As 2025 draws to a close, Web3 gaming is shedding its speculative skin. No longer mere blockchain experiments masquerading as games, the sector is pivoting toward seamless player experiences where digital ownership enhances — rather than defines — the fun. This maturation signals a robust future, with developers dissolving tech barriers to prioritise joy.

In an interview with Sunyoung Hwang, CEO of NEXPACE, this sea change came into sharp focus. “The industry’s perspective has completely shifted from ‘putting a game on the blockchain’ to ‘dissolving blockchain into the game’.”

Past projects often resembled financial products disguised as games. Now, post-bubble, the emphasis is on delivering utility of ownership for genuine gamers. “This return to fundamentals … sends a very positive signal for the industry’s health,” Hwang told e27.

Player-owned ecosystems will dominate next year, but success hinges on transcending simple item hoarding. “Moving beyond the one-dimensional concept of simply ‘owning game items,’ models that prove ‘what value those items hold outside the game’ will gain traction,” Hwang explained.

The key? “External Utility”. “The true value of ownership comes from utilisation, not just storage. The public will only feel the utility of blockchain when their items are actually used in other communities, secondary creations, or external platforms.”

Envision a virtual land parcel from one Web3 gaming title fuelling builds in another, or custom avatars crossing metaverses seamlessly. Nexpace is investing heavily here. On November 15, they launched a US$50 million ecosystem fund to back interoperability pioneers. Grants target AI-driven asset bridges, modular worlds and cross-game economies, propelling Web3 gaming from niche hype to scalable reality.

Also Read: The future of gaming: How AI technologies are shaping a new era of immersion

Smashing onboarding barriers in Web3 Gaming

Mainstream adoption lags due to persistent hurdles as many Web3 gaming projects still struggle with onboarding, user experience, and market scepticism. Yet Hwang pinpoints the core issue: “The biggest block is the high barriers to entry. Even with powerful IP and content, mainstream users will not enter if high thresholds like wallets, gas fees, regulations, and psychological resistance exist.”

Her antidote flips the script. “The game itself must be accessible via Web2 grammar, with blockchain features offered as optional choices only when the user desires them.”

This evolves the mindset from playing “because it’s a blockchain game” to “because it’s fun, and it happens to have extra features”. Traditional gaming titans, such as Fortnite, prove that accessibility wins.

“Gameplay is not a competitive advantage; it is the baseline qualification. A game without fun cannot survive, regardless of the technology,” Hwang stressed.

Blockchain evolves into an invisible infrastructure that quietly extends adventures. “The most advanced technology is that which the user doesn’t even notice; as the tech becomes more invisible, the game’s competitiveness rises.”

2025’s AI leaps in NPC behaviour and development pipelines set the stage for 2026 explosions. “AI will serve as the catalyst for ecosystem expansion,” Hwang forecasted.

Web3’s transparent rewards meet AI’s democratised tools, unleashing user-generated booms. Think casual players prompting AI to craft quests, skins or even mini-games, fairly monetised via blockchain.

Nexpace’s fund prioritises these hybrids, lowering production barriers. “If blockchain provides a transparent reward system and AI provides accessible creation tools, we will see explosive growth in a self-sustaining ecosystem of secondary content created by general users, not just professional developers.”

Also Read: AI in gaming: How Southeast Asia became the testing ground for virtual companions

Regulations loom as growing pains of a maturing industry. However, proactive steps such as anti-macro measures, security upgrades, and fraud prevention build trust first.

“2026 will be the year of moving beyond possibilities to tangible proof. The market will be reshaped by projects that prove – with numbers – that a balanced model works, ensuring user rights atop a stable service rather than pursuing vague decentralisation,” Hwang said.

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Image Credit: Josue Ladoo Pelegrin on Unsplash

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Singapore-based investment firm Turn Capital Opportunities Fund 1 has completed the 100 per cent acquisition of FRND, a leading influencer-driven fashion e-commerce platform in Taiwan. This marks another milestone in Turn Capital’s operator-led buy-and-build strategy across Asia’s consumer technology landscape.

The acquisition underscores Turn Capital’s ambition to identify and scale high-quality yet undervalued consumer-facing businesses by applying hands-on operational expertise rather than purely financial engineering.

Also Read: Turn Capital: Navigating turnarounds and sustainable growth

Founded in 2019, FRND has emerged as a category leader in Taiwan by partnering with prominent local influencers to co-create original fashion brands. Its model allows creators to build long-term intellectual property and deepen audience loyalty, while the platform benefits from high engagement, efficient customer acquisition, and strong repeat purchase behaviour.

