Most people see space tech as nothing more than space rockets, as this happens to be the aspect of space tech that is widely covered in the media. But in this panel discussion at Echelon Singapore 2025, we learn that 80 per cent of the entire space tech ecosystem is actually built on multiple sectors, business models, and uses cases.

The panel also looked into terrestrial applications of satellite services which is considered as the actual “bread and butter” of the space tech ecosystem. Satellite services come essentially in two forms, either as geospatial data collector that can be used by a wide range of end users, or as satellite connectivity services which help bridge communications amongst communities and level the playing field worldwide.

Learn more about these differences and see where the opportunities lie.

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A new global survey reveals that a staggering 97 per cent of organisations cite significant challenges in transaction readiness, severely impeding their capacity to capitalise on strategic opportunities.

The findings, released in a report by the Diligent Institute in partnership with Wilson Sonsini, Oracle NetSuite, CFO Alliance, and the CFO Leadership Council, underscore widespread vulnerabilities in corporate systems globally.

Also Read: How M&A can supercharge your startup’s success

Despite prevailing economic and geopolitical uncertainties, nearly half of the surveyed executives (49 per cent) confirm that they still prioritise mergers and acquisitions (M&A) or strategic partnerships as key components of their growth strategy. However, the research indicates that most face significant hurdles when attempting to execute these deals effectively.

The report, which compiled responses from more than 200 global executives and governance professionals, focused on transaction readiness—the ability of organisations to efficiently navigate complex transactions such as M&A and capital deals.

Key obstacles and systemic gaps

The findings point to profound systemic gaps. Just 4 per cent of respondents reported that their Governance, Risk, and Compliance (GRC) and financial systems are fully integrated and ready for major transactions. This lack of integration leaves organisations exposed and slow to seize opportunities.

The survey identified several critical obstacles impeding readiness, with limited resources cited as the top challenge (56 per cent of respondents).

Other significant hurdles include economic uncertainty (35 per cent), insufficient board alignment around transactions (31 per cent), and a lack of experienced personnel (28 per cent).

Dottie Schindlinger, Executive Director of the Diligent Institute, warned that organisations must immediately address these deficiencies. “Organisations that fail to address their glaring transaction readiness gaps risk falling behind in the deal-making landscape,” she stated.

Also Read: M&A in Asia: A strategic roadmap for venture builders

Schindlinger stressed that addressing the issue requires “prioritisation at the board level, defining roles and processes, and enhancing data quality,” noting that “The transaction readiness gap is real and yet entirely addressable”.

A cautious approach to deals

In response to market volatility and challenges, many organisations have adopted a more cautious and measured approach to M&A. Actions taken by respondents include delaying deals (49 per cent), enhancing due diligence processes (40 per cent), and adjusting financial modelling (46 per cent) due to economic uncertainty. These actions reflect broader global trends showing decreased deal activity and increased scrutiny of potential investments.

Rich Mullen, Partner in Wilson Sonsini’s M&A Practice, highlighted the strategic imperative for leaders. “The volatile economic landscape and rapid market shifts requires not only operational efficiency but also strategic legal planning and risk management.”

He emphasised that now is a “critical moment for leaders to understand how top-performing organisations are preparing for major deals, enabling them to transition from episodic preparation to an ‘always on’ business discipline”.

Limited tech adoption in transactions

Of particular relevance to the technology sector, the survey revealed that the adoption of artificial intelligence (AI) in transaction processes remains minimal. Only 5 per cent of respondents currently use AI-powered evaluations or data collection.

However, interest in the technology is growing. Organisations are beginning to explore leveraging AI-powered tools to enhance strategic analysis, compliance, and due diligence, indicating a likely future shift toward more sophisticated transaction management practices.

Also Read: ‘M&A process in SEA is stuck in the dark age’: say match.asia co-founders

The survey was conducted among 233 global executives from 25 July 2025 to 1 September 2025. While 56 per cent of respondents were based in North America and 15 per cent in Europe, the survey included representation from the Asia-Pacific region (12 per cent).

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AnyMind Group, a Tokyo-listed BPaaS company, has unveiled its Singapore Digital Landscape 2025 report. The report offers a deep dive into how consumers in the city-state are interacting with digital content, advertising formats, and e-commerce platforms. It reveals a digital ecosystem where traditional marketing funnels no longer hold, and consumer behaviour is increasingly shaped by trust, timing, and high-impact formats.

Based on proprietary data from AnyMind’s platforms (AnyTag, AnyDigital, POKKT, and AnyX) and a survey of 1,255 consumers across the region, the study finds Singaporean audiences are significantly more responsive to influencer-driven content, video advertising, and in-game marketing than their regional counterparts.

The data reveals that Singaporeans are 62 per cent more likely to respond to influencer-sponsored content than the regional average. Short-form videos led by influencers outperform static or long-form formats, with 49 per cent greater engagement rates. Interactive ads and in-game placements also perform strongly, with 45 per cent and 32 per cent higher engagement, respectively.

