The Singapore Fashion Council (SFC) has invested US$300,000 in Loom Carbon, a local climate tech startup, as part of its inaugural accelerator programme, The Bridge Fashion Innovator (TBFI) Scale Up.

Loom Carbon will receive tailored mentorship, enhanced investment readiness support, and access to a curated network of investors, corporate partners, and government stakeholders through the TBFI programme.

The startup will also benefit from pilot opportunities across Singapore and Southeast Asia.

Also Read: Climate tech’s shift from doing good to doing well

About 92 million tonnes of textile waste are landfilled or incinerated annually. Loom Carbon aims to solve this massive textile waste challenge using technology.

The company utilises a proprietary, science-led approach that adapts proven pyrolysis technology. Its modular pyrolysis system converts mixed discarded textiles into high-value circular materials. These resultant materials include bio black and renewable oil, which can then be utilised as low-carbon fuels or precursors for new textile production.

During conversion, Loom Carbon removes per- and polyfluoroalkyl substances (PFAS) and microplastics. The modular systems are deployable at the source and designed to scale rapidly.

Benjamin Tan, Senior Director of Innovation & Technology at SFC, said: “Textile waste is one of the fashion industry’s most persistent and overlooked challenges. Innovations like Loom Carbon are crucial for advancing real, science-based solutions that move us closer to a truly circular economy. Their impact-driven approach aligns strongly with SFC’s vision of building Asia into a vibrant hub for responsible fashion.”

To achieve its scale-up ambitions, Loom Carbon is collaborating with world-leading research and academic institutions in Singapore, the US, and South Africa. The company is targeting commissioning its first commercial plant in Singapore, which is expected to have the capacity to process more than 20,000 tonnes of textile waste annually.

Ryan Wiener, co-founder at Loom Carbon, added. “SFC is playing an important role in promoting sustainability and innovation across Southeast Asia… we align perfectly with Singapore’s Green Plan 2030, and now with the SFC on board, we are well positioned to deliver impact at home and across the region.”

Also Read: Korean brothers’ startup Nibertex develops chemical-free fabric for sustainable textiles

The TBFI Scale Up, launched in 2025, is SFC’s dedicated accelerator for growth-stage ventures in fashion, beauty, and fashion-tech, offering personalised, one-on-one mentorship rather than a conventional cohort-based programme.

Filipino startup Phinix is another player in this segment. This startup runs a recycling centre that collects textile wastes and transforms them into higher valued products such as footwear, fashion accessories and lifestyle pieces.

Recently, Nibertex, a Singapore- and Philippines-based deeptech startup specialising in waterproof breathable membranes, closed a US$7 million Series A funding round led by TNB Aura. The startup develops PFAS-free membrane solutions for the textile industry.

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Autonomous delivery vehicles are quickly becoming the future of logistics, with companies racing to harness the potential of self-driving tech to speed up deliveries, cut costs, and improve efficiency.  But these vehicles will face challenges far tougher than the smooth, controlled test environments they’ve been trained in—especially when it comes to unpredictable roads and extreme weather.

Take suburban roads. Narrow, full of potholes, sometimes not even paved. No lights, no clear markings. A human driver wouldn’t blink at rolling over a few fallen branches or debris. But for an autonomous vehicle? That may be a problem. These delivery vehicles are learning to “see” and “assess” their surroundings. Traditional object detection systems tell the vehicle what an obstacle is—but not whether it’s safe to drive over.

Leading industry players are increasingly adopting occupancy networks instead of just identifying objects. These systems collectively assess whether a vehicle can safely pass, which is critical for handling unpredictable roads, especially when visibility is low. At Cainiao, for instance, we apply these networks to manage mixed road conditions in our pilot programmes, ensuring that obstacles like fallen debris or uneven surfaces don’t derail an entire delivery schedule.

Then there’s the challenge of navigating real-world traffic laws. Following rules is easy when every sign is clear, and every traffic light works perfectly. But what happens when a truck blocks a signal? When road markings are so faded they’re barely visible? A self-driving vehicle can’t afford to hesitate.

To tackle this, many logistics innovators are turning to graph neural networks to help vehicles read not only traffic signals but also how other cars behave, analysing patterns to make an educated guess about what’s happening.

Also Read: Our voyage of innovation: Reshaping global maritime logistics

And they don’t just react in the moment; these evolving systems can use past data to stay consistent, even when the situation gets messy. In our experience, layering in additional contextual information–such as congested traffic conditions or regional driving norms–helps our vehicles maintain stable navigation under unpredictable scenarios.

And then we have the wildcard: other drivers, cyclists, pedestrians—unpredictable, constantly moving objects. A self-driving delivery vehicle needs to do more than just recognise them; it needs to understand their size, speed, and trajectory in real-time. Across the industry, companies are deploying multi-frame, multi-task, multi-modal sensor fusion approaches — combining data from various sensors to build a detailed, continuously updated model of everything moving around them.

