e27 has launched the call for participants for the AI Workflow Competition: SME Digital Leap, a programme designed to bring together builders and small businesses around a shared goal of designing agentic AI workflows that solve real operational challenges. Rather than focusing on building new AI products or startups, the initiative centres on applying existing AI platforms and models to create practical automation for real world SME use cases.

The programme connects workflow creators directly with SMEs that are seeking automation solutions, accelerating the adoption of AI where it matters most in everyday business operations. Participants will work across key business functions including sales, marketing, operations, HR, and finance, contributing to solutions that can be tested and used in real environments.

Advancing AI adoption through practical innovation

As AI becomes an essential driver of SME competitiveness, the competition is designed to bridge the gap between conceptual AI knowledge and real deployment. Participants will work on challenge statements submitted by SMEs, ensuring that every solution is grounded in actual operational needs.

The multi-phase programme includes curated learning opportunities, guided workflow development, and close collaboration with SMEs. Participants will receive mentorship and support throughout the development journey, with top solutions showcased at Echelon Singapore 2026 to enable potential SME pilot opportunities. The emphasis is on hands on learning in workflow automation and agentic AI, using real business problems as the foundation for development.

Also read: Beyond the hype: Why Echelon is evolving to drive Southeast Asia’s AI future

Who should join AI Workflow Competition: SME Digital Leap

This call is open to builders who want to deepen their AI capabilities while creating real world impact for SMEs. While anyone interested may express their interest, participant selection will be based on current capabilities and relevant experience to ensure the best possible match for the program’s goals.

What this is not: This is not a hackathon focused on building new AI-driven products or startups. Instead, the competition centres on using existing AI platforms and models to design agentic workflows that directly address real SME use cases. Tools such as n8n and Make are well suited for this work, alongside prompt-based agentic platforms that enable practical, deployable automation.

All experience levels are welcome. Selection will be based on current knowledge and past experience to ensure participants are well matched to SME use cases and collaboration tracks.

Click here to fill out the form for participants.

Call for partners and support

We are also seeking partners and community stakeholders to help provide the resources needed to support this ecosystem, including access to platforms and usage credits, as we work together to accelerate AI-driven SME digitalisation.

Interested partners and sponsors can reach out via email at engage@e27.co.

Also read: Exhibit smart, spend lean: Your Start Up Booth at Echelon 2026

Driving real world AI adoption for SMEs

By focusing on the practical application of agentic AI workflows to real SME challenges, the AI Workflow Competition: SME Digital Leap signals a shift towards outcome-driven AI adoption in everyday business operations. Builders are invited to apply their skills to live use cases, work closely with SMEs, and develop deployable automation solutions with real commercial relevance. With selected solutions progressing towards a showcase at Echelon Singapore 2026 and potential pilot opportunities, the programme offers a structured pathway from experimentation to real world impact.

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After nearly a decade of building a digital-first insurance business, Thai insurtech firm Roojai has closed a US$60 million Series C round co-led by Apis Partners and Asia Partners.

Earlier investors, including HDI International, Primary Group, and the International Finance Corporation (IFC), also co-invested.

The new capital boost is earmarked for deepening Roojai’s presence in Thailand, accelerating growth in its Indonesian business, and pursuing strategic M&A to expand both vertically and geographically. In Sepetember 2023, the insurtech firm acquired motor DirectAsia Group from US-based small business insurer Hiscox for an undisclosed sum.

Launched in 2016 by CEO Nicolas Faquet, Roojai sells motor, accident, and health insurance products on a direct-to-consumer model. It has operations in Thailand, Singapore, and Indonesia. Since its founding,

Roojai has risen from a niche online motor-insurance provider to a multi-line digital insurer offering health, personal accident, travel, and motor coverage. Over its close to ten years’ of existence, Roojai has secured multiple round of funding, including US$42 million led by HDI International in 2023 and a US$20 million from Primary Group, besides a US$7 million Series A round from IFC.

