In Southeast Asia’s fast-paced, dense startup ecosystem, content has become strategic currency. To stay visible and top of mind of investors and customers, founders are expected to move at a relentless pace when it comes to producing blogs, LinkedIn posts, thought leadership articles, as well as keynote talking points.

With this in mind, AI tools like ChatGPT, Claude, and more promise to meet this demand of speed, efficiency, scalability and insight.

However, as we learn with anything, where there is speed, there’s often a trade-off. While AI accelerates output, it often does so at the expense of accuracy and authenticity.

The results of AI-generated content often seem a bit too safe, even to the extent of sounding too scripted and far from how an actual person would converse. In a world where you need a bit of a personal touch to stand out and build trust, losing this can be a risky gamble for your brand.

The human-AI conflict

AI can be a powerful asset when leveraged correctly; it automates routine tasks, generates ideas, provides data-driven insights, and helps you stay ahead of trends. Yet, despite its capabilities, AI cannot replicate cultural nuances or the emotional depth that makes your story and your brand resonate with your target audience.

Sure AI can help optimise for engagement, but it won’t capture your unique perspective and the secret sauce to what connects you to your first believers, your investors and your customers.

Also Read: Bridging the last mile: How AI can transform agriculture, health, and education in SEA

The strategic blend of automation and human storytelling

So the question is, how do you as a founder use AI without sacrificing on trust and authenticity?

• Use AI as a collaborator, not a replacement. Don’t go as far as replacing teams. In fact you should have your teams use AI to brainstorm and do the heavy research, while refining the narrative and output to reflect emotion and brand voice.
• Ethical transparency. If you do use AI, especially when publishing public-facing content, as in the words of David Beckham, “Be honest.” This honest statement often will help build trust with your audience.
• Integrate the human factor. Integrate your personal stories, customer experiences and team achievements to add the human insight to your sharings.

A strategic must-have

The most successful founders are those who know how to strike the right balance between delivering efficient content while ensuring it is authentic, credible and most importantly relatable to your audience. At the end of the day you need to remember who is seeing your content in the first place.

Moreso in this part of the region where cultural context and trust are key, authenticity is not an option or even a nice to have, it’s imperative and a competitive advantage.

AI is not going anywhere. But in this industry, learning how to use it to your advantage without compromising the elements that matter most to your target audience is what will win hearts and minds.

—

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.

Image courtesy: Canva Pro

The post AI, authenticity and the future of founder storytelling appeared first on e27.

Manav Gupta, founder and CEO of Brinc

Brinc, a venture acceleration and corporate innovation company in Hong Kong, has announced its strategic acquisition of OG Club, a decentralised autonomous organisation (DAO) focused on Web3 innovation and entrepreneurship.

The details remain undisclosed.

This follows the acquisition of South Korea-based Next Stage Venture Studio in May this year.

Also Read: Brinc: Accelerating startups, Web3 ventures, and inclusive mentorship

OG Club’s acquisition marks a significant expansion of Brinc’s digital assets ecosystem, following the launch of its Token Advisory arm, Ignit3, in 2024, which operates alongside its existing Web3 accelerators.

Brinc is set to rebrand OG Club’s community as VentureVerse — an AI Venture Capital Operating System (OS) that aims to build the digital infrastructure for entrepreneurship. It will feature AI applications and agents designed to accelerate the founder journey across the entire venture lifecycle, with the goal of democratising and supporting founders globally to launch and scale impactful businesses.

“This acquisition represents a pivotal moment in our journey to create the most comprehensive Web3 ecosystem for startups, investors, and innovators,” Manav Gupta, founder and CEO of Brinc, stated. “OG Club’s proven track record in community building and ecosystem development, combined with our global accelerator network and digital assets platform, will create unprecedented opportunities for Web3 entrepreneurs worldwide. VentureVerse will become the nexus where innovation meets investment, powered by real utility through our upcoming token economy.”

VentureVerse embodies Brinc’s vision for the future of venture collaboration, integrating community engagement with cutting-edge AI tools and blockchain technology. This all-in-one ecosystem will allow startups to access funding, mentorship, and resources, while investors can discover high-quality deal flow through AI-powered insights.

A central component of the VentureVerse ecosystem will be the upcoming VentureVerse Token (VXV), a utility token asset that will provide seamless access to future AI applications and agents for founders and investors. The token is designed to power rewards, payments, and governance across the platform, fostering collaboration among startups, mentors, and investors.

Established in 2014, Brinc has launched multiple blockchain-focused accelerator programmes and supported over 1,250 companies, which collectively hold a market capitalisation exceeding US$1.6 billion. It operates programmes across seven countries, providing funding, mentorship, and tools to startups innovating in areas such as climate tech, Web3, healthcare, artificial intelligence, and IoT.

Also Read: Animoca Brands unit invests US$50M in Brinc’s metaverse accelerator programme

In 2021, the firm secured US$130 million led by Animoca Brands. A fe months later, the accelerator announced a partnership with Fusang Corp, which owns and operates a digital exchange for security tokens and assets.

OG Club was founded by Siv Souvam, Subhendu Panigrahi, Amit Kumar, Prajnyasis Biswal, and Abhisekh KumarSahoo. It has is a community within the Web3 ecosystem, having organised over 300 events globally and forged strong connections with more than 100 Web3 companies.

The post Brinc expands Web3 ecosystem with OG Club acquisition appeared first on e27.

In this inaugural piece of a four-part series, we explore Entrepreneurship Through Acquisition (ETA), an emerging global asset class that represents a fundamental shift in how ambitious professionals transition from corporate careers to business ownership.

This innovative model creates a unique value proposition for three critical constituencies:

• Aspiring entrepreneurs, operators seeking meaningful ownership opportunities
• Sophisticated investors pursuing attractive risk-adjusted returns
• Established business owners contemplating strategic exit pathways.

