

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.

—

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.

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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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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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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.

—

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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