“FRND has tapped into one of the most important segments of women’s fashion today — easy-to-wear, everyday essentials that are casual, reliable, and well-designed,” said Ho Kheng Lian, General Partner at Turn Capital.

“As someone with a deep appreciation for fashion, I have been consistently impressed by FRND’s influencer-led brands and their ability to deliver quality, modern basics that women can depend on to build their wardrobes. Their aesthetic is clean, comfortable, and versatile — pieces that empower women to feel confident in their daily lives,” Kheng Lian added.

Today, FRND operates seven influencer-led brands with a combined social reach of over 1.2 million followers. For its founder, the deal represents an opportunity to scale beyond its home market with a partner experienced in operating and integrating consumer technology businesses.

“Turn Capital has an exceptional track record in operating and scaling technology companies across Taiwan and Asia,” said Yao Ko Jen, founder of FRND.

“Their team brings a rare combination of operational discipline, digital expertise, deep understanding of influencer commerce, and genuine respect for the brands and people they work with. Turn Capital doesn’t just invest — they build, support, and elevate businesses,” added Ko Jen.

The acquisition adds to Turn Capital’s growing portfolio, which has pursued multiple buyouts and integrations since its inception. Past acquisitions include Zuvio, Taiwan’s leading college learning app; Goodnight, which later merged with SoundOn to form Taiwan’s largest audio media group; Dapp Pocket, which merged with Cappu to form digital asset manager Coinomo; and SoundOn itself. Collectively, Turn Capital’s portfolio companies serve more than 10 million users.

According to Joseph Phua, Managing Partner at Turn Capital, FRND aligns perfectly with the firm’s investment thesis. “FRND sits at the intersection of digital commerce, the creator economy, and community-led brands — areas where Turn Capital brings deep operational experience and a strong track record.”

“We see significant opportunities to scale FRND into one of Asia’s leading fashion powerhouses. It reflects exactly the type of business we seek to acquire and grow: strong fundamentals, robust profitability, under-optimised potential, high repeat purchase behaviour, and a scalable brand architecture,” he stated.

A scalable, operator-led playbook

Turn Capital’s approach aligns with a broader trend among buyout-focused investment firms globally, where operational improvements, technology adoption, and strategic integration drive value creation. Western firms, such as Thoma Bravo, Vista Equity Partners, Carlyle Group, and KKR, have long employed similar buy-and-build strategies, particularly in software and technology-driven sectors.

What differentiates Turn Capital is its regional focus and operator-led execution. Rather than minority investments, the firm has increasingly shifted towards complete acquisitions, allowing it to implement growth initiatives, automation, data analytics, and cross-portfolio synergies more effectively.

Also Read: Turn Capital acquires Flash Coffee’s Thai business

Founded in 2024, Turn Capital Opportunities Fund 1 targets majority stakes in early growth-stage consumer technology companies across Asia, particularly those undergoing founder transitions or operational turnarounds. The fund applies a hands-on approach to restore profitability, unlock strategic value, and deliver exits within its five-year fund life.

With nearly 50 years of combined operational experience among its partners — Joseph Phua, Ho Kheng Lian, and Shang Koo — including building the 17LIVE Group, which listed on the Singapore Exchange, Turn Capital positions itself as both an investor and operator.

As consumer behaviour across Asia continues to shift towards social commerce, creator-led brands, and digital-first engagement, Turn Capital’s acquisition of FRND signals confidence in influencer-driven models.

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Sheet after sheet amounting to more than 88 pounds of plastic was pulled out of a dead whale’s intestines in the Philippines. Clogged-up drainage systems exacerbated the impacts of deadly floods in Bangladesh during the devastating monsoon seasons.

Once beautiful lakes and rivers in India and China are now forever tainted by the irresponsible disposal of men. It is irrefutable that the issue of plastic waste has far-reaching consequences. Yet, this exact problem has been tactfully evaded for decades by governments and entrepreneurs alike. 

In 2017, the United Nations deemed that approximately seven billion of the 9.2 billion tonnes of plastic produced from 1950-2017 became plastic waste, ending up in landfills or dumped. The elephant in the room, our capitalistic society avoided re-imagining the final stages of many product life cycles, always opting for the most efficient, cost-effective and fastest way to get waste out of sight.

At the centre of the plastic waste problem stands Asia, a continent that has long chosen to turn a blind eye to its root causes and insidious impacts. Luckily, the effects stemming from decades of ignorance and oversight have finally forced us to divert more attention to this area, following the wave of growing innovations in other more-developed regions in the world, namely North America and Europe.