They process large numbers of moving objects in fractions of a second, balancing near-range precision with long-range awareness to ensure safe, stable navigation in crowded environments. This level of real-time perception is what makes safe autonomous navigation possible.

The same principle applies to weather. Rain, snow, fog—bad enough for human drivers, but a serious challenge for autonomous systems. LIDAR can get blinded by fog, cameras blur in the rain, and radar struggles with fine details. No single sensor can handle everything. Accordingly, top providers integrate multi-sensor fusion to let different sensors cross-check each other, enabling fallback options if one sensor becomes compromised by adverse weather.

One emerging industry best practice: built-in LIDAR cleaning systems. If rain or snow starts blocking the sensor, the vehicle slows itself down to below 25 km/h, ensuring it stays stable and safe. These small details make all the difference in making autonomous delivery actually viable.

And what’s more important these vehicles aren’t just running on static programming. Reinforcement learning means they improve with every mile they drive. The more real-world data they collect, the better they get at making smart, split-second decisions. In many pilot programmes worldwide, companies have tested such vehicles on semi-closed roads to sharpen decision-making under real-world conditions. Over time, they can master the chaos of real roads.

Also Read: Electrifying Southeast Asia: Unleashing the radical potential of electric vehicles

As one of the developers and producers of autonomous delivery vehicles, Cainiao applies these same industry-wide concepts to real-world deployments. Recent industry deployments on open roads and sold to real-world clients, mainly courier stations and parcel pickup stations, playing a key role in major sales promotions—saving labor costs during peak seasons. This experience underscores Cainiao’s belief that no technology is perfect, and autonomous delivery vehicles still have a long way to go.

That said, with every new challenge–whether it’s unmarked suburban roads or a sudden downpour–these vehicles are getting better at handling the chaos of the real world. Ultimately, the entire logistics sector is progressing toward a future where autonomous delivery is not only feasible but optimised for various road and weather conditions.

So, the real question isn’t if autonomous delivery vehicles can be ready for all conditions — it’s when. Through collective innovation by multiple players that “when” will come sooner rather than later.

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The global trade landscape is undergoing a seismic shift. The imposition of substantial tariffs, such as the US’s 145 per cent levy on Chinese imports, has led to a significant decline in US-China trade volumes, with container shipments plunging by up to 40 per cent in April 2025.

This disruption has accelerated the diversification of supply chains, positioning Southeast Asia (SEA) as a pivotal player in global logistics.

Trade: From complexity to clarity

The acronym TRADE today feels heavy. It could easily stand for:

• Tariffs
• Retaliation
• America-first policies
• Deficits
• Export controls

This version of Trade reflects a zero-sum mindset. It’s transactional, reactive, and often exclusionary. But what if we could reframe Trade to represent a more hopeful, collaborative, and future-ready paradigm?

Let’s consider a new framing:

• Trust: Confidence in secure and fair trade
• Resilience/RCEP: Shock-proof supply chains and regional unity
• Agility: Rapid response to change and disruption
• Digitisation: Seamless, data-driven, paperless trade
• Empowerment: Using trade as a lever for economic inclusion and growth

This new interpretation underscores how the ASEAN region can lead global efforts in rebuilding the fractured scaffolding of trade—from fragmentation to federation, from defensiveness to design.

Also Read: How is the UK-US trade deal shaping cryptocurrency and stock market trends?

The six flows of supply chains, a new operating system

To effectively rethink trade, we must move beyond viewing it solely through the lens of physical goods. Today’s global supply chains are governed by six interrelated flows:

• Product/cargo flow: the traditional movement of goods.
• Data flow: critical for real-time visibility, regulatory compliance, and automation.
• Money flow: financing, payments, and risk mitigation.
• Value flow: tracking where value is created and captured across the chain.
• Risk flow: mapping geopolitical, cyber, and climate-related disruptions.
• Carbon flow: understanding the emissions footprint of each logistical leg.

Any attempt to strengthen ASEAN’s trade posture must acknowledge these six flows. Digitalisation, especially, underpins them all—without interoperable data systems, secure cross-border documentation, and smart contracts, trade slows and trust erodes.

This is where Southeast Asia must distinguish itself—not just with competitive pricing and infrastructure, but with digitally harmonised, data-driven, and climate-conscious logistics ecosystems.

Technology: The enabler of agility and resilience

In navigating this complex trade environment, technology has become the single most important enabler of supply chain agility and resilience.

Artificial Intelligence (AI), Internet of Things (IoT), blockchain, and cloud-based platforms are empowering companies to rewire their operations, increasing visibility and responsiveness across global networks. Predictive analytics allow businesses to anticipate disruptions, optimise routing, and manage inventory dynamically.

IoT enables real-time tracking of goods, enhancing control and quality assurance. Meanwhile, blockchain provides a secure and immutable digital ledger, which helps build transparency and trust across suppliers, logistics providers, and regulators.