The report underscores a fundamental shift in how Singaporeans move through the marketing funnel. Rather than following a linear path from awareness to purchase, consumers today operate in what AnyMind describes as an “orbital” journey.

Also Read: How Indonesian e-commerce players are attracting lower-tier customers?

Search and word-of-mouth remain the most effective channels for conversion in Singapore, signalling a dual emphasis on credibility and discovery. However, for consumers in the consideration phase, product demo videos and tutorials are particularly effective, highlighting the role of educational content in driving intent.

Notably, the report notes that the optimal timing for ad placement is three days before a consumer makes a purchase, emphasising the importance of strategic planning in media spend.

Toh Yi Hui, Country Manager for Singapore at AnyMind Group, noted: “Fragmented touchpoints, rising content expectations, and smarter consumers mean the old playbook no longer applies. There is a need to focus on building continuous, trust-based relationships.”

While the spotlight here is on Singapore, the report is part of a broader regional series covering Indonesia, Malaysia, the Philippines, Thailand, Vietnam, India, and the Middle East.

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Image Credit: Mike Enerio on Unsplash

The post Influencers, interactivity drive consumer response in Singapore: AnyMind appeared first on e27.

Disputes between co-founders in Southeast Asia are more frequent (and more game-changing) than many recognise. A misalignment at the top can derail a venture faster than shifting market forces.

Nadiem Makarim, co-founder of Gojek, stepped away from day-to-day operations in 2019 to join Indonesia’s cabinet, but not before navigating early team disruptions. Gojek’s leadership pipeline was fluid, with multiple co-founders departing as visions diverged. While the company soared, the churn stunned the ecosystem and slowed early momentum.

The perils of casual commitment

In Ho Chi Minh City, a promising retail-tech startup faltered when its technical co-founder quietly accepted a full-time corporate position six months into operations, leaving the team shorthanded just as investors were closing in. The lost momentum spooked backers and nearly sank the venture.

Similarly, Grab, Southeast Asia’s ride-hailing behemoth, began with two Harvard classmates: Anthony Tan and Hooi Ling Tan. Industry whispers suggest a third co-founder was phased out before Grab gained traction, likely due to cultural and strategic misalignments. Though rarely mentioned publicly, this episode speaks volumes about why early alignment matters.

Also Read: The Founder’s blind spot: Lessons in money management

Recognising red flags early

Startups amplify underlying issues. A tentative partner can sustain until traction arrives, then crack under the pressure of growth and expectations. Gojek’s early leadership churn, for instance, introduced delays in product focus at a critical time.

Southeast Asia’s unique pressures

Structural and cultural contexts in Southeast Asia intensify founder conflicts. Corporate frameworks are still maturing, and governance mechanisms like shareholder agreements are often seen as optional, especially in earlier markets like Thailand.

Cultural norms further complicate matters. As one Malaysian founder candidly remarked, “We don’t want to lose face by saying no early. But the bill always comes due.” These reticences suppress essential early conversations, leaving relationships brittle once stress arrives.

When founders depart but don’t derail

A departing co-founder need not kill a company. Carousell, the classifieds unicorn from Singapore, leaned on rapid formalisation—vesting schedules, clear roles, investor oversight—to reset and thrive despite early tensions.

PatSnap, an IP-tech unicorn, handled leadership changes by moving a co-founder into a board role, enabling continuity and preserving relationships.

By contrast, a Singapore venture launched in 2022 as a DeFi-inspired fundraising platform became a cautionary tale. It promised to democratise capital through blockchain deal flows, but leadership rifts, strategic mismanagement and serious lapses in oversight stalled progress. By mid-2025 it was gazetted for striking off, leaving staff in limbo and investors disillusioned. As one regional backer put it: “The market doesn’t forgive chaos at the top, especially when disruption turns into disappointment.”

Also Read: Why Soul Ventures Founder Warren Hui seeks founders with a vision “so big it seems impossible”

Launch solo to scale clean

Some founders are now choosing to launch alone first. A Vietnamese edutech entrepreneur reflected: “It’s easier to hire leaders than to unwind a broken marriage.” She built traction solo and only brought on a COO after validating her model, a strategy rooted in caution but buoyed by clarity.

Investors recognise the stakes

Investors are starting to demand more from founders. Conflict-resolution workshops and mediation clauses are showing up in term sheets. The ecosystem may be maturing, but founders must own the process. As a Thai startup mentor put it: “Your co-founders aren’t just colleagues; they are your company. Choosing the wrong one can be more dangerous than choosing the wrong market.”

Reality check

A founder’s exit doesn’t spell disaster: many companies survive and thrive after such transitions. But letting a misaligned founder linger can poison culture, fracture trust, and derail progress.

Southeast Asia’s opportunities are vast, from Singapore’s fintech boom to Vietnam’s rising e-commerce market. Yet these markets demand one truth: founding teams must be grounded in unshakeable trust. Strategy can adapt. Markets evolve. But people—your co-founders—must be the constant you can count on.

Because in the end, people are the company.

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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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Image courtesy of the author.

The post Why founder-founder fit matters more than funding in Southeast Asia appeared first on e27.