We will examine ETA’s origins, core mechanisms, and how this structured yet flexible framework challenges conventional wisdom about business acquisition while democratising access to ownership opportunities previously reserved for the most well-capitalised individuals.

Foundation of ETA: From Stanford classroom to global asset class

ETA represents a distinct and increasingly popular path to business ownership. In contrast to the conventional model of starting a venture from the ground up, ETA allows entrepreneurs to acquire and operate already established and successful businesses.

This approach fundamentally de-risks the entrepreneurial journey by bypassing the perilous early “zero-to-one” stages of product development, market validation, and initial customer acquisition. Instead of building from zero, the entrepreneur acquires a company with existing assets, including employees, proven products, processes, and, most importantly, cash flow, allowing them to focus on strategies for scaling, or operational enhancement.

The primary investment vehicle that facilitates this model is the “search fund.” This concept originated in academia, developed in 1984 by Professor H. Irving Grousbeck at the Stanford Graduate School of Business as an innovative way to connect talented, ambitious graduates with opportunities to run small businesses. What began as a classroom experiment has since evolved into a billion-dollar global asset class, providing a structured pathway for aspiring entrepreneurs to achieve ownership without starting from scratch. Today, there are hundreds of search funds active in the US.

The growing legitimacy of ETA is evidenced by its integration into the curricula of premier business schools worldwide. Renowned institutions such as IESE Business School and INSEAD now offer specialised courses, workshops, and student-led clubs dedicated to the search fund model.

Such institutionalisation has created a robust pipeline of high quality, ambitious talent, equipping a new generation of leaders with the specific skills required to source, acquire, and manage small and medium-sized enterprises (SMEs), solidifying ETA as a respected and viable career path for mid-career professionals and MBA graduates alike.

Also Read: How blockchain is optimising payments, assets and workflows

How search fund works: A four-act play from search to exit

The search fund model follows a well-defined, multi-year lifecycle composed of 4 distinct stages. This structured process provides a clear roadmap for both the entrepreneur (the “Searcher”) and their investors, from the initial capital raise to the final exit. Searchers can be a solo founder or a partnership. 

• Stage one: Raising search capital (only applies to traditional search fund)

This applies only to the traditional search fund. For self-funded search funds, they may choose to skip this stage and go directly into the search for companies.

The searcher starts by raising an initial pool of capital, typically ranging from US$350,000 to US$500,000, from a group of investors. This initial funding is designated to cover the searcher’s modest salary and all expenses related to the search process, such as travel, legal fees, and preliminary due diligence.

To secure this capital, the searcher develops a comprehensive Private Placement Memorandum (PPM), serving as a business plan for the search, outlining the searcher’s background, investment thesis, target industries, geographic focus, and the proposed terms for investors. This phase typically takes up to 6 months to complete.

• Stage two: The search and acquisition

The searcher actively sources potential acquisition targets, which can involve cold-calling, networking with brokers and industry contacts, and leveraging their investor network.

Once a promising company is identified, the searcher conducts exhaustive due diligence to validate the target’s financial and operational health. This stage involves complex negotiations on valuation and terms, culminating in a non-binding Letter of Intent (LOI).

Upon signing an LOI, the searcher returns to the initial investors, who have a pro-rata right, but not an obligation, to participate in a larger second round of capital required for the acquisition itself. If there is additional allocation, the searcher can open up to other investors to participate. This is often the most challenging and time-intensive phase, with a typical duration of 18 to 24 months. 

Also Read: Speaking before you scale: Your voice is your most powerful asset

• Stage three: Operations and value creation

Following a successful acquisition, the searcher transitions to an operator, assuming the role of CEO of the acquired company. The major investors typically form a board of directors, providing governance and strategic mentorship. The focus during this stage, which can last from four to seven years or longer, is on long-term, sustainable value creation.

The new CEO implements growth strategies that may include optimising operations, introducing new technologies, expanding into new markets, or making strategic add-on acquisitions. This is where the searcher’s managerial acumen is tested as they lead the company into its next chapter of growth.

• Stage four: The exit

The final stage of the lifecycle occurs once the company has achieved significant growth in value and profitability. The searcher and the board explore various exit strategies to realise returns for themselves and their investors. Common exit paths include a sale to a larger strategic buyer, a sale to a private equity firm, a recapitalisation of the business or an initial public offering.

The ETA model’s structure is not just a financial strategy but also a sophisticated human capital development platform. It self-selects high-potential individuals, often with strong academic credentials and professional experience, and provides them with the necessary capital and a framework of mentorship from seasoned investors.

By placing this talent at the helm of a single company with a long-term mandate, the model functions as a structured apprenticeship for becoming a successful CEO. This focus on cultivating leadership means that the success of a search fund is as dependent on the selection of the right person as it is on the selection of the right target, a dynamic that shapes how investors evaluate prospective searchers and how business schools prepare them for the journey.

A win-win-win proposition: Unpacking the benefits

The enduring appeal and rapid growth of the search fund model can be attributed to its unique ability to create a powerful alignment of interests, delivering distinct and compelling benefits to its 3 primary stakeholders: the acquired company and its seller, entrepreneur, and the investors.

• For the acquired company and its seller

Particularly sellers nearing retirement without a clear family successor, a search fund presents an ideal solution to the challenge of business succession. It ensures a smooth ownership transition to a single, committed individual who is dedicated to preserving the company’s legacy, protecting its employees, and ensuring continuity for its customers.

Unlike a corporate or private equity acquirer who might consolidate operations or focus on short-term synergies, a searcher-led acquisition brings fresh energy, new ideas, and a long-term growth focus. The new leadership, backed by a network of investors, can also provide access to additional capital for growth initiatives that might have been out of reach for the previous owner.