Importantly, digital tools are not just about optimisation—they’re about resilience. They allow Southeast Asian economies to manage complex interdependencies, improve compliance, and reduce manual friction in customs, trade documentation, and multi-party coordination.

The China+1 strategy and Southeast Asia’s critical role

The China+1 strategy is no longer just a buzzword—it’s a survival tactic. In a world defined by trade unpredictability and geopolitical rivalry, multinational companies have accelerated efforts to diversify their supply chains beyond China, creating multiple production and sourcing bases to hedge against concentration risks.

Southeast Asia has risen to the top of the list. Vietnam, Thailand, Indonesia, and Malaysia offer competitive labor costs, improving infrastructure, and a growing base of skilled workers. In addition, many of these countries are part of trade-friendly frameworks like the Regional Comprehensive Economic Partnership (RCEP), offering broader market access and policy stability.

Also Read: Navigating market volatility: Bitcoin Hits US$99K, US stocks rally amid trade talks and fed decisions

Yet diversification comes with its own complexities. Take Vietnam, for example. While it has been a top beneficiary of diverted investment flows, the country is also vulnerable to tariff fallout as its own exports come under scrutiny for Chinese-origin components.

Recent studies have warned of potential GDP impacts of up to six per cent for some ASEAN economies, underscoring that supply chain relocation is not a zero-sum game—it requires deeper structural readiness.

The opportunity for Southeast Asia lies not just in being a substitute manufacturing base, but in positioning itself as a regional value-added hub, deeply integrated and digitally enabled.

ASEAN’s path forward: From buffer zone to builder zone

The solution doesn’t lie in isolation or duplication, but in regional coordination. ASEAN economies must strengthen their collective response—not just at the diplomatic level but through aligned investment in trade tech infrastructure, logistics corridors, and digital trust ecosystems.

Public-private partnerships should be encouraged, particularly in building digital ports, trusted e-commerce zones, bonded warehouses, and intelligent trade corridors. The ASEAN Smart Logistics Network, already in motion, could benefit from integrating a digital trust overlay—making goods traceable not just physically but across ownership and compliance checkpoints.

Multilateral Development Banks (MDBs) and Development Finance Institutions (DFIs) can play a catalytic role here, funding not just infrastructure but the digital public goods needed for smart, secure, and inclusive trade ecosystems.

Singapore: A trusted trade and supply chain hub

Singapore stands as a case study of how small economies can punch above their weight by combining physical logistics excellence with digital trust infrastructure. Ranked first in the World Bank’s 2023 Logistics Performance Index, Singapore leads in infrastructure, customs efficiency, and international shipments.

But it’s the integration of digital trade enablers—like AI-driven port systems, just-in-time customs clearances, and partnerships with industry on traceability platforms—that has turned Singapore from a transshipment giant into a trusted trade & supply chain hub.

Rather than merely promoting pilot solutions, Singapore scales innovation through collaborations. The Advanced Remanufacturing and Technology Centre (ARTC), for instance, accelerates industry R&D and commercialisation in supply chain solutions. At the same time, national initiatives like SBF’s COFTI (Center of Future Trade & Investment) exemplify Singapore’s push to shape the future of digitally enabled, rules-based trade.

Singapore is increasingly functioning as a “control tower”—orchestrating flows of data, money, value, risks, and carbon remotely—while physical goods may bypass Singapore entirely. This positions the country as a leading offshore and wholesale trade node, anchoring trust and governance in global trade networks.

Increasingly, regional players like Indonesia, Malaysia, and Vietnam are also looking to such digital models, adapting them to local contexts while striving to create more trustworthy and connected ecosystems.

Also Read: Book Excerpt: Why successful fundraising begins with understanding your company’s needs

TTTT: Trade, transport, technology, and trust – A new framework for the region

To thrive in today’s volatile trade environment, Southeast Asia must adopt a new paradigm—TTTT: Trade, transport, technology, and trust.

• Trade: Southeast Asia must go beyond traditional FTAs and focus on digital trade enablement. Simplifying origin rules, integrating regulatory tech (RegTech), and enabling real-time compliance checks will be critical to stay competitive.

• Transport: Multimodal logistics corridors—from dry ports in Vietnam to high-speed cross-border rail between Laos and China—need better integration. Investment in inland connectivity, last-mile digitisation, and cross-border logistics data exchange will ensure that physical goods keep flowing seamlessly.

• Technology: Smart warehousing, AI-based forecasting, and end-to-end supply chain digitisation must become the norm. Governments should facilitate SME onboarding onto digital platforms and fund sandboxing and cross-border pilots for logistics tech and supply chain visibility tools.

• Trust: This is the newest and arguably most important dimension. Whether it’s trust in origin, compliance, data integrity, or contractual execution, digital trust is the currency of modern trade.

