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Crypto’s fragile comeback: Technical relief meets macro uncertainty

The recent interplay between macroeconomic signals, regulatory shifts, and technical dynamics has placed the crypto market in a precarious but intriguing position. While traditional financial markets grapple with mixed labour data and shifting rate expectations, digital assets have staged a modest recovery, buoyed not by exuberance but by relief, tactical positioning, and emerging institutional frameworks. The 0.84 per cent rise in the crypto market over the past 24 hours appears deceptively simple, yet it encapsulates a much broader narrative about resilience amid structural uncertainty.

This rebound lies a classic technical phenomenon: the oversold bounce. The market’s RSI14 dipped to 31, flirting with the lower boundary of neutral territory and signalling that selling pressure had reached a temporary extreme. This condition attracted opportunistic traders, evidenced by a sharp 23 per cent surge in derivatives volume as participants sought to capitalise on discounted entry points. However, this surge came with a caveat. Open interest in perpetual and futures markets declined by 6.7 per cent, suggesting that while short-term speculators entered the fray, longer-term holders and leveraged participants remained cautious.

The MACD histogram, registering at a negative US$389 million, further underscored the absence of strong momentum behind the move up. Meanwhile, Bitcoin dominance held steady at 58.8 per cent, indicating that capital remained concentrated in the perceived safety of the flagship asset rather than rotating into riskier altcoins. This defensive posture reflects a market that is not yet convinced the worst is over, merely that it may have priced in the near-term pessimism.

Crucially, this technical bounce coincided with a notable policy development that may carry longer-term implications. Canada’s announcement of a forthcoming stablecoin regulatory framework for 2026 represents a rare moment of constructive clarity in an otherwise turbulent regulatory landscape.

Bank of Canada Governor Tiff Macklem emphasised that only stablecoins pegged one-to-one to central bank currencies and backed by high-quality liquid assets like Treasury bills would qualify as “good money.” This stance, while stringent, provides a clear benchmark for issuers and reassures institutions that Canada seeks to integrate stablecoins into its financial infrastructure rather than shun them outright.

Also Read: Crypto faces triple threat: Senate stall, macro jitters, and technical breakdown

In a global context where regulatory ambiguity has often stifled innovation, Canada’s approach, complemented by its Real-Time Rail payments system and open banking initiatives, positions the country as an emerging hub for compliant digital finance. This contrasts sharply with the United States, where legislative delays continue to weigh on sentiment.

While the US remains the largest market for crypto ETFs, its policy inertia creates a vacuum that other jurisdictions are beginning to fill. Canada’s proactive stance, though modest in immediate market impact, offers a glimpse of a more stable institutional pathway forward, particularly for payment-oriented stablecoins that could bridge traditional finance and Web3 ecosystems.

Optimism remains tempered by the realities of institutional flows and on-chain behaviour. Grayscale’s bullish outlook for Bitcoin in 2026, predicting new all-time highs, provides a compelling long-term thesis rooted in macro cycles and halving dynamics. This vision clashes with the short-term data emerging from ETF markets, which recorded US$1.11 billion in weekly outflows.

These outflows reflect investor caution in the face of rising macro uncertainty, including the mixed US jobs report that showed only 64,000 jobs added in November, barely above expectations, but a concerning rise in unemployment to 4.6 per cent, a four-year high. Such data complicates the Federal Reserve’s decision-making, diminishing hopes for aggressive rate cuts in early 2025 and indirectly pressuring risk assets.

In this environment, even bullish institutional narratives struggle to overcome near-term liquidity concerns. The pressure extended beyond Bitcoin, with Ethereum experiencing sharp derivatives liquidations after a single whale incurred a US$54 million unrealised loss on leveraged long positions. This episode highlights the fragility of leveraged exposure in times of volatility and the cascading effects that can ripple through the market when large positions unwind unexpectedly.

The broader macro backdrop further contextualises crypto’s cautious rebound. Asian equities declined broadly, with MSCI’s Asia-Pacific ex-Japan index falling 1.3 per cent to a three-week low. Japan’s Nikkei dropped 1.6 per cent ahead of a widely anticipated rate hike by the Bank of Japan, signalling a shift away from decades of ultra-loose monetary policy. Simultaneously, oil prices slumped below US$60 per barrel, their weakest level since May, driven by oversupply fears and speculation about potential peace talks between Russia and Ukraine.