Also Read: How the global growth of fintech defies age and gender

• For the entrepreneur

The model offers a structured and de-risked path to becoming an equity-owning CEO. It allows ambitious individuals to bypass the high-failure-rate environment of a startup and instead take the helm of an established, cash-flowing business. This provides immediate income and a solid operational foundation.

More importantly, the searcher gains access to an invaluable resource: a dedicated board of experienced investors and operators. This “brain trust” provides critical mentorship, strategic guidance, and governance support, significantly increasing the likelihood of success for what is often a first-time CEO.

• For the investors

Search funds provide access to a highly attractive, niche asset class across both private equity and private credit. They target profitable, stable SMEs that are typically too small for traditional private equity firms and thus operate in a less competitive M&A environment, often leading to more reasonable acquisition valuations.

Historically, the asset class has demonstrated strong returns, of beyond 20 per cent net IRR. Beyond the financial upside, the model offers investors a hands-on opportunity to mentor and shape the next generation of business leaders. Many derive significant personal satisfaction from serving on the board and contributing their expertise to the growth of both the entrepreneur and the company.

Having established the foundational framework and global context of ETA, our next instalment turns to Southeast Asia’s compelling investment landscape, where search funds and ETA models are poised for exceptional growth. We will examine the region’s dynamic small and medium enterprise ecosystem, analyse the unique market conditions that create fertile ground for ETA strategies, and explore why this traditionally Western investment approach may find its promising frontier in Southeast Asia’s rapidly evolving business environment.

—

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.

Image courtesy: DALL-E

The post The new succession: Charting the rise of Entrepreneurship Through Acquisition (ETA) in SEA – Part 1 appeared first on e27.

For decades, the story of global science talent seemed one-directional. The brightest minds from Beijing, Tokyo, or Delhi packed their bags for Boston, Palo Alto, or Oxford, chasing the prestige, funding, and labs of the West. But since 2024, a quiet reversal has taken shape. A wave of world-class scientists, mathematicians, and AI researchers is now moving east—to China’s research hubs in Beijing, Shanghai, Hefei, and Shenzhen.

This is more than career wanderlust. It reflects a nationally orchestrated science cluster strategy, backed by billions in infrastructure, talent programs, and commercialisation pathways. For startups and investors, it’s a signal of where the next growth poles in biotech, quantum, and AI are being built—and where geopolitical fault lines in technology may emerge.

Mapping the talent migration

The roster of names is striking.

In October 2024, Gérard Mourou, Nobel laureate in Physics and pioneer of ultra-fast laser science, accepted a chair professorship at Peking University’s School of Physics. His move gives Beijing a world authority in optics and laser-matter interactions, precisely as the city completes its flagship photon research campus.

In Shenzhen, Charles Lieber, the once-celebrated Harvard chemist, resurfaced in April 2025 as a chair professor at Tsinghua University’s graduate school, focused on nano-materials and biomedical translation. Joining him in the city is Dan Yang, a Berkeley neuroscientist and U.S. National Academy of Sciences member, who became a senior principal investigator at the Shenzhen Medical Academy of Research & Translation (SMART) in May 2025.

Mathematics has its own Eastward flow. Yitang Zhang, famed for his breakthrough on prime number gaps, joined Sun Yat-sen University in the Greater Bay Area in June 2025. Meanwhile, Japanese mathematician Kenji Fukaya, formerly at Stony Brook University, took up a professorship at Tsinghua University.

Also Read: Zijian Khor on climate, policy, and the power of geopolitical awareness

Artificial intelligence is no exception. Cao Ting, a senior researcher at Microsoft Research Asia, left in August 2025 for a faculty post at Tsinghua University, while Alex Lamb, a Canadian AI specialist with a Meta and Carnegie Mellon background, joined as assistant professor in April 2025.

Seen together, these moves are not scattered. They cluster into four nationally designated science hubs: Beijing’s Huairou Science City, Shanghai’s Zhangjiang Science City, Hefei’s quantum and fusion cluster, and the Greater Bay Area’s materials and biomedical research base.

Why move East?

At first glance, it seems counterintuitive. Why would researchers swap Harvard or Berkeley for Hefei or Shenzhen? But when you dig deeper, the rationale is clear.

• Infrastructure at unmatched scale. China has invested heavily in “big science” facilities that few other countries can match. The High Energy Photon Source (HEPS) in Beijing, due to deliver first light in late 2025, will be one of the brightest synchrotrons in the world. In Hefei, the EAST tokamak fusion reactor and the National Quantum Information Science Laboratory provide platforms for research that most Western scientists can only access through rare international collaborations.
• Policy carrots and talent programs. Researchers aren’t coming empty-handed. China’s Excellent Young Scientists Fund (Overseas) and the Thousand Talents Plan offer millions of yuan in research grants, lab space, and tenure-track positions to lure back overseas talent. The rollout of the new K-visa in 2025 makes it easier for young STEM professionals to relocate without employer sponsorship.
• Certainty amid geopolitical headwinds. While U.S. and European labs face tightening grant cycles, security reviews, and visa restrictions, China is increasing its science budgets year on year. For researchers who want stability, resources, and long-term commitment, Beijing is offering something the West no longer guarantees.

As The Economist noted in May 2025, “China’s universities are wooing Western scientists” with a combination of world-class facilities and guaranteed funding.

The national science cluster strategy

What makes these moves more than anecdotal is how they align with China’s national science cluster strategy.

The 14th Five-Year Plan (2021–2025) explicitly designated four Comprehensive National Science Centers (CNSCs) to concentrate resources and talent. Each centre has a unique mandate and mega-facilities, paired with universities and industrial parks to ensure research translates into commercialisation. The Central Science and Technology Commission, established in 2023, centralises authority and directs budgets toward these hubs.