Platforms that ensure tamper-proof documentation, trade authentication, and traceability—such as digital certificate exchanges or secure interoperability frameworks—will be essential.

While early-stage efforts like the Infocomm Media Development Authority (IMDA)’s TradeTrust have laid a foundation, the region now needs interoperable frameworks that allow for shared, verifiable, and cross-certified trade data between countries and across private sector systems.

Conclusion: From shock to strategy

The US tariffs are not just a policy shock—they are a wake-up call. Southeast Asia must now take strategic ownership of its position in the global supply chain map.

By embracing the TTTT framework—Trade, transport, technology, and trust, recognising the six flows of supply chains, and reframing Trade as a tool for inclusion and empowerment, the region can shift from a reactive to a resilient trade powerhouse.

More than just a manufacturing alternative to China, Southeast Asia can emerge as a trusted, technologically empowered, and interconnected supply chain hub—a cornerstone of tomorrow’s global trade system.

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The world’s bracing for a slowdown.

US tariffs on Chinese imports have surged to historic highs — the average rate now sits at 22.5 per cent, the highest in over a century. New levies of up to 145 per cent are hitting everything from electronics to everyday consumer goods.

The result? Panic.

US$6.6 trillion in global market value was wiped out in just two days. Bloomberg called it a “market meltdown.” The Straits Times put it bluntly: “a tariff nightmare.”

Economists now warn of a possible U.S. recession, with up to 2 million jobs at risk. Former Treasury Secretary Larry Summers estimates average household income could fall by as much as US$5,000 if escalation continues.

And yet, in the thick of all this chaos, a Singapore startup is quietly thriving.

Not because it’s chasing hype. But because it’s doing the exact opposite.

The startup that chose the road less scalable

While the rest of the tech ecosystem is busy spinning up AI agents, launching crypto loyalty tokens, or building the next vertical SaaS for pets — NNIO decided to make… fans.

Not smart fans. Not WiFi-enabled fans. Just really good ones.

Fans. Vacuum cleaners. Shower heaters. Air fryers. That’s the NNIO playbook.

It’s not the kind of business you’d expect to see in a pitch deck. But that’s precisely what makes it work.

Also Read: Bitcoin, S&P 500, Nasdaq surge amid strong manufacturing data and trade hopes

Designing for real life, not demo day

NNIO was co-founded by Beng Kwee (BK) Tan, an industry veteran with over three decades in the appliance sector. He’s seen all the waves: smart homes, IoT, app-integrated everything.

But here’s what stuck:

“Most people don’t want to download an app to turn on their fan,” BK says. “They just want something reliable, affordable, and decent looking in their home.”

That insight is at the heart of NNIO’s product philosophy: strip away the fluff, double down on what matters. No bloated feature sets. No app-for-the-sake-of-an-app integrations. Just minimal, essential functionality – built to work, and built to last.

It’s product line reflects that approach. Branded under four categories:

• Air circulators and fans (A-Cool+)
• Cordless vacuum cleaners ( V-Clean+)
• Cooking appliances (C-Tasty+)
• Shower heaters (S-Refresh+)

Also Read: Advanced safety solutions: Supporting, not replacing, human oversight in manufacturing

Designed for performance and priced for accessibility, these products have seen strong traction across Singapore, particularly among value-conscious consumers seeking practical innovation over flash.

Betting on what doesn’t break

Unlike the blitzscale-at-all-costs playbook, NNIO took a different route.

With a strong anchor, a focus on operational discipline, and smart distribution through both modern retail and e-commerce, the company stayed lean. There’s no sky-high valuation to defend, no PR hype cycle to chase.

Just real customers. Buying real products. Month after month.

Here’s the thing about home appliances: they don’t go viral. But they do get bought, especially when budgets tighten.

The global household appliance market is massive, projected to hit US$1.11 trillion by 2032. But beyond size, its resilience is what stands out. People still need to cook, clean, and stay cool — regardless of funding slowdowns or inflation.

In downturns, essentials outperform. And that’s where NNIO quietly wins.

“Boring sells — especially when the economy doesn’t.”

The moat you didn’t see coming

While hype-driven startups are burning cash to justify sky-high growth, NNIO is building something harder to replicate: a defensible niche grounded in habit and necessity.

It’s not trying to “disrupt” your home. It’s just trying to make it more liveable: affordably, reliably, and without friction.

In an era where tech is increasingly defined by noise, simplicity might just be the sharpest edge.

And in a time of economic uncertainty, that kind of boring might just be brilliant.

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Artificial Intelligence has quickly become part of our daily routines. Whether it’s asking ChatGPT for travel recommendations, using AI to polish an email, or letting GitHub Copilot suggest lines of code, we’ve reached the point where AI feels almost invisible; it’s just there, helping us get things done faster.

But here’s the catch: in all the excitement, many people are overlooking a serious issue. Is the AI we rely on actually secure?