The US dollar weakened across major currencies following the ambiguous jobs data, suggesting markets are recalibrating expectations for global monetary policy divergence. In such a landscape, crypto’s modest gain appears not as a flight to risk but as a relative stabilisation after excessive pessimism.

Also Read: From quantitative tightening to quantitative crypto: How policy shifts are rewriting market rules

Looking ahead, the sustainability of this rebound hinges on several converging factors. Technically, a decisive move above the 7-day simple moving average at US$3.03 trillion in total market capitalisation would signal growing confidence. More critically, Bitcoin must reclaim the US$87,000 level, a psychological and liquidity-rich threshold tied to US$20.6 million in potential long liquidations.

A break above this mark could trigger a wave of short-covering and renewed institutional interest, especially if macro conditions begin to favour risk assets once more. The Fear and Greed Index remains at 25, deep in “fear” territory, suggesting that sentiment has not yet turned, but also that there is room for improvement should catalysts materialise.

Ultimately, the current rally is not a declaration of a new bull market but a measured recalibration. It emerges from a confluence of short-term technical exhaustion, selective regulatory progress in jurisdictions like Canada, and persistent institutional conviction in crypto’s long-term narrative. However, it operates within a fragile ecosystem marked by declining year-over-year trading volume, down 11.7 per cent, defensive capital rotation, and ongoing macro headwinds.

The market’s next move will depend less on isolated data points and more on whether these disparate forces can align, whether policy clarity can offset ETF outflows, whether macro easing can return, and whether on-chain leverage can stabilise. Until then, traders and investors alike remain in a holding pattern, watching closely for the first signs of durable conviction.

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Trade finance platform Olea bets on AI and Web3 as it closes US$30M Series A

Singapore-based trade finance platform Olea Global has raised US$30 million in a Series A funding round, as it looks to scale its technology-driven approach to simplifying global trade for businesses, particularly in emerging markets across Asia.

The round was led by Banco Bilbao Vizcaya Argentaria (BBVA), with participation from XDC Network, theDOCK, and other strategic investors. Existing shareholder SC Ventures, the venture-building arm of Standard Chartered Bank, also joined the round.

Also Read: Why blockchain is instrumental for the future of trade finance

The fresh capital will be deployed towards accelerating product innovation, including AI-driven analytics, Web3 readiness, and the development of higher-growth solutions such as embedded finance, aligned with evolving client needs. Olea also plans to expand origination across high-growth trade corridors by leveraging its global partnership ecosystem.

The equity raise follows a funding facility arranged in November 2024 by HSBC and Manulife | CQS Investment Management, strengthening Olea’s balance sheet as it scales its operations.

Backed by banks, built for modern trade

With BBVA coming in as lead investor, Olea is set to expand into new trade corridors across Europe, the US, Latin America, and Asia. Both companies plan to collaborate on digital supply chain solutions and advanced risk analytics, combining banking expertise with Olea’s technology-first platform.

SC Ventures, which incubated Olea, explore further collaboration with Olea in digital assets and artificial intelligence.

Meanwhile, XDC Network, a layer-1 blockchain platform focused on enterprise and trade finance, will support Olea’s ambition to enable tokenised and stablecoin-based trade flows, while theDOCK, a venture capital firm specialising in maritime logistics, is expected to open up new commercial pathways and ecosystem partnerships.

Addressing the global trade finance gap

Founded in 2022, Olea has built an institutional-grade digital trade finance platform, underpinned by “robust” risk management and a Capital Market Services (CMS) licence from the Monetary Authority of Singapore (MAS).

To date, the company has established origination capabilities across more than 70 trade corridors, partnered with over 30 institutional funders, and facilitated more than US$3 billion in financing for global suppliers and buyers.

Olea is headquartered in Singapore and was originally founded with investment from SC Ventures and Linklogis.

At a time when global trade continues to grow modestly — with services trade leading expansion in the first half of 2025 — the trade finance gap remains at an estimated US$1.7 trillion, disproportionately impacting small and medium-sized enterprises (SMEs) in emerging markets. Olea’s platform aims to address this gap by digitising document verification, automating risk assessment through AI, and improving transparency using blockchain technology.

In simple terms, Olea acts as a bridge between global capital providers — such as banks and institutional investors — and businesses involved in cross-border trade, enabling faster, more secure access to financing for suppliers and more efficient payment flows for buyers.