Also Read: Thai insurtech firm Roojai bags US$42M in fresh funding

Why this deal matters

In Southeast Asia’s insurance industry, long dominated by brokers, intermediaries, and complex distribution channels, Roojai’s direct-to-consumer (D2C) model represents a paradigm shift. Rather than underwriting the vehicle, Roojai underwrites the customer, using risk-based segmentation to tailor premiums more fairly.

This customer-centric approach enables faster service, transparent pricing, and flexible instalment payments — features that resonate strongly in markets where consumers increasingly demand convenience and value.

The backing from Apis and Asia Partners, both firms with a track record of investing in high-growth fintech and financial-services tech platforms, signals growing investor confidence in Southeast Asian insurtech. Apis in particular highlights the value of financial inclusion and access, while Asia Partners emphasises Roojai’s ability to deliver “responsible and inclusive insurance ecosystems.”

Moreover, Roojai’s expansion into electric-vehicle (EV) insurance and its ongoing embrace of tools for embedded insurance — integrating insurance offers directly into payment/checkout flows — position it at the intersection of mobility, fintech, and digital distribution. These align with macro trends across the region: rising EV adoption, growing digital commerce, and increasing demand for seamless, tech-enabled financial services. Asia Business Outlook+2Tech in Asia+2

What’s next

With fresh capital in hand and a scalable, technology-driven platform, Roojai now appears set for aggressive regional scaling. Its roadmap includes:

• Expanding further into Indonesia, leveraging previous acquisitions such as the comparison site Lifepal to build distribution reach.
• Deploying its digital infrastructure and embedded insurance capabilities to enter new markets or verticals across Southeast Asia.
• Exploring strategic acquisitions to broaden its product suite and strengthen underwriting capacity.

Also Read: Thai insurtech company Roojai acquires DirectAsia from Hiscox

For observers of the region’s fintech and insurtech sectors, Roojai’s success offers a strong signal: Southeast Asia is entering a new chapter where digital insurers — built on tech, data, and direct consumer relationships — can disrupt a traditionally broker-driven market. With growing capital inflows, changing consumer behaviour and rising demand for flexible, transparent insurance, the stage is set for players like Roojai to define the future of insurance across the region.

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When I founded my first company, I thought the secret to success was simple: work harder, longer, and never stop.

I was putting in easily 14-16-hour a day (including weekends), surviving on coffee and quick snacks, and missing out on time with family and friends.

I believed that if I just pushed myself enough, I could build something great.

The big challenge: Chasing big dreams without losing yourself

Starting and growing a company is one of the most exciting and challenging things you can do. You have big goals, customers to win over, and a team that depends on you.

The pressure feels enormous. It often seems like you have to be “on” all the time, ready to solve problems, make decisions, and push forward. But the harsh truth is that many founders end up burning out.

Studies show that over half of startup founders experience burnout every year, leading to poor decisions, lost productivity, and even the failure of their companies.

The challenge isn’t just about hitting milestones or raising money…it’s about figuring out how to keep going strong without running yourself or your team into the ground.

When founders burn out, it’s not just their own health that suffers; the entire company feels the impact. I realised that to build something truly lasting, I needed to find a better way.

What helped me turn things around

The biggest change came I started focusing on taking care of myself and my team.

Here are some of the key things I learned along the way:

• Talk and listen frequently and regularly

I made it a habit to check in with my team regularly—not just about work tasks but about how they were feeling. These conversations helped me spot when someone was overwhelmed before it became a crisis. It also built trust and showed my team that their well-being mattered. Sometimes, just knowing someone cares can make a huge difference.

• Set boundaries and encourage breaks

I started blocking out time for rest and encouraged my team to do the same. Taking breaks isn’t a sign of weakness…. it’s essential for recharging your energy and staying focused. We introduced “no meeting” times during a selected period of the week and encouraged people to take their full vacation days. These small changes helped everyone come back refreshed and ready to work smarter, not only harder.

Also Read: Employee burnout is real and why it needs to be taken seriously

• Trust and delegate to the right people

I realised I couldn’t do everything myself. Trying to micromanage every detail was exhausting and slowed us down. Instead, I learned to trust the right team members by clearly defining roles and giving them the authority to make decisions. Delegating tasks not only freed up my time but also empowered my team and helped them grow.