When convenience meets risk

Let’s take a common example. A developer runs into a tricky bug and pastes part of the company’s source code into ChatGPT or Copilot for help. Within seconds, the AI proposes a neat fix. Problem solved, right?

Not so fast.

• What happens to that code once it’s pasted into an AI tool?
• Is it stored somewhere outside the company’s control?
• Could it resurface in another response for a completely different user?
• And most importantly: how do we know the “fixed” code doesn’t contain hidden security flaws?

That single copy-paste could become a doorway for data leaks or application vulnerabilities, risks that are often invisible until it’s too late.

Companies are already waking up

This isn’t just theory. Some organisations have already moved to block risky AI use. For example, Skyhigh introduced policies to stop employees from pasting sensitive information into ChatGPT. Why? Because they recognised that what feels like an innocent productivity hack could lead to intellectual property leaks, compliance violations, or even open the door to cyberattacks.

The message is clear: AI tools are powerful, but they’re not risk-free.

Also Read: Cybersecurity in the AI age: How startups can stay ahead

The security blind spot

AI is incredibly good at giving quick answers. But it doesn’t guarantee those answers are safe. In fact, AI-generated code might:

• Introduce insecure patterns that developers don’t notice.
• Reuse snippets that contain outdated or vulnerable logic.
• Skip context-specific security checks that your team would normally apply.

This is the “blind spot”: people trust AI’s speed and convenience but rarely question its security implications.

Security for AI, security with AI

So, what’s the way forward? It’s not about avoiding AI altogether. That’s unrealistic, AI is here to stay. The real answer is building guardrails:

• Set clear policies: Define what data employees can and cannot share with AI tools.
• Educate teams: Make sure developers understand the risks of pasting code into public platforms.
• Double-check AI output: Treat AI suggestions as drafts, not production-ready fixes.
• Use AI securely: When possible, adopt enterprise AI solutions that offer stronger data privacy and security controls.

Think of it like this: AI can be your co-pilot, but you still need a seatbelt and traffic rules.

Final thoughts

AI tools like ChatGPT and Copilot are transforming how we work, but they also introduce a new category of risks that organisations can’t afford to ignore. The next time you’re about to paste something into an AI tool, pause and ask:

Would I be comfortable if this information appeared outside my company?
Do I trust this code is not just functional but secure?

AI is smart, but staying secure requires us to be smarter.

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In the face of unprecedented challenges, neighbourhood merchants have proven themselves to be the backbone of our economy. These small but mighty businesses have consistently ensured that we have access to food, daily needs, and essential supplies, even when the world around us came to a standstill.

During times of unrest, such as the current situation in Bangladesh, the COVID-19 pandemic, or any other crisis, these retail heroes have remained active, stepping up to support our daily lives.

The retail sector in Bangladesh, particularly the retailer and small shop ecosystem, holds immense societal and economic significance. According to reports, a staggering 97 per cent of consumption in Bangladesh occurs through small retailers, marking the highest consumption in South Asia through this channel.

These small shops are not just points of transaction; they embody trust and familiarity, often providing credit options and accommodating the preferences of their customers. They are deeply intertwined with the community, driving local employment and economic growth. Supporting and enhancing the operations of these small retailers is not just an economic imperative; it’s a recognition of their vital role in shaping both livelihoods and communities.

With an estimated market size of US$200 billion, the retail sector is a substantial contributor to our growing economy. In fact, Bangladesh boasts one of the fastest-growing economies globally, heavily driven by consumption, with over 70 per cent of GDP attributed to this sector and 47 per cent specifically tied to retail.

However, more than 95 per cent of the retail market remains fragmented. This substantial fragmentation creates inefficiencies, hampering the distribution chain and presenting a significant opportunity for tech-enabled players to effect notable disruptions. Addressing these inefficiencies and streamlining the value chain could result in a remarkable increase, projecting a market worth approximately US$280 billion by 2025.

During the recent unrest, when the government allowed a few hours for people to purchase essentials, we at PriyoShop worked tirelessly to maintain a seamless supply chain for these vital shops. Our efforts were centred around ensuring the availability of essential items like rice, lentils, flour, salt, sugar, and cooking oil, always prioritising safety measures to protect both our team and the community. It was a monumental task, but one that was crucial for the well-being of our neighbourhoods.

Also Read: How PriyoShop is revolutionising the B2B procurement process

Despite our best efforts, we couldn’t make it all happen digitally in areas with disconnected internet connectivity. However, the team at PriyoShop worked diligently to ensure the smooth functioning of the supply chain as much as we could.

Being part of this effort during such times has been incredibly humbling. It has highlighted the resilience and dedication of our neighbourhood merchants and reinforced the importance of a strong and reliable supply chain in maintaining community stability. Our team at PriyoShop has always been committed to empowering these micro-merchants, and this period truly tested and proved our mission.