Looking ahead

As AI and blockchain technologies continue to reshape global trade — from risk management and logistics optimisation to real-time settlement and traceability — Olea is positioning itself at the intersection of technology, finance, and cross-border commerce, with Asia firmly at the centre of its growth strategy.

Also Read: XDC Ventures acquires Contour to bridge TradFi and Web3 in global trade

With fresh capital and heavyweight institutional backing, the company is now poised for its next phase of expansion, working to accelerate global trade, make it faster, more transparent, and more accessible for businesses worldwide.

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Krenovator targets recruitment bottlenecks with AI-led interview automation

Mahadhir Yunus, CEO of Krenovator

As hiring cycles shorten and competition for skilled talent intensifies, companies are reassessing how interviews are conducted and evaluated. In Kuala Lumpur, Krenovator Technology Sdn. Bhd. is positioning automation as a way to address what it sees as structural inefficiencies in recruitment, with the launch of HastyHire, an AI agent interviewer platform designed to standardise and accelerate candidate screening.

Announced in November, HastyHire is designed to automate interviews from start to finish. Employers send a link to candidates, after which the platform conducts the interview, evaluates responses against job descriptions and CVs, and produces a 360-degree hiring report that includes scores, strengths, weaknesses, and red-flag alerts. The system can be used for both technical and non-technical roles, supports more than 70 languages, and is offered on a pay-per-use basis.

For Krenovator, which provides tech talent solutions, managed IT services, and AI-driven workforce automation products, the release reflects a broader effort to embed AI into operational workflows rather than position it as a standalone tool.

The company argues that interviews, often seen as a human-centric process, are particularly vulnerable to subjectivity and inconsistency.

“Candidate screening is time-intensive and often subjective when done through conventional interviews,” said Mahadhir Yunus, CEO of Krenovator, in the product announcement. He added that HastyHire uses “measurable, data-driven outcomes that make the process more efficient and fairer”.

Also Read: Trade finance platform Olea bets on AI and Web3 as it closes US$30M Series A

According to Mahadhir, the development of HastyHire was grounded in close collaboration with recruiters rather than abstract experimentation. In an email interview with e27, he stated that the company’s product process “combines real-world recruiter insights, AI innovation, and iterative user testing,” starting with the validation of market pain points and rapid prototyping using real interview data.

HR teams across Malaysia, the Middle East, and Europe were involved during development, a move Krenovator says helped ensure the platform could be applied across different labour markets and hiring norms. Unlike tools that focus solely on post-interview analytics, the platform is designed to manage the interview flow itself, from questioning to scoring and report generation, without human intervention. Krenovator reports that existing users have seen significant reductions in screening time and costs, with interview reports generated within minutes of completion.

Mahadhir argues that this speed is not just about efficiency, but about scale. “HR teams are overwhelmed, not understaffed,” he said. “They need AI agents capable of executing HR workflow to handle repetitive tasks so they can focus on the human side of hiring.”

In this framing, automation is positioned as a support mechanism rather than a replacement for recruiters.

The company’s user base reflects this emphasis. Krenovator stated that its main users include HR teams in mid-sized to large companies, recruitment agencies, and hiring managers in technology-intensive roles. In markets such as Singapore, the Middle East, and Europe, the firm has observed that smaller HR teams use automation to compete with larger employers by maintaining hiring volume without expanding headcount.

Business model choices also reflect a cautious approach to adoption. HastyHire operates on a pay-per-use structure, where companies pay only to unlock interview reports. There are no long-term contracts or minimum volumes, a structure Krenovator believes reduces barriers for organisations with fluctuating hiring needs and allows experimentation without upfront risk.

Also Read: Anchanto CEO on why human resource is essential for a growth stage startup

From a growth perspective, Krenovator is leaning on partnerships within its existing client ecosystem, complemented by content-led initiatives such as live demos, educational campaigns, and community events focused on AI in the workplace. The company has raised pre-seed and seed funding between 2020 and 2024, which it says was directed towards building engineering capability, advancing its AI models, and expanding regionally.

Looking ahead, Krenovator plans to focus on strengthening what it calls its core ecosystem: AI agent automation products, tech talent development, and managed IT services.

For Mahadhir, the guiding principle remains pragmatic. “Solve real problems with technology that delivers measurable business impact,” he said, framing sustainability and operational discipline as priorities as the company prepares for its next phase of international expansion.