• Build support networks

Being a founder can be lonely. I joined groups of other founders where we could share struggles, advice, and encouragement. Having people who understand the unique challenges of startup life made a big difference in managing stress and staying motivated.

• Prioritise physical and mental health

Simple habits like getting enough sleep, exercising regularly, and practicing mindfulness became part of my routine. These weren’t just “nice to haves” but essential tools to keep my mind sharp and my energy steady. I encouraged my team to do the same.

How to develop the “A team”

A company is only as strong as its people.

Over time, I learned that sustainable growth depends on creating a workplace where people feel valued, supported, and excited to contribute. Here are some strategies that helped us hire, grow, and retain great teams:

• Offer opportunities to learn and grow

People want to feel like they’re moving forward, not stuck in the same place. We invested time in doing continuous education and mentorship opportunities for people who wanted to build with us. We also made sure everyone had a clear mindset and constantly develop their skills to get to the next level. This is something that I can recommend founders to build as a culture in their own organisations.

• Create a culture of openness

We worked hard to build a culture where people felt motivated to share ideas, admit mistakes, and even appreciate other team members. This openness led to better collaboration and innovation. Tools like internal surveys helped us get honest feedback and address issues early.

• Make work meaningful

We made sure everyone understood how their work contributed to the company’s mission and impact. When people see the difference they’re making, they’re more engaged and willing to go the extra mile.

What I’m still figuring out

Even after all these changes, I’m still learning.

Balancing the urgency of startup life with the need for rest and reflection is an ongoing challenge. Sometimes I still feel the pull to hustle nonstop, but I remind myself that building a company is a marathon, not a sprint.

Also Read: How burnout changes founder’s ability for risk-taking

I’m also discovering the power of culture.

I’m working on embedding well-being into our company’s core values so it’s not just something I talk about but something everyone lives by.

A thought to leave you with

Here’s something to think about.

What if success wasn’t just about what you build, but how you build it?

Taking care of yourself and your team isn’t a distraction from your goals; it’s the key to reaching them and keeping them for the long haul.

When founders focus on well-being as much as growth, they create companies that don’t just survive, they thrive.

So, if you’re chasing big dreams, remember that you can build something that lasts by building yourself and your team up, not down. That’s the real win.

Additional reflections: Why this matters more than ever

In the startup world, the pressure to scale quickly and deliver results can be overwhelming.

According to Gallup, organisations with high employee engagement see 21 per cent higher profitability.

Up-skilling and continuous learning to the people who are willing to build and grow with you, are also critical.

The World Economic Forum reports that 50 per cent of all employees will need re-skilling by 2025 due to technological changes. Companies that foster a culture of learning not only retain talent but stay competitive.

Building a startup is a wild ride full of highs and lows.

By shifting how we think about work, leadership, and success, we can build companies that last—and lives that thrive.

That’s a journey worth taking.

If you want to chat more about bootstrapping or growing your business, just reach out.

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This might sound like a callout. But it’s really a call inward—to our team, and to any founder who’s ever needed to remind themselves what they’re fighting for.

For founders reading this, you know how important it is to align your team around a shared purpose. It’s easy to lose sight of the bigger picture when caught in daily challenges. Regular reminders about our core mission and why we started in the first place keep us aligned, resilient, and motivated.

Because when the road gets rough—and it will—what gets us through won’t just be funding or features. It’ll be our reason for fighting on.

“The most important thing a man can take into combat is a reason why,” 12 Strong, starring Chris Hemsworth.

That’s why I often try to bring the mission closer to home. Just last month, I asked a colleague: ‘Have you ever been scammed or misled? If you had a chance to do something about it, would you?’ He shared a story from his college days—he was young, in a foreign country, and had rented a small room. When he left, he returned it spotless, but the landlord refused to return his deposit. There was nothing he could do. No recourse, no fairness.

That feeling—that kind of helplessness isn’t unique to young renters—it’s baked into many broken systems. I couldn’t go back in time and help him, nor do I know enough about real estate to start (yet) a real estate platform, but I used that moment to bring him into the mission—because while we’re not solving housing, we are tackling the same kind of imbalance.