As we delve deeper into the plastic industry in Asia, I implore you to ponder more about the kinds of solutions the region needs as we evaluate the root causes, main challenges and key innovations that have emerged in Asia in recent years. 

In the first edition of this three-part series on the Asian plastic waste ecosystem, I would like to explore some of the major factors that have contributed to the problem, especially in the context of Asia.

You may ask – why Asia? 

Also Read: How climate tech companies in Asia measure the impact of their work

To begin, Asia stands as the world’s largest plastic-producing region, manufacturing approximately 51 per cent of the total global production of plastic materials. Furthermore, in 2019, statistics released by Our World in Data showed that Asia was the greatest emitter of plastic waste into oceans, at a whopping 80.99 per cent.

Not only does this affirm the extent of plastic produced in Asia, but it also sheds light on the underdevelopment of proper waste management systems in the region that could have facilitated the proper disposal of plastic waste. For comparison, total mismanaged waste from North America and Europe was less than five per cent, speaking volumes about the amount of improvement required of the plastic waste management systems in Asia. 

Coupled with the fact that the recycling systems and technologies in the region are still years behind, it is evident that plastic waste has become one of Asia’s most salient problems. Yet, though many deals and commitments to change have been made, plastic remains firmly entrenched in the region’s economy, especially in Southeast Asia (SEA).

Rising affluence

Firstly, the burgeoning middle class and population growth in many Asian economies have led to the rise of consumerism and a multi-faceted increase in the consumption of plastics.

The past few years of rapid economic growth in this region have led to a collective increase in middle-class income, directly increasing their purchasing power and, in turn, the ability to purchase goods and services both locally and from overseas.

Directly, this translates to an increase in the consumption of goods that contain plastics. More indirectly, this has also resulted in the explosive growth of the packaging industry, exponentially increasing the incidences of companies using single-use plastics to deliver their goods.

Also Read: How to navigate the investment opportunity in climate tech sector

This type of delivery model was pioneered in South and Southeast Asia and has become so “entrenched” that big industries now use it as a “justification”, says Von Hernandez, a renowned Filipino environmentalist and Goldman Prize winner.

Thus, it is arguable that the roots of plastic consumption in Asia lie in socio-economic factors such as rising affluence and a change in consumers’ tastes and preferences. 

Inadequate waste management infrastructure

Secondly, many Asian countries, especially in SEA, often have inadequate waste management infrastructures. Their primary method of disposal is still heavily reliant on landfills and open dumping.

Thus, it is indicative that the investments into the waste management systems are insufficient for good municipal waste management, let alone be enough to inject further value into the system through recycling.

Evidently, only 18 per cent to 28 per cent of recyclable plastic is recovered and recycled in the region, as compared to 38 per cent in Europe. Hence, there is a greater need for governments to prioritise and invest heavily in this area. 

The volume of imported waste 

Yet, while the statistics seem to suggest that Asia should be regarded as the epicentre of the plastic problem, the reality is often much more muddled. There is another part of the narrative that has not been explored much — the percentage of plastic waste that was not generated domestically and, in fact, arose due to developed countries importing their waste to less developed ones, especially those in SEA.

Case in point, about 74 per cent of the exported plastic waste in the world has entered Asia in recent years. From this lens, the plastic problem becomes much more global and interconnected, and thus much more difficult to attribute responsibility to.

Hence, it is pertinent to note that the plastic waste problem is not a regional but a global responsibility. More developed countries with the appropriate technologies and methods should aid less-developed countries, be it formally through international treaties or through technological transfers.  

In this part, I briefly touched on some of the key causes of the growing plastic problem in Asia. In part 2, I will be covering the main problems faced by stakeholders like corporations and regulators as they try to tackle the plastic problem.

This article is part of a three-part series adapted from the Plastics and Circularity Report under the HyperScale Waste-Tech Accelerator 2023 programme. For more information on the programme and how you can be a part of the inaugural Waste-Tech Accelerator problem in the world, find out more here: https://hyperx.global/hyperscale.

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The last four years have seen an exodus by household names such as Birkenstock, IKEA, and Nike from powerhouse marketplace Amazon. Once considered a “must-have” channel in any successful selling strategy, the high-profile exits from the world’s top online marketplace were each triggered by their own catalyst, but all of which centered around customer experience.

Nike withdrew from Amazon citing its desire for more direct, personal relationships with its own customers. Birkenstock pulled its products from Amazon’s virtual shelves due to concerns of brand dilution that arose from counterfeit products and predatory pricing from third-party retailers.