Image Credit: Krenovator

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Asia’s digital gold rush: How to win in the US$600B digital economy

The industry for digital goods and services is growing at an unstoppable pace – mobile gaming is emerging as both a cultural phenomenon and a lucrative industry, projected to become a US$342 billion industry by 2034, and Asia’s creator economy is currently valued at approximately US$18.35 billion and expected to reach US$52.17 billion by 2030.

As a whole,  Southeast Asia’s digital economy is estimated to hit US$600 billion in gross merchandise value (GMV) by 2030.

As more of our everyday habits intertwine with the online world, the fast-paced growth of digital commerce will continue to transform the way we live, play and pay. 

This presents significant opportunities, but also unique challenges. Gaming and entertainment publishers face hurdles such as traditional app store fees, evolving global regulations, fragmentation of preferred payment methods, and rapidly changing player preferences. The question is: how can publishers not merely survive, but thrive in this dynamic environment?

Navigating a new era of regulation

Inspired by the EU’s Digital Markets Act, Asian markets are stepping up with their own frameworks to promote competition and protect consumers. Japan and South Korea are pushing back against Big Tech limiting third-party app sales with antitrust measures. India’s Digital Competition Bill is introducing anti-competitive practices; and Indonesia is reviewing its regulatory framework for digital platforms.

The message to publishers — new or old — is clear: adapt or be left behind. 

Tapping on alternative payment methods

Digital wallets are now the main way to pay in Asia. According to a 2024 report by Deloitte, the Asia Pacific region has the highest digital wallet penetration rates amongst all regions, making up over two-thirds of global digital wallet spend at a combined US$9.8 trillion. 

Also Read: Responsible technology and AI: Shaping Asia’s digital future

In Southeast Asia, six out of ten people lack full access to banking services. Coupled with decreasing customer loyalty, this makes localised alternative payment solutions like digital wallets and carrier billing crucial. Publishers who integrate these methods gain access to a massive, underserved audience.

Scale smarter, not harder: The merchant of record advantage

Scaling globally isn’t just about reaching more customers—it’s about doing it efficiently and legally. The Merchant of Record (MoR) model offers publishers a smarter way to expand in today’s complex environment. How does it work?

An MoR acts as the legal entity responsible for managing payments, taxes, and compliance on behalf of publishers, allowing businesses to focus on what matters: building their business. 

By centralising these critical functions, the MoR model abstracts away the complexity of  navigating diverse regulatory frameworks, accelerates market entry and mitigates the risk of penalties by ensuring adherence to tax laws and regulations in various markets. 

Supporting a wide array of local payment methods, MoR also allows publishers to expand their reach to underserved consumers, particularly in regions with limited access to traditional payment systems.

Evolution in the digital economy means new opportunities for savvy digital goods providers who adopt the right strategies that bring them increased profits, deeper customer insights, wider reach and greater control. Embracing models like MoR simplifies global expansion, compliance, and consumer connections, turning digital disruption into competitive advantage. 

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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I didn’t build an AI product, I built a brand and the product built itself

For more than a year, I spoke about Seraphina AI as if she already existed. Not as a product. Not as a startup. But as my personal assistant — my second brain, my digital twin, the system that helped me think, decide, and operate better.

People would ask when Seraphina was launching. I would smile and say, “She’s already working.” At the time, that was true — just not in the way most people expected.

When I finally opened pre-sales earlier this year, 500 spots sold out in three days. I reopened another 500, and they sold out in under a month.

Here’s the part most people find surprising: I still didn’t have a technical team.

I spent the next six months trying to find the “right” people to build Seraphina with me — developers, AI engineers, product teams. Conversations happened. Decks were exchanged. Nothing quite fit.

In the end, Seraphina built Seraphina in three days.

This isn’t a story about AI magic. It’s a story about brand, product, and community — and why they must be built together in the AI era.

Brand is not the opposite of selling

There’s a quiet debate happening in founder circles right now.

Some believe brand-building is about vibes, storytelling, and patience — and that selling should come later. Others believe selling is the only thing that matters, and brand is something you polish once revenue arrives.

Both camps are missing the point. A brand without a product is influence without income. A product without a brand is revenue without resilience.