The logic is deliberate: Beijing doesn’t want dispersed or redundant science investments. It wants engineered ecosystems—clusters that marry infrastructure, talent, and commercialisation into nationally strategic outcomes.

Inside the four hubs

• Beijing / Huairou Science City – Photon and imaging capital

Huairou is home to the High Energy Photon Source, designed for nano- and mesoscale imaging of materials, catalysts, and biological systems. Mourou’s laser physics expertise directly complements HEPS, opening pathways in battery chemistry, hydrogen storage, and cancer diagnostics. Commercialisation is facilitated by Zhongguancun Science Park, often called China’s Silicon Valley, where startups can spin out of labs with state and VC backing.

Also Read: Rails of fortune: How China’s US$124B BRI boom is creating new startup arteries in SEA

• Shanghai / Zhangjiang Science City – Biotech and AI valley

Shanghai’s Zhangjiang cluster integrates the Shanghai Synchrotron Radiation Facility, the Shanghai AI Lab, and Zhangjiang Pharma Valley. This is China’s equivalent of Kendall Square in Boston—a hub for drug discovery, longevity biotech, and AI-driven life sciences. Lieber’s nanomaterials and Yang’s neuroscience fit neatly into this pipeline, while Lamb’s AI expertise links data analysis to discovery. Commercialisation flows through incubators like Suzhou BioBAY, which offer GMP labs, CRO services, and venture support.

• Hefei – Quantum and fusion frontier

Hefei’s cluster revolves around the EAST fusion reactor, the High Magnetic Field Laboratory, and the National Quantum Lab. This is where China bets on fusion energy, superconductors, and quantum-secure communication networks. Mathematicians like Fukaya and Zhang bring the theoretical depth needed to model quantum and fusion systems. Commercialisation is supported by Anhui’s tech transfer programs, which move patents into SOE pilots and startup spinouts.

• Greater Bay Area (Shenzhen–Dongguan–Guangzhou) – Materials and bio-engineering hub

The Greater Bay Area hosts the China Spallation Neutron Source (CSNS), Songshan Lake Science City, and Guangming Science City. This cluster bridges fundamental materials research with applied biomedicine and semiconductors. Lieber’s nano-sensors and Yang’s biomedical work directly feed into device engineering and translational medicine. Here, Shenzhen’s Qianhai Pilot Zone and entrepreneurship parks foster solo-preneurs and venture-backed spinouts, making this hub unusually dynamic for startups.

The geopolitics of science and tech development

This is where the story transcends science. China is weaponising R&D as a geopolitical lever. By clustering talent and infrastructure, Beijing isn’t just building labs—it’s building strategic choke points. Control over photon science, quantum-secure networks, or advanced biotech doesn’t just create markets; it creates strategic dependencies in the long run.

Think about this, EU holds on to many international standards like the ISO, and uses their prowess in science and modelling to shape and implement the Carbon Border Adjustment Mechanism, which markets need to understand to sell into EU. If China sets the standards in quantum communication, global finance networks may run on Chinese protocols.

If its biotech hubs scale faster than Boston or Basel, clinical trial pipelines may shift east. By embedding science, technology, and innovation into its statecraft toolkit, China is positioning R&D not only as a growth driver but also as an instrument of influence in the global order.

Concluding thoughts

What we are witnessing is not a random reversal of brain drain—it is a nationally engineered reversal, tied to infrastructure, policy, and commercial ecosystems.

China’s science cluster strategy pulls global talent into hubs where their expertise aligns perfectly with national R&D priorities. These hubs don’t just produce papers; they are structured to produce products, startups, and market standards—and, increasingly, geopolitical leverage.

For investors and founders, this is the new innovation atlas:

• Shanghai for biotech and AI-bio.
• Hefei for quantum and fusion.
• Beijing for photon science and advanced materials.
• Shenzhen/GBA for semiconductors and medical devices.

Follow the talent, and you’ll see where the markets—and the geopolitics—are heading.

Which other city or research cluster should we map next—Wuhan’s Optics Valley, Suzhou’s BioBAY, or Hainan’s new spaceport? Reach me on LinkedIn with your pick and let’s chart the future innovation race together.

—

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.

Image courtesy: DALL-E

The post The great talent reversal: Why scientists are heading East appeared first on e27.

The food and beverage (F&B) industry in Southeast Asia faces a challenge unlike anywhere else in the sheer diversity of tastes and preferences across the region. From fiery sambals in Indonesia to delicate pho in Vietnam, the flavours of Southeast Asia reflect centuries of history, tradition, and cultural exchange.

For companies trying to innovate,  whether it’s a street food stall scaling up or a multinational launching new packaged goods, the central dilemma remains the same: how do you cater to deeply local tastes, while still building profitable products that can scale across borders?

And the challenge is only intensifying. Consumer preferences are shifting faster than ever. Gen Z consumers are demanding functional beverages and more experiential food, while older demographics still gravitate toward traditional comfort foods. One-size-fits-all strategies no longer work, but neither does pure hyper-localisation, which is too costly and complex to scale.

So the question arises: how can the latest breakthroughs in AI help the traditional F&B industry innovate “from bits to atoms”? In other words, how can digital intelligence shape the food and drinks that end up on our tables?

Decoding consumer language at scale

The first step in food innovation has always been understanding the consumer. Traditionally, this meant market surveys, focus groups, or relying on sales data, methods that are slow, expensive, and often surface-level. Today, LLMs offer a faster and richer alternative.