While these withdrawals have not had an impact on Amazon’s position as the world’s top online marketplace, they provide important learnings for both brands and marketplaces here in Asia looking to develop effective customer experience strategies.

Marketplaces still a significant part of the shopping experience

The e-commerce industry continues to be dominated by marketplaces that play a vital role in the shopping journey. A study on the Southeast Asian e-commerce industry revealed that 89 per cent of online purchases in Singapore takes place via marketplaces– even if select brands chose not to list their products, marketplaces remain crucial to an ecosystem that sees brands and marketplaces mutually dependent on each other for their survival.

For brands, particularly smaller businesses, marketplaces provide existing infrastructure and audiences that can immediately be leveraged.

Also Read: From co-working to co-living, these 7 brands in Southeast Asia have got you covered

Marketplaces, on the other hand, need a wide collection of sellers. From these small businesses to large, well-known brands, variety is essential to provide the range of products needed to attract and retain their audiences.

After all, today’s shoppers are savvy and compare offerings, selecting preferences based on a range of criteria including price and customer experience.

How brands and marketplaces can deliver a seamless customer experience

Both brands and marketplaces alike are realising the importance of the overall customer experience. This has seen 89 per cent of companies shifting to a model of competing primarily on the basis of customer experience. As partners, the onus is no longer only on the brands to deliver this experience, but also on the marketplaces, as an extension of the brands.

With this in mind, there are three key things both brands, as well as marketplaces, need to keep in mind when looking to deliver a seamless customer experience.

Deliver a strong brand experience across every touchpoint

The best customer experience is one where every customer who has ever interacted with the brand is able to communicate exactly who the brand is and what they stand for.

Customers should receive a consistent image and experience, no matter if they are purchasing from a retail store, the brand’s website, or a marketplace. This speaks to the products listed, language used, pricing strategy and overall interface.

Also Read: Myanmar-based logistics startup Kargo rebrands to Karzo as it refocusses on the B2B segment

Take, for example, Apple which has become synonymous with the clean, white aesthetic, and conversational tone of language across all their touch points – from the Apple Store employees, to that moment you turn on your Apple product and see “hello” for the first time.

A strong overall brand experience enables brands to inspire confidence and build stronger, sticky relationships with their customers.

Leverage data for a customised experience

Brands and marketplaces today have access to more customer data than ever before, whether through their websites, or their social channels. This also means that the customer of today expects more from brands and marketplaces than ever before, seeking an experience tailored to their needs and wants.

This makes it imperative for all players to leverage this data, responsibly, and in a way that complies with the Personal Data Protection Act, to deliver a personalised experience for each shopper.

Whether displaying suggestions for products they may like or timely reminders on items they have purchased regularly, each personalised aspect of the experience builds loyalty from customers inundated with options.

Recognising the importance of customer experience, J&T Express works with our partners to equip them with insights around buying patterns of their product category segmented by location.

Also Read: 10 ways to get a customer to buy from your e-commerce site

For example, Orbis, a collagen drink brand was looking for advice on their customer outreach strategies. Leveraging the data collected, we understood that Singapore was home to many customers who purchased consumables within the Health & Beauty category.

With this information on hand, Orbis was able to identify their target audience and potential opportunities within Tampines, and further amplify their presence through targeted offline sales events and delivering the right offerings to the right audience. This led to a month-on-month sales growth of 223 per cent supported by a median growth rate of 200 per cent within a seven-month period.

Delivery partners are another extension of your brand

A recent study by J&T Express found that the two most important factors to shoppers in Singapore are having their parcel delivered safely and in good condition, and the cost of delivery.

In fact, 83 per cent of respondents indicated that the overall delivery experience would determine whether they would make a repeat purchase with the same retailer.

As an extension of brands and marketplaces, the responsibility falls on delivery partners to implement the necessary processes to deliver these parcels on time and safely, helping to encourage a repeat purchase by the consumer.

They also need to cater to the changing needs and preferences of consumers who seek convenience and flexibility from their delivery options. Understanding this is key to the experience of our partners’ brands, we offer a range of delivery services, 365 days a year.

Also Read: HostelHunting rebrands into LiveIn.com; to expand into Indonesia, Philippines

Aside from express door-step delivery, our growing network of more than 1,000 collection points island-wide ensures that customers have greater control over their delivery experience. We also offer delivery for our customers seven days of the week, a first in Singapore.

Seamless experiences will help brands and marketplaces rise above

In an increasingly crowded market space where customers are spoilt for choice, it is a seamless customer experience that will help brands break through and retain the attention and loyalty of an increasingly savvy audience.