At a glance: In a wide-ranging conversation with CNBC TV anchor and moderator Amanda Drury on the first day of the GITEX Global 2025 on Monday, H.E. Omar Sultan Al Olama–the UAE Minister of State for Artificial Intelligence, Digital Economy and Remote Work Applications–outlined how the country is operationalising AI across government, competing globally for talent, and confronting risks from energy use to deepfakes.

Below are the most important takeaways for founders, investors, and policy watchers across Asia.

1) Talent is the “oil” of the digital economy

Al Olama was blunt: people are the growth engine. The UAE’s Green and Golden Visa schemes are designed to simplify relocation for high-skilled builders. At the same time, the country continues to seed domestic talent through MBZUAI (Mohamed bin Zayed University of Artificial Intelligence) with funded master’s and PhD tracks. The minister framed this as a long game started years ago, citing early national moves on AI policy and ethics. He added that the aim is to be a true testbed where global technologists can build and scale.

Also Read: Talents remain an issue in AI proliferation, but here are 6 steps that businesses can do to tackle it

“You can have the best strategy, but without the right capacity and talent, you won’t grow,” he said.

2) Government is a live reference customer for AI

Rather than treating AI as a helpline or chatbot veneer, the UAE is embedding it inside transactional workflows:

• Trademark screening: Entrepreneurs can upload a proposed mark and receive an AI similarity check against the national database in ~20 seconds–reducing review cycles and the risk of costly disputes later.
• National economic register: By aggregating registries, the state can surface investment intelligence–e.g., where a hospital is most needed based on bed density and proximity, or which districts have room for more hotel keys–so investors choose locations with real-time demand signals.

The message for startups is to build AI that removes latency from public services and investment decisions. The government will use it if it saves citizens time or de-risks business formation.

3) A bridge between East and West by design

The minister repeatedly returned to a single metaphor: the UAE “builds bridges, not walls.” Practically, that means:

• Open posture to foreign capital and alliances. The country positions itself as a neutral connector for companies, funds, and research consortia from multiple regions.
• Physical connectivity as strategy. Aviation routes and logistics are seen as core to idea flow and deal flow; more flights equal more founders, partners, and capital in the ecosystem.

For Singapore (and SEA-based startups), this translates to an easier on-ramp into Middle Eastern markets and a hub for cross-border pilots.

4) Sustainability is a first-order constraint for AI scale

The minister stressed that AI infrastructure planning cannot ignore energy mix and supply chains. Data centres and model training demand vast, predictable power; the UAE is pushing sustainability targets (including sustainable aviation fuel commitments around COP convenings) and wants partners who can co-design greener AI stacks. Read: if you’re building AI infra or heavy inference services, your energy story matters.

Also Read: Why sustainability will be the biggest competitive advantage for startups in 2025

5) Leadership must become “future-focused” and “solution-focused”

When asked how to prepare leaders for an AI-saturated economy, the minister offered a reframing. Traditional “problem-solving” is commoditised; AI can draft 80-page strategies or propose options in minutes. What differentiates executives now is the ability to:

• Anticipate: see around corners and allocate capital to the next curve.
• Synthesise and decide: choose among AI-generated options, own the why, and move.

That shift from problem-solving to solution orientation is the competency he wants to see across public and private leadership tracks.

6) Jobs: history suggests transformation, not erasure

Pushed on fears that AI will hollow out employment, Al Olama invoked previous industrial revolutions: mechanised farming and factory automation destroyed some roles but created productivity and entirely new categories of work. The task now is to double down on reskilling and move people up the value chain as tools compress grunt work from days to minutes.

7) Deepfakes are here; defence must be built in

The minister addressed circulating scam videos using his likeness to push fraudulent investments: they’re fake, and a warning. He called for detection tech, identity safeguards, and ecosystem-level cybersecurity to protect officials and citizens alike. Startups working on provenance, watermarking, voice/face authentication, and anomaly detection will find a receptive market.

8) What this means for founders and investors (the e27 take)

• GovTech is hot if it saves time. The UAE is actively procuring AI that accelerates licensing, IP, permits, and investment siting. Bring measurable cycle-time or risk-reduction wins.
• Talent mobility is real. With long-term visas and a founder-friendly sandbox, it’s easier to build teams that straddle SEA and the Gulf.
• Infra + energy is a differentiator. If your AI business leans on heavy compute, show energy efficiency, renewables integration, or model-size pragmatism.
• Trust tech is underserved. Deepfake defence, KYC/AML with biometric robustness, and content authenticity are pressing pains with policy tailwinds.

The bottom line

The UAE’s AI strategy is less about splashy declarations and more about operational wins that compound: faster company formation, smarter capital allocation, and a magnet for global builders.

For Singapore and Southeast Asia’s startup community, the signal is clear: if you can deliver AI that augments judgment, compresses time, and respects sustainability and security constraints, the UAE wants you to cross the bridge, and build on it.

The post “Build bridges, not walls”: Inside the UAE’s Operating System for AI at scale appeared first on e27.