Also Read: Why agritech is the key to Asia’s food security

AI can analyse millions of data points across reviews, social media posts, and even call centre transcripts, in multiple languages and dialects, with cultural nuance intact. Instead of just asking what consumers want, AI makes it easier to uncover the why behind their choices.

For instance, reviews on GrabFood in Singapore might reveal not just that consumers dislike a certain noodle dish, but that they find it “too oily for lunch” yet “perfect for late-night cravings.” These kinds of insights allow companies to design products that resonate with the right context.

This democratises insight-gathering. Instead of relying only on expensive agencies or large in-house research teams, even smaller F&B players, from boutique coffee chains to regional snack brands, can now access real-time, multilingual consumer intelligence.

Spotting local trends with global potential

A second frontier where AI is rewriting the rules is in spotting local trends that could scale globally.

Historically, companies have grouped markets by geography or economic development. For example, Latin American markets like Mexico and Colombia were treated as similar, while Asian markets like Thailand and Vietnam were often seen as “followers” to trendsetters like Japan. But cultural clustering often misses the mark because it often results in lazy localisation.

AI offers a different lens. By analysing consumer conversations across countries, AI can uncover surprising connections. Tamarind, for instance, is a beloved sweet-and-sour flavor in both Mexico and Thailand, two markets rarely clustered together in conventional strategies. This opens up opportunities to cross-pollinate innovations and accelerate the spread of trends in lead markets.

We are already seeing hints of this. Starbucks Philippines has quietly introduced kombucha, a fermented tea more associated with Australia and Japan. Local reviews not only signal consumer curiosity, but also highlight flavor pairings like calamansi and ginger that could inspire innovation elsewhere. Instead of chasing trends after they’ve peaked in the West, Asian markets can now export their own.

Connecting the food supply chain with data

Now, imagine pushing this further: a world where consumer insight doesn’t stop at the brand or retailer level, but flows seamlessly across the entire supply chain.

In this connected ecosystem, farmers would know which fruit varieties are gaining popularity before planting season. Ingredient suppliers could anticipate demand for functional botanicals like moringa or spirulina. Restaurants could test flavor combinations based on real-time data instead of trial and error. And retailers could adjust shelf space dynamically based on the evolving “taste maps” of their consumers.

Also Read: How the upcycling movement can help build a true circular food economy

The result? Faster innovation cycles, reduced food waste, and more targeted product development. Instead of guessing what might sell, every actor in the chain would be working from a shared, living picture of consumer demand.

Parts of this vision are already visible. Snack brands startups like Pringles use social chatter to guide limited-edition flavour launches across Asia. In Singapore, grocery chains like Fair Price analyse search data to inform private-label innovation. The building blocks are in place; the challenge is connecting them into a seamless system.

Why it matters now

The timing for AI-driven food innovation couldn’t be more critical. Southeast Asia is home to some of the fastest-growing consumer markets in the world. Disposable incomes are rising, younger demographics are open to experimentation, and e-commerce penetration is changing how food is discovered and purchased.

At the same time, global F&B giants are under pressure. Product lifecycles are shorter, competition is fiercer, and the cost of failed launches is rising. In this environment, AI isn’t just a nice-to-have – it could be the difference between leading the market or being left behind.

The road ahead: Bits into atoms

Of course, challenges remain. Data quality can vary widely, especially in smaller fragmented markets. Cultural nuance is tricky to capture, even for advanced LLMs. And adoption won’t happen overnight, smaller players may need help integrating these tools into their workflows.

But the direction is clear. AI is no longer confined to tech. It is moving downstream, into industries rooted in physical goods and human culture — into atoms, not just bits.

Also Read: Everything you should know about the future of futuristic food technology

For Southeast Asia’s F&B industry, this could be transformational. Imagine a hawker stall owner using AI to test new flavor combinations before investing in ingredients. Or a regional snack brand reducing failed product launches by half because consumer insights are cheaper and more accurate. Or a global beverage company discovering its next billion-dollar product not in New York or Tokyo, but in Manila or Bangkok.

This is the promise of AI in food: not replacing the artistry of chefs or the instincts of entrepreneurs, but amplifying them with data-driven intuition.

Conclusion

The story of AI in F&B is just beginning, but its implications are profound. By decoding consumer language, spotting scalable trends, and connecting supply chains, AI gives the industry a new playbook for innovation.

The stakes are high. Southeast Asia’s rich food culture deserves solutions that honor local tastes while unlocking regional and global growth. If done right, AI can help turn the complexity of this market into its greatest strength.

AI isn’t just changing how we code, it’s beginning to change how we eat.

—

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.

Image courtesy: DALL-E

The post From bits to atoms: How AI is shaping Southeast Asia’s food future appeared first on e27.

Does it seem like the “Wild West” era of experimentation in the fintech industry in Southeast Asia is giving way to a more mature, and dare I say, challenging, environment. And for those with true grit and a strategic vision, this evolution presents an even more compelling opportunity.

Southeast Asia remains a fintech powerhouse. With a projected population of 623 million by 2030 and a burgeoning, digitally-native middle class, the demand for accessible and innovative financial services continues to grow. 

Fintech app penetration has seen a multifold increase over the last five years or so, led by the Philippines and Indonesia. Digital payments, a cornerstone of the region’s fintech success, continue to surge. These aren’t just random highlights. They represent a fundamental rewiring of how individuals and businesses in the region interact with money.

However, beneath these impressive stats lies a more nuanced reality. 

The venture capital taps have tightened. But this seems like a necessary correction. Investors are no longer chasing speculative growth at any cost. They are demanding clear pathways to profitability and sustainable business models. This is not new since we have all heard this narrative repeatedly over the last couple of years.