We didn’t just see this as a responsibility; we saw it as a vital contribution to our communities. By ensuring that essential supplies reached every corner, we helped maintain a sense of normalcy and security for countless families. It was a powerful reminder of how interconnected we all are and how critical these small businesses are to the fabric of our society.

However, the retail ecosystem in Bangladesh faces critical challenges, notably in sourcing, logistics, and financing. Small retailers struggle with sourcing quality products at reasonable prices, efficient logistics to reach customers, and adequate financing to sustain and expand their businesses.

Also Read: Accelerating Asia, Iterative back B2B retail marketplace PriyoShop’s US$5M round

Our nation’s strategic focus on Vision 2021 to attain middle-income status has spurred economic growth, with expectations of reaching a trillion-dollar economy by 2041. To realise this vision, addressing these challenges is essential.

I am incredibly proud to have been part of this contribution during such critical times. It’s moments like these that underscore the importance of our work and the profound impact it has on our community. As we move forward, PriyoShop remains dedicated to supporting and empowering neighbourhood merchants, ensuring that they continue to thrive and serve their communities.

Neighbourhood merchants are not just businesses; they are the lifeblood of our communities. Their resilience, dedication, and unwavering commitment during times of crisis deserve our deepest gratitude and continued support. Let us celebrate these unsung heroes and recognise the invaluable role they play in our lives every day.

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A recent report shared that investing in proper waste management and recycling solutions in Southeast Asia and India could cut emissions by 229 million metric tonnes by 2030. That is the equivalent of shutting down 61 coal-fired power plants.

Waste management and recycling are critical in supporting the transition to a low-carbon economy – especially in this region. As per another report, back in in 2021 Asia was the largest waste-producing continent on Earth. By 2025, it is estimated that 1.8 billion tonnes will be generated by urban cities alone in Asia.

In today’s world of relentless innovation, technology providers have a pivotal role to play in leading the charge toward sustainability, both in their scale and as a catalyst for industry-wide transformation toward a more sustainable future.

A circular approach

As the World Economic Forum once shared, it is challenging for companies alone to change the whole of society. The main reason stems from how many products are not being designed to be recycled. The solution is material innovation, which involves finding novel ways to consciously select and integrate sustainable materials into products and packaging.

This is a fundamental aspect of any sustainability strategy. Circularity in materials is essential, and so is “responsible chemistry” in using sustainable materials, meaning the evaluation of materials that don’t create a burden at the recycling stage. By embracing circular materials, we not only reduce a product’s environmental footprint, but when we scale up the use of those materials, we also cultivate new markets for sustainable alternatives.

Recycling ‘ocean-bound plastics’ (OBPs) — defined as “plastic waste at risk of ending up in the ocean” — is one way we can address the waste challenge. By using it as a key material in creating products and packaging, we can incorporate circularity into the lifecycles wherever possible. For example, products such as the Latitude 5000 series feature 28 per cent ocean-bound plastic in the fan housing and packaging, such as EcoLoop carrying cases, to name a few.

Partnering for purpose

But change cannot happen in silos — that is why the ecosystem approach to sustainability is crucial. Partnerships form the backbone of a thriving ecosystem, and this holds true especially when triggering a “change” reaction that ripples through the entire supply chain to ultimately foster economic growth and support communities.

Also Read: The circular economy as the next frontier for Asia’s innovators

An example of how the ecosystem kickstarts a cycle is Dell’s Asset Recovery Services — Dell’s partners from South Asia and emerging markets are making active efforts to utilise their abilities to resell, recycle or return to lease excess hardware in a responsible, secure and environmentally conscious manner.

The network has also allowed us to spearhead local initiatives in certain markets, such as a nationwide ongoing e-waste collection campaign in Singapore. The initiative utilises a dedicated electric vehicle (EV) van to facilitate easy recycling or retirement of computer technology and IT equipment for all stakeholders — employees, customers, partners, etc.

When it came to incorporating recycled OBPs into products and packaging, Dell saw an opportunity to spearhead a supply chain. Plastics break down in water, and the material must be intercepted before it enters the ocean. Embarking on this journey meant starting at the beginning — prioritising building a commercially viable and scalable supply chain to intercept OBPs.

This is especially meaningful in Asia, where the plastics pollution problem is dire due to a discrepancy between recycling capacity, waste imports and generation. Collaborating with suppliers like Polindo Utama in Indonesia helps us understand the recycled ocean-bound plastics supply chain at the market level.

Additionally, this partnership acts as a model for expanding the NextWave Plastics consortium into other critical markets and growing the collective reach and impact as a community of concerned companies. The consortium now spans 21 countries, including Indonesia, Haiti and the Philippines. As of the end of 2022, the consortium diverted the equivalent of over 2.27 billion water bottles from entering oceans and waterways.

Creating a ripple effect on material innovation

Forward-thinking companies are wielding material innovation as a scalpel, meticulously dissecting the traditional, linear product lifecycle and crafting a circular one. The ocean-bound plastics movement serves as a potent case study, not just for its environmental impact but for its ability to ignite a chain reaction of positive change throughout the supply chain.

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A scene familiar to many Singaporeans: you have at least three browser tabs open on your computer. One is on the Housing & Development Board (HDB) website, another is on the Urban Redevelopment Authority (URA) website, and the third is on a property portal. You’re juggling data points, cross-referencing floor plans, and trying to make sense of conflicting information, all in an attempt to figure out what a home is really worth.

In a country that prides itself on the Smart Nation initiative, which aims to leverage technology to improve the lives of its citizens, this manual, fragmented process for buying or renting a home, feels jarringly out of place. Why hasn’t real estate kept up?

The property portal problem: A decade behind

Singapore’s major property portals were built for a different time. A time when the internet was primarily a place for classified ads. Their design reflects this legacy, focusing on listing advertisements rather than empowering users to complete a transaction. The core assumption behind this model is that buyers are passive browsers and sellers require a paid listing to gain visibility.

This “pay-to-play” model creates a system where visibility is tied to ad spend, not the quality or relevance of the listing. As a result, agents are often disempowered, forced to compete in a crowded, expensive digital space, while consumers struggle with information asymmetry and a lack of transparency.

This outdated approach leaves both buyers and renters in a state of confusion. They are forced to rely on agents for information that is often publicly available from sources like HDB or URA, but difficult to piece together. This reliance can lead to missed opportunities and unnecessary fees. Duplicate listings are common, and the process of booking viewings, making offers, or negotiating is often handled offline, creating a frustrating and opaque experience.

Also Read: Smart nation, smart homes: How Singapore’s proptech ecosystem is redefining urban living

A smarter, simpler alternative

A new wave of property technology, or “proptech,” startups is changing this paradigm. Instead of building another listing site, they are creating platforms that bring every step of the real estate journey into one unified digital space. These services act as a “copilot,” not just for buyers and sellers, but for agents as well. Kucing, for example, is a key player in this new space.

These platforms are built on the principle of active decision-making. They don’t just show you a list of properties; they provide integrated tools that empower you to act on insights. For example, a platform might offer interactive price maps that instantly show transaction data from sources like HDB and URA, in-app viewing bookings that sync with both the buyer’s and seller’s calendars, and a direct chat feature for secure negotiations.

Key to this approach is the integration with government services like IRAS, SLA, SingPass and CPF. By using Singpass to verify identity, these platforms build a layer of trust and security that is currently missing from the market. This integration also allows for a seamless experience, where users can see exactly how much of their CPF they can use for a property purchase or calculate their monthly mortgage payments based on real-time data. This public-private partnership creates a user experience that meets the high expectations Singaporeans have for digital services.

While a platform like Kucing is a prime example of this evolution, it’s part of a broader trend where technology is enabling smarter tools and greater transparency in property transactions. The successful facilitation of a S$2.1 million resale transaction on its app demonstrates that this integrated approach is not just a concept, but a viable and effective model for modernizing the property market.

The future of property tech: A call to action

Modernising Singapore’s property market isn’t about radical disruption; it’s about reimagining the digital infrastructure. Proptechs and regulators have a unique opportunity to collaborate and treat property technology as essential digital infrastructure, not just a platform for classifieds. This means moving beyond a simple list of homes for sale and creating an ecosystem where all the necessary pieces are connected.

The pieces to solve the Property Portal Problem already exist. The data is available, the technology is mature, and the demand for a better experience is clear. It’s simply a matter of connecting them in a smarter, more cohesive way. The question is, are we ready to build that future?

Also Read: Vietnam’s proptech startup WeSale bags seed capital from Hitseries Capital

Building the future of real estate, together

Singapore has all the ingredients to lead the next chapter of property innovation: rich data, a digitally literate population, and a government committed to technological advancement. But our property market is still operating on outdated assumptions and fragmented systems. The opportunity before us is not just to make buying or renting a home more convenient, but to redefine the entire real estate experience—simpler, smarter, and more transparent for everyone.

Proptech platforms like to show that this future isn’t hypothetical but it’s already here. What’s needed now is bold collaboration: between startups and regulators, data holders and developers, agents and end-users. If we treat property technology as critical infrastructure rather than just another marketplace, we can finally close the gap between aspiration and reality.

It’s time to move beyond listings. Let’s build a real estate ecosystem that actually works, for the people who live in it.

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AI adoption among consumers is evolving, moving towards more sophisticated and knowledge-intensive applications, per a new analysis from the Anthropic Economic Index. Over eight months leading up to August 2025, usage patterns on Claude.ai have shown notable changes accompanying improvements in underlying model capabilities.

While computer and mathematical tasks still dominate overall usage at 36 per cent, there is sustained growth in knowledge-intensive fields. Educational instruction and library tasks surged from 9 per cent to 12 per cent of sampled conversations. Similarly, life, physical, and social science tasks increased from 6 per cent to 7 per cent.