By focusing on creating the most seamless experience possible, throughout the customer journey and in collaboration with delivery partners, both brands and marketplaces can ensure they stay ahead of the very tight e-commerce race, whether alone or together.

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In this commentary, we take a closer look at the current digital maturity of Singapore’s government and propose key principles for its further advancement in the realm of digital transformation. We reflect on the government’s progress to an advanced stage of digital maturity as defined by Gartner’s Maturity Model and identify areas for improvement, particularly in terms of fluid data sharing, advanced analytics, and predictive AI, including principles that could propel the government’s digital transformation journey forward.

Elevated digital maturity of Singapore’s government

Singapore’s journey towards digitalisation has been marked by the launch of a multitude of public applications, ranging from transactional tools like BizFile to citizen-centric platforms like ScamShield. With strategic initiatives on data and Artificial Intelligence (AI) since around 2015, Singapore’s government has progressed to what we view as Level 3 (Figure 1 below) on the Gartner Digital Government Maturity Model 2.0.

This five-tier model gauges the digital maturity of governments. This ongoing transformation has enhanced citizen services, improved governmental productivity, and empowered more informed decision-making.

Astonishingly, 99 per cent of government services are now digital end-to-end, fostering satisfaction among citizens and businesses alike. The international community has also recognised Singapore’s accomplishments in digital transformation through various rankings and accolades.

Unleashing further potential through digital advancement

While commendable strides have been made, there remains untapped potential for achieving more advanced levels of digital maturity. Bridging the gaps to reach Levels 4 and 5 of the Gartner model requires a focus on seamless data sharing across agencies, the integration of advanced big data analytics, and pervasive predictive AI throughout the government apparatus.

Also Read: Why the growing UHNI population in Singapore is good news for Indian startup ecosystem

Necessity for next-level digital transformation

We advocate for the government to embrace digital transformation to elevate its digital maturity. Several compelling reasons underpin this imperative:

• Navigating uncertainties: In an era characterised by volatility and complexity, enhanced adaptability is crucial. The escalating economic uncertainties, geopolitical tensions, and emerging social challenges underscore the value of bolstering digital maturity. By doing so, the government can effectively anticipate, mitigate, and respond to crises.
• Overcoming legacy constraints: Legacy systems prevalent across agencies are often inflexible, limiting agility and resilience in the face of disruptions. Failure to modernise these systems can engender bottlenecks that hinder nimble responses to change.
• Data accessibility and speed: Siloed government IT systems impede swift access to data across agencies. The current lead time for obtaining core government datasets on the Government Data Architecture (GDA) can be cumbersome. Rapid data mobilisation, as witnessed during the pandemic, necessitates a unified data landscape.
• Harnessing emerging technologies: Cutting-edge technologies present opportunities to grapple with data surges and better serve citizens. This includes employing technologies like computer vision, X analytics, dynamic data stories, natural language processing, metaverse, and predictive AI to derive insights, enhance services, and predict trends.

Principles guiding next-level digital transformation

Outlined below are the key principles that could steer the government’s journey toward next-level digital transformation:

Principle 1: Unified data view

The government is already working towards a consolidated, real-time data view encompassing a wider array of agencies and data types. Doubling down on this initiative would expedite decision-making and enhance data pattern recognition for improved analytics.

Principle 2: Reinforcing AI

With AI making unprecedented advancements in recent months, the technology can positively impact strategic decision-making and service delivery. AI-driven insights derived from comprehensive big data analysis can enable proactive decision-making.

The government should leverage AI for policy prediction and formulating strategies to address diverse economic, social, and environmental variables. Furthermore, AI can be instrumental in optimising city operations and enhancing service delivery across agencies.

Principle 3: Accelerating tech modernisation

To enhance agility and user experience, the government can expedite the modernisation of legacy systems. Flexibility, integration, and user interface must be central to new system design, ensuring seamless data flows and a unified view of information.

Principle 4: Innovating with emerging tech

The government can adopt a two-pronged approach to innovation. This involves proactively identifying emerging technologies relevant to solving key challenges while simultaneously exploring how new technologies can tackle existing problems.

In the face of an increasingly volatile and complex global landscape, Singapore’s government must embrace adaptability across all dimensions, and I believe these four guiding principles will enable Singapore to achieve Gartner’s Levels 4 and 5 of digital maturity.

This transformation will pave the way for a digital government that is adaptable and forward-looking, even as Singapore seeks to preserve its prominence as a Smart Nation on the global stage.

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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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