Also Read: How the global growth of fintech defies age and gender

Singapore, predictably, continues to dominate the funding landscape. While this cements its position as a global fintech hub, it also throws into sharp focus the uneven development across the region. Other promising markets like Indonesia, Vietnam, and the Philippines, with their vast unbanked populations and strong digital adoption, receive a disproportionately small slice of the investment pie. 

This is not simply a matter of market size. It is a direct reflection of regulatory clarity, infrastructure maturity, and the presence of established ecosystems.

Regulation as a catalyst, not a constraint

Many view increased regulation as a hurdle; a force that stifles innovation. In Southeast Asia, a more robust and harmonised regulatory environment is not just desirable; it’s mission-critical for the next wave of sustainable fintech growth.

The current fragmented regulatory landscape across diverse markets like Vietnam, Indonesia, and Thailand creates significant friction for companies aiming for regional scale. This isn’t about stifling innovation; it’s about building trust, protecting consumers, and fostering a level playing field.

The Monetary Authority of Singapore (MAS) has long set the gold standard, demonstrating how a proactive yet balanced approach can foster a thriving ecosystem. For other Southeast Asian nations, the challenge is to strike a similar balance; one that encourages experimentation while safeguarding against systemic risks.

Also Read: Balancing innovation and regulation: The rise of AI in APAC’s fintech sector

Consolidation, collaboration, and context

The future of Southeast Asian fintech will be defined by three key themes:

• Consolidation. That’s inevitable. The days of countless similar startups vying for market share are numbered. Investors will continue to back established players with proven revenue streams and clear paths to profitability. This will lead to more M&A activity and a leaner, more efficient ecosystem.
• Collaboration. Traditional financial institutions are no longer solely threatened by fintechs. They are increasingly collaborating with them. This co-opetition can help unlock new synergies, leveraging the incumbents’ deep customer bases and regulatory expertise with the fintechs’ agility and technological prowess. Embedded finance will continue to be a massive opportunity.
• Context. The “one-size-fits-all” approach to fintech in Southeast Asia is dead. Successful players will be those who deeply understand the unique cultural nuances, consumer behaviours, and regulatory specifics of each market. What works in Jakarta might not fly in Hanoi. This demands localised strategies, strong on-the-ground partnerships, and a keen eye for unmet needs.

We are advising our fintech clients to lean into this new reality. It’s no longer just about the flashy launch. It’s about demonstrating resilience, articulating clear value propositions, and building trust through transparent communication and robust compliance. 

The erstwhile “Wild West” seems to have been tamed, but it definitely seems like the gold rush for mature, impactful fintech is just beginning.  

—

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.

Image courtesy: DALL-E

The post The fintech ‘Wild West’ in Southeast Asia is over and maybe that’s a good thing appeared first on e27.

e27 has been nurturing a supportive ecosystem for entrepreneurs since its inception. Our Contributor Programme offers a platform for sharing unique insights. As part of our ‘Contributor Spotlight’ series, we shine a spotlight on an outstanding contributor and dive into the vastness of their knowledge and expertise.

In this episode, we feature Chaminda Ranatunga, Managing Director of Investrust Capital in Sri Lanka and Managing Partner at Stratec Partners in Singapore. With more than 30 years of experience in investment banking, private equity, and structured finance across South and Southeast Asia, Ranatunga has advised on transactions exceeding US$300 million across diverse sectors.

He has led mandates for governments, development finance institutions, and corporates, and is an ACMA (UK) and MBA graduate from Trinity University in the United States. His expertise spans capital markets, private capital solutions, and sustainable investment strategies in emerging markets. He joined our contributor community through a writing sprint in May and has since been an active member, consistently engaging with monthly themes and offering perspectives that connect local insights to the wider Asia region.

In the sections below, he reflects on his journey, the lessons he’s learned, and what keeps him going.

How I got here

The turning point came when I left my role at an investment bank in Colombo to start my own firm. That decision gave me the freedom to align my work with my values and focus on shaping impact-driven investments.

If I had to explain my work to a kid

I help people with big ideas build them. It’s like giving someone Lego blocks and showing them how to turn those blocks into a castle.

Also Read: Slow, steady, sustainable: Southeast Asia’s bootstrapping movement

Lessons learned along the way

I once believed that deep expertise alone was enough to succeed. Over time, I’ve learned that adaptability and the willingness to unlearn are just as important for lasting relevance and impact.

What more people should notice

Why I write

I aim to share a practical lens on startup finance, valuation, and capital raising, especially for founders navigating Southeast Asia’s complex landscape. Most of my writing begins with a conversation with a founder that sparks an insight I feel is worth sharing.

Also Read: Why investors are betting big on Asia’s social impact startups

My advice for aspiring thought leaders

What drives my curiosity

I’m exploring how regenerative agriculture and local food systems can become more resilient through technology and community-based models.

Influences that shaped me

Conversations with founders in underserved markets have shaped much of my perspective.

Lords of Finance by Liaquat Ahamed reminded me how leadership in financial systems can reshape entire economies, while Bad Blood by John Carreyrou offered a powerful lesson on the importance of transparency, ethical leadership, and rigorous due diligence in high-growth startups.

Take a look at Ranatunga’s articles here for more insights and perspectives on his expertise.

—

Are you ready to join a vibrant community of entrepreneurs and industry experts? Do you have insights, experiences, and knowledge to share?

Join the e27 Contributor Programme and become a valuable voice in our ecosystem.

The post Chaminda Ranatunga: Shaping impact-driven investments in emerging markets appeared first on e27.

The way we approach health is changing. Wearable devices like smart rings, watches, and fitness bands are no longer just tech toys – they’re becoming vital tools for keeping people healthy.

In fact, the popularity of wearable health devices has surged in recent years, reflecting a shift toward preventive healthcare and proactive wellness management. During the COVID-19 pandemic, wearables proved invaluable for remotely monitoring patients (reducing hospital visits and exposure).