Also Read: Anthropic index shows AI boom risks widening global inequality

This divergence suggests that AI usage is diffusing especially quickly among tasks involving knowledge synthesis and explanation, potentially because these tasks benefit more from Claude’s reasoning capabilities.

Programme creation overtakes debugging

A key insight into the growing reliability of AI models is seen within the dominant coding category. Tasks related to creating new code more than doubled, increasing by 4.5 percentage points (from 4.1 per cent to 8.6 per cent).

Concurrently, debugging and error correction tasks fell by 2.8 percentage points (from 16.1 per cent to 13.3 per cent). This net shift towards creation over fixing code suggests that models have become increasingly reliable, enabling users to accomplish more of their goals in a single exchange and spend less time fixing problems.

User confidence drives directive automation

The collaboration style between users and Claude is also shifting dramatically. The share of “directive” conversations, where users delegate complete tasks to Claude with minimal back-and-forth, jumped from 27 per cent to 39 per cent.

Also Read: Anthropic data shows businesses use AI to automate, not collaborate

This surge came primarily at the expense of “task iteration” and “learning” interactions. In this report iteration (V3), automation usage (now 49 per cent) has surpassed augmentation usage (45 per cent) for the first time. This shift signals growing user confidence in the AI’s ability to complete high-quality outputs on the first attempt, a form of learning-by-doing.

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Not long ago, I was speaking with an entrepreneur and the founder of a promising startup. She had about US$200,000 sitting in her bank, earning 0.1 per cent a year – and was contemplating taking on expensive debt to fund crucial hires and keep the lights on. This is a common refrain I’ve heard too often — founders taking on costly debt while their own capital sits idle, when better treasury tools could have made it work harder.

Today’s entrepreneurs are some of the sharpest people I know: obsessive about burn rates and relentless in negotiating contracts and payment terms down to the last cent. Yet when it comes to idle cash, they are often left with outdated solutions that quietly eat away at their runway.

The contradiction is alarming. We celebrate entrepreneurship as the engine of growth, but the financial system penalises the very people driving it. Having faced the same impossible financial trade-offs, I know first-hand that traditional investment solutions from financial institutions aren’t designed for early-stage startups that need both growth and flexibility.

Professional money market funds demand million-dollar minimums. Meanwhile, Investment platforms require capital lockups that entirely overlook the volatility of small business cash flow, especially in sectors where seasonal fluctuations can make or break a business. Onboarding often presumes a dedicated finance team that can wade through complex documentation. For early-stage companies, where cash needs can swing overnight, none of this fits.

And the costs are real. Research suggests SMEs in Singapore alone lose SG$800 million (US$584 million) annually in foregone interest — capital that could support hiring, marketing or keeping businesses alive long enough to scale. Aspire’s own data shows that 55 per cent of funds sit idle in low-yield accounts, generating negligible returns.

Also Read: How technology has revolutionised operational efficiency in consumer finance

The good news is that we are starting to see a mindset shift. Financial technology — from automated cash management to sophisticated treasury tools designed specifically for smaller businesses — is beginning to address some of these long-standing pain points. Progressive financial institutions, too, are recognising the opportunity and are increasingly partnering with fintechs to serve small businesses and startups.

But tools alone are not enough. Founders must demand more: research alternatives, challenge traditional banking relationships, and adopt solutions that turn cash from a static asset into a legitimate growth engine. Every month delayed is money left on the table.

Through my own experience, and hundreds of conversations with successful business owners, I’ve found that what early-stage companies really need is often very different to what’s assumed. Here are the themes that emerge most consistently:

• Liquidity: Given a choice, founders will always choose flexibility over a slightly higher return. Earning 3–4 per cent with next-day access is far more valuable than six per cent locked up for months. When a crucial hire appears or a competitor is suddenly in play, capital needs to be available immediately.
• Simplicity: Startups don’t have treasury departments — they have founders splitting time between customer meetings and product sprints. Managing money across multiple accounts is tedious and distracting – so find the most useful solution that integrates seamlessly into existing workflows to free up your time.
• Transparency: In the fast-moving startup world, businesses need real-time insights into their cash position so they can pivot quickly when conditions change. Solutions that create administrative overhead or obscure risks do more harm than good.
• Risk management: Founders can’t afford to gamble with working capital, neither can they let inflation quietly drain resources. What they need is risk management that protects capital without the institutional-scale complexity that weighs down legacy businesses.

Also Read: Why embedded finance is critical to Southeast Asia’s digital future

The past seven years as a founder have been the most rewarding and nerve-wracking time of my life. If there’s one personal lesson I can leave you with, it’s this: cash management will never be as exciting as raising a new round, but it is often the more decisive factor in whether a business survives long enough to raise the next one.

The founders who recognise this — and demand better tools to put their capital to work — will give themselves a longer runway, greater resilience, and more freedom to seize the opportunities that matter.

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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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