We’ve seen the hype cycles—blockchain, AI, and before that, growth hacking. It’s tempting to follow momentum. But hype fades. When the noise dies down and pressure sets in, only teams grounded in purpose keep showing up. Only teams that remember why they started keep going.

Also Read: The long game: How trust-based marketing creates sustainable growth in education

Purpose is your mental armour. It’s what stays when metrics disappoint, when the team is stretched, when you’re debugging something at two am asking yourself, “Why am I doing this?”

And for us, that answer has always been clear: rebuild trust in a space broken by many brokers and ‘comparison’ platforms.

These players often present themselves as helpful guides, but what they really do is muddy the waters. We’ve heard stories of people leaving thousands of dollars on the table, thinking they had actually compared and found the best offer.

A 2021 report by the UK’s Financial Conduct Authority highlighted concerns about certain price comparison websites showing sponsored listings more prominently than better-suited products—creating the illusion of impartiality while nudging users toward providers who paid for placement. In one case, Compare the Market was fined over £17 million for using contract clauses that prevented insurers from offering lower prices on rival platform.

Brokers selectively push lenders that give them higher commissions—even if those options are objectively worse for borrowers. In fact, a 2024 class-action lawsuit against United Wholesale Mortgage alleges this exact practice: borrowers were steered into higher-cost loans, allegedly to benefit brokers and lenders at the borrower’s expense. The case involves hundreds of thousands of mortgages—UWM issued over US$39 billion in loans over three years, almost entirely through brokers who referred nearly all their business to them.

The issue isn’t unique to loans. In real estate, agents who represent both the buyer and seller—known as dual agency—have long faced criticism for conflicts of interest. In Singapore, the regulators had the foresight to ban it to prevent abuse since 2010, even though decades of loan brokering regulation exist in the US and UK, the loan brokering industry remains unregulated here.

Also Read: Leading through transformation: How CMOs and CEOs must evolve in the AI era

In insurance, some brokers push policies that pay them better commissions rather than what fits the client.

Meanwhile, in the UK, the Supreme Court is weighing whether car buyers were misled by brokers who steered people into loans that paid them better, not ones that served the borrower best.

These are not just industry problems—they’re why we felt something needed to change.

When COVID-19 happened. Businesses rushed to seek financing. Homeowners looked to refinance. I saw peers cherry-picking clients, raising fees, prioritising those with bigger loan sizes. And I thought: Do I want to be deprioritised just because my loan is smaller? Should I pay a broker fee on top of all that—just to be seen?

That was the moment it became personal.

We started FindTheLoan because we saw too many SMEs and consumers misled, confused, or overwhelmed when they could least afford it. Our goal wasn’t just to digitise the process—it was to make it fairer.

This isn’t just about code or clean UI. It’s about restoring dignity in a system that forgot who it’s supposed to serve.

Every time we write a line of copy, push a product update, or debate a feature—we’re not just building a tool. We’re standing up for something.

That’s why this article exists. As a reminder to us and to other founders.

Because when you go into battle—features help, capital helps, but only your reason keeps you standing. And that reason, for us, is clear. If you’re building something today, ask yourself: do your team know why?

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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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In Southeast Asia, startup growth is often measured in headcount: “we scaled from 20 to 200 in a year”, “we’re now in five countries with 300 CX reps”.

These milestones are celebrated like revenue achievements. But in 2025, this definition of scale is evolving and in some cases, becoming increasingly irrelevant.

As AI becomes cheaper, faster, and more effective, the startups scaling through people instead of intelligence are locking themselves into an operational trap. Because the next wave of growth in SEA won’t be about headcount. It’ll be about agent-count.

The headcount illusion

To illustrate how efficiency can vary dramatically, some external analyses have used revenue per employee as a rough proxy for operational leverage. While it’s not a formal metric used by the companies themselves, it offers useful directional insight: 

• Grab reported US$291,718 in revenue per employee as of Q4 2023.
• Sea Ltd, the parent of Shopee and Garena, posted US$208,293 per employee on a trailing twelve-month basis.

At first glance, these are solid regional benchmarks. But contrast them with US-based peers:

• Asana, a mid-stage B2B SaaS platform, generates US$406,100 per employee.
• Uber, a direct business model peer to Grab, earns an astonishing US$1.46 million per employee.

While business models, market size, and stages of growth apply, the data does suggest a structural divergence between SEA and US companies. Many US tech companies are operating with far greater efficiency. Why? They are leaning into AI-first workflows and automation much earlier in their growth curve. From intelligent routing and dynamic pricing to AI-based sales enablement and customer support, their focus is not just on scaling teams but on scaling capabilities.

Also Read: Invest in women, accelerate progress: Why gender equality matters now more than ever

SEA, by contrast, still relies on the legacy playbook of “more markets = more hires”. It’s human-heavy, cost-inefficient, and quickly becoming obsolete. 

The cost no one talks about

Founders often justify team expansion with the phrase: “Talent is still cheap here.” That’s only half true. While wages in markets like the Philippines, Vietnam, and Indonesia remain lower than the US or Europe, the hidden costs of labor such as onboarding, churn, supervision, miscommunication are adding up fast. This is especially true as inflation persists, and currency volatility affects purchasing power, and talent expectations continue to shift post-pandemic.

Many of these teams remain stuck doing routine, low-impact work.

According to Salesforce, the average sales rep spends just 28 per cent of their time actually selling. The rest? Updating CRMs, sending repetitive emails, data entry, chasing internal approvals. That’s nearly US$68K per rep annually wasted on tasks that could easily be automated.

The case for AI-first reams

At FlashIntel, we build AI agents that replace repetitive sales and CX workflows such as dialling, scheduling, qualifying, even holding full voice conversations with prospects.

In one deployment with a mid-sized SEA company, replacing part of their SDR function with AI agents led to:

• 3x more meetings booked
• 40 per cent reduction in OPEX
• Zero training time for new agents (they scale instantly)

And unlike humans, agents don’t take breaks, don’t churn, and work across time zones with perfect compliance.

This isn’t a hypothetical future. It’s already working across Japan, Singapore, and parts of the Philippines where we’re deploying multilingual agents that blend cultural nuance with automation scale.

Why SEA is vulnerable but also poised to leapfrog

Here’s the paradox: SEA’s lower labor cost makes it tempting to delay AI adoption. Founders think, “Why automate when I can hire five more reps?”

But that’s a trap. Because while you’re adding headcount, global competitors are adding compute. And the next time you go head-to-head in a sales cycle or fundraising pitch, they’ll win on margins, not muscle.

Also Read:AI for the real world: SEA’s cost-efficient playbook is winning investors over

That said, SEA also has a unique opportunity to leapfrog.

• It’s home to high-context, high-friction customer environments, making it the perfect testbeds for AI agents that handle nuance.
• Governments like Singapore are actively supporting AI up-skilling, retraining, and digital transformation.
• And founders here are often more adaptable, operating in resource-constrained environments that reward creativity over brute force.

From vanity scale to smart scale

So what should SEA founders do?

• Audit your org: How much of your OPEX is tied up in repetitive human workflows?
• Run agent pilots: Test AI agents in low-risk areas like lead qualification or appointment setting.
• Reframe success: Stop measuring your growth in headcount. Start measuring it in output per human or output per agent.
• Retrain, don’t replace: Empower your existing team to supervise, manage, and enhance AI agent workflows.

The shift isn’t about firing people. It’s about replacing the parts of their job that are low-value so they can focus on what matters: closing deals, building relationships, and thinking strategically.

Final thought: 10 smart agents > 100 average hires

If your 2025 strategy still relies on building large teams, you’re building yesterday’s company.

The best SEA founders are rethinking scale—not by adding more people, but by multiplying their effectiveness. It’s not about working harder. It’s about building an AI-first team that scales smarter.

Because the next SEA unicorn won’t be the one with the biggest team. It’ll be the one with the smartest agents.

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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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