Now, beyond the pandemic, these gadgets are showing huge potential in managing chronic conditions by enabling early detection of issues, personalised interventions, and better patient engagement. For healthcare professionals, this is opening the door to a new model of care focused on preventing illness rather than just treating it.

Wearables: The new eyes on daily health

Smartwatches and fitness wearables continuously track vital signs, providing a window into users’ daily health.

Modern wearables keep a constant finger on the pulse of our well-being. Unlike an annual check-up or occasional lab test, a smart ring or smartwatch can monitor your body 24/7 and alert you to subtler changes. These devices measure a variety of biometric signals, including:

• Heart rate and resting heart rate (RHR): How fast your heart beats, even at rest.
• Heart rate variability (HRV): Tiny fluctuations between heartbeats that indicate stress and recovery levels.
• Sleep patterns and quality: How long and how well you slept each night.
• Daily activity: Steps, exercise, and overall movement.
• Other metrics: For example, blood oxygen saturation or even skin temperature on some devices.

Wearables like the Apple Watch, Oura Ring, Fitbit, Garmin, and others passively collect these metrics, painting a real-time picture of a person’s health trends. This continuous stream of data is a game-changer for preventive care. Subtle physiological changes can serve as early warning signs – if you know how to interpret them.

Researchers are discovering that these everyday gadgets can spot trouble before it becomes obvious. For example, a recent Mount Sinai study showed that wearable devices could detect inflammatory flare-ups in conditions like inflammatory bowel disease weeks before patients experienced symptoms.

In that study, metrics such as HRV, heart rate, resting heart rate, and activity levels significantly changed up to seven weeks ahead of a flare, signalling that the body was under growing inflammatory stress. Even outside of chronic illness, similar patterns hold true – when something’s off (like an infection or high stress), your heart rate tends to rise and HRV drops, reflecting activation of the immune and stress responses.

Also Read: Healthtech in South and Southeast Asia – Seeing beyond the “obvious”

In fact, during the pandemic, algorithms analysing wearable data were able to flag COVID-19 infections days in advance (even in people without symptoms) by noticing inflammation-driven shifts in HRV and heart rate.

All these findings point to one exciting conclusion: daily biometric monitoring can give us an early heads-up that our body is mounting an inflammatory response or veering out of balance, allowing us to act before a small issue snowballs into a big problem.

AI insights: Turning data into early warnings

The flood of data from wearables is incredibly rich, but it can be overwhelming without help. This is where artificial intelligence (AI) comes into play. Advanced algorithms can sift through your nightly heart rate graphs, sleep cycles, and activity logs to distill something meaningful – essentially creating an “early warning system” for your health.

Researchers at Mount Sinai are already working on AI models that use wearable data to predict individual disease flares before they happen. By training on patterns from hundreds of patients, these AI tools learn to recognise the digital biomarkers of mounting inflammation or stress.

We’ve seen proof of concept that this works. One study demonstrated for the first time that changes in a person’s HRV tracked closely with changes in underlying inflammation over a monitoring period.

And beyond specialised research settings, more consumer-facing health apps are now leveraging AI to give users simple scores or alerts each day. These scores boil complex biometrics down to a clear message – for instance, a “readiness” score or an “inflammation index” – that tells you at a glance how your body is doing.

By analysing subtle shifts (maybe your heart rate was a bit high last night, or your sleep was unusually restless), AI can nudge you with a timely insight: “Hey, your body is under some strain today. Take it easy and focus on recovery.”

Also Read: The future of fintech, healthtech, and edutech industries in the context of the new economy

This kind of insight is especially important for combating chronic inflammation, the slow-burning condition linked to so many health issues. Small daily choices in sleep, stress management, diet, and activity can either fuel the fire or cool it down.

AI-driven analysis of wearable data essentially acts as a check-engine light for your body – helping identify inflammation or stress in real time and guiding you to course-correct early.

Personalised coaching: The human touch for lasting change

Data and AI insights are powerful, but data alone doesn’t change habits – people do. This is why personalised health coaching is emerging as the missing piece to unlock the full preventive potential of wearables.

A device might tell someone, “Your recovery is low (red) today,” but it’s a human coach or healthcare professional who can translate that into action: Why is it low, and *what can you do about it?

Healthcare providers and wellness coaches are increasingly teaming up with patients in this way, using wearable-generated insights as conversation starters and guidance tools. The approach is very collaborative and conversational: “I see your stress markers were high this week – how have you been sleeping and what’s work been like? Let’s plan some stress-reduction strategies.” When patients are supported in this real-time manner, the results can be remarkable.

For example, pilot programs at Ochsner Health System combined personalised coaching with wearable data and saw significantly improved blood pressure management outcomes compared to standard care.

In other words, when providers got live data from wearables and actively coached patients based on that data, the patients’ health metrics improved faster than they would have otherwise. This aligns with broader findings that remote monitoring programs integrating wearables can facilitate timely clinical decisions, effective coaching, and tailored education for patients.

It makes sense – continuous monitoring creates an ongoing feedback loop, and the coach/healthcare professional closes the loop by providing context and encouragement. Wearable data + human insight = behaviour change.

A coach can help an individual connect the dots: maybe a string of poor sleep (captured by the wearable) is leading to “yellow” warning days, indicating rising inflammation or fatigue; the coach can then help brainstorm solutions like adjusting evening routines or mindfulness practices.

This proactive, preventive engagement keeps people on track and empowered. Instead of waiting to react to a health crisis, individuals can adjust their lifestyle in real time, with a knowledgeable guide by their side.