In the age of AI, that gap becomes brutally obvious. AI can help you sell faster. AI can help you create content at scale. AI can help you optimise funnels and automate conversations.

But AI cannot manufacture trust, clarity, or belief. That still comes from the brand.

How Seraphina started before she was software

Seraphina didn’t begin as code. She began as a way of working.

I had spent years documenting how I think, how I make decisions, how I structure businesses, and how I communicate. Seraphina was simply the name I gave to that system.

Also Read: Building with intention: The ethical dilemma of AI innovation and responsible creation

When people followed my work, they weren’t waiting for features. They were watching outcomes. They saw:

  • How decisions became faster
  • How operations became lighter
  • How I protected my time while scaling multiple ventures

By the time I opened pre-sales, I wasn’t convincing anyone to buy an AI product. I was confirming something they already wanted: Their own version of what they were seeing in action.

That is what a brand does when it’s done right.

Selling the product was not a betrayal of the brand

There’s a myth that selling “too early” cheapens a brand. In reality, not selling at all is what turns brand-building into theatre.

Selling is not anti-brand. Selling is proof that value exists.

The reason Seraphina sold out quickly wasn’t urgency tactics or clever marketing. It was alignment.

The people who bought weren’t random leads. They were already part of the ecosystem — readers, community members, and founders who had been in conversation with me for months.

This is where community enters the picture.

Community is the infrastructure nobody talks about

Brand attracts. Product converts. Community retains — and compounds.

Community is where:

  • Brand becomes lived, not claimed
  • Product becomes experienced, not promised
  • Trust is reinforced without reselling every time

From a business perspective, community:

  • Lowers customer acquisition cost
  • Increases lifetime value
  • Turns customers into advocates
  • Reduces dependence on constant marketing spend

From a human perspective, community is where people stay.

Seraphina didn’t sell because of a launch. She sold because there was already a place people belonged.

Why Seraphina could build Seraphina

When I finally stopped looking for the “perfect” team and turned inward, the answer was obvious.

Seraphina worked because:

  • My thinking was already structured
  • My voice was already clear
  • My decisions were already documented

AI didn’t replace me. It reflected me.

This is the uncomfortable truth about AI that many founders are discovering too late: AI doesn’t create clarity. It amplifies whatever clarity — or confusion — already exists.

Founders who struggle with AI aren’t lacking tools. They’re lacking definition.

The pattern I see repeating across founders

This isn’t unique to Seraphina.

Across speakers, creators, and founders, I see the same pattern:

  • Loud voices with no structure burn out
  • Great products with no community churn
  • Fast growth without clarity collapses under pressure

Meanwhile, the founders who are last are quietly doing something different.

They’re not chasing virality. They’re building places people want to return to.

Also Read: How to hack product growth and user acquisition in Thailand

From online systems to offline rooms

This is why, later this year, I’m hosting a Christmas gathering that isn’t positioned as a typical event. Not a conference. Not a pitch fest. Not forced networking.

It’s an intentional space bringing together founders, speakers, creators, and operators to talk about what actually matters heading into 2026: Voice, clarity, authority, and value creation in an AI-first world.

The agenda mirrors the same philosophy behind Seraphina:

  • Conversations over performances
  • Structure over noise
  • Depth over volume

Because communities aren’t built through announcements, they’re built through shared context.

The shift we’re entering in 2026

The creator economy is maturing. The speaker economy is professionalising. The AI wave is accelerating everything — good and bad.

The next era doesn’t belong to those who can shout the loudest. It belongs to those who can:

  • Translate voice into value
  • Turn content into infrastructure
  • Build brands that outlive individual products

In this environment, brand, product, and community are no longer separate strategies. They are one system.

What founders should take away

If you’re building in the AI era, ask yourself:

  • Do people understand what you stand for without explanation?
  • Does your product deliver a transformation, not just features?
  • Is there a reason people would stay even if you stopped posting tomorrow?

If the answer to any of these is no, AI won’t save you.

But if the answer is yes, AI becomes a powerful accelerator.

The real lesson of Seraphina

Seraphina didn’t start as software. She started as a brand with clarity, a product with intent, and a community that believed. The technology was inevitable.

In the end, the most important question for founders isn’t: “How fast can I build?”

It’s: “Have I built enough clarity, trust, and community for the product to want to exist?”

Because in the AI era, code is cheap. Clarity is not.

And clarity, once built, compounds.

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.

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