Simplifying data for daily use

Even with high-tech algorithms, maintaining health should feel simple for users. A growing number of platforms now focus on translating wearable data into signals that are easy to understand at a glance. For example, Signsbeat is one such platform that connects with devices like smart rings and watches to generate a daily wellness score. Rather than presenting pages of charts, it uses a straightforward red-yellow-green model to reflect balance, stress, or recovery states.

Also Read: Empowering women in healthtech: The role of technology in driving inclusive workplaces

Think of it as a traffic light for the body: green suggests stability, yellow signals caution, and red indicates elevated strain. This type of visual framework is designed to make complex physiological trends immediately accessible, helping individuals decide when to push forward or slow down. Over time, by combining these simple indicators with daily lifestyle logging, users can identify patterns — such as how late nights or stress-heavy days push their scores into the caution zone.

Platforms like Signsbeat are also increasingly used as shared tools between individuals and health coaches. A coach who sees a client trending yellow might reach out to explore what triggered the shift and suggest timely adjustments, such as prioritising rest or stress management strategies. While Signsbeat is one example, the broader movement reflects how preventive health platforms are bridging the gap between continuous data streams and actionable, everyday guidance.

Healthcare professionals as preventive health coaches

For healthcare professionals, embracing wearables and health platforms isn’t just about adopting new tech. It represents a shift in role — from reactive diagnosticians to preventive partners in day-to-day wellness.

This approach enables providers to guide patients between visits, support lifestyle changes, and practice more holistic care. It also opens professional opportunities: digital health coaching is projected to double globally, from about US$11 billion in 2024 to over US$22 billion by 2030. This growth reflects rising demand for professionals who can interpret health data and coach individuals toward better outcomes.

Also Read: The most-funded healthtech startups in Southeast Asia: A decade in review

In some regions, reimbursement models are beginning to adapt. In the US, billing codes already exist for remote monitoring of blood pressure and blood sugar, and similar pathways could emerge for wearable-derived health data. Clinics are experimenting with these models, showing that prevention can be both impactful for patients and sustainable for providers.

Crucially, tools that aggregate wearable data can highlight which patients need attention, allowing providers to extend care at scale. Instead of adding burden, this creates efficiency: digital systems handle routine monitoring while clinicians focus on the higher-value role of personalised, compassionate guidance.

Stepping into the future

Preventive, data-driven health is not just a trend,  it’s a new paradigm. By integrating wearable insights and using platforms that simplify data into actionable signals, healthcare providers can help patients stay a step ahead of silent threats like inflammation.

The vision is compelling: chronic disease caught earlier, patients empowered daily, and providers working as coaches as much as clinicians. Wearables, AI, and coaching together make that future possible.

The shift is already underway. The opportunity now lies in how quickly and thoughtfully providers, coaches, and innovators embrace it.

—

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.

Image courtesy: DALL-E

The post From smart rings to health coaching: AI and the new preventive healthcare paradigm appeared first on e27.

The advertising world is at a breaking point. Generative AI is no longer a novelty – it is reengineering how campaigns are imagined, built, and delivered.

At the centre of this shift are three competing philosophies: replacement, where platforms like Meta aim to automate entire ad pipelines; empowerment, where Google DeepMind’s ACAI (AI Co-Creation for Advertising and Inspiration) seeks to scaffold human creativity; and insight, where platforms such as SOMIN and Nielsen focus on explainability and strategy over automation.

For agencies, this isn’t just another wave of technology. It’s a reinvention of their very DNA.

New skillsets: From storytellers to AI strategists

The first visible shift is in talent. Traditional creative roles – copywriters, designers, and media planners – are no longer enough on their own. Agencies now demand hybrid professionals who can pair human imagination with AI literacy.

WPP CEO Mark Read recently said it bluntly: “Even with AI, you still need traditional storytelling skills.” But the caveat is clear: you also need to know how to prompt, train, and critique AI outputs. New job titles like prompt engineer, AI trainer, and AI ethics officer are emerging alongside creative technologists who bridge code and content.

This isn’t speculation. In 2025, a global survey found that 66 per cent of business leaders would not hire a candidate without AI skills, and 71 per cent would prioritise AI fluency over experience. Agencies are responding by retraining at scale – WPP alone reported 150,000 AI training sessions in the past year. The next generation of marketers will be judged not only on their creative portfolios but also on how effectively they collaborate with machines.

Also Read: Pre-launch marketing is a tease that works, how to get it right?

Hybrid agencies: The rise of creative-tech hybrids

The second transformation is structural. The traditional lines between creative, media, and digital agencies are dissolving, replaced by hybrid models that combine storytelling with engineering.

Take Accenture Song, now branding itself as the world’s largest tech-powered creative group. With billions invested in AI talent and proprietary platforms, it exemplifies the hybrid agency: part consultancy, part production studio, part data lab. These firms offer end-to-end solutions – from brand-trained language models to omni-channel campaign orchestration – capabilities once spread across multiple agencies.

Hybrid agencies are “talent magnets,” attracting professionals eager to stretch across creative and technical domains. They are also reshaping client expectations: why juggle five specialist agencies when a single partner can ideate, analyse, and execute with AI at its core?

The talent war: Meta vs everyone

Perhaps the most consequential shift lies outside agency walls. Meta has declared war for AI talent, and the stakes are staggering.

In 2025, reports surfaced of Meta offering US$100 million+ packages to lure researchers from rivals, alongside perks like unlimited access to cutting-edge AI chips. The company has already poached top names from Apple and OpenAI to build Super-intelligence Labs, a unit explicitly tasked with merging AI into content creation and advertising. Mark Zuckerberg has been clear: the goal is not incremental improvement, but a “redefinition of the category of advertising.”

Also Read: Empathy-first algorithms: The marriage of AI and human psychology in marketing

This puts agencies in a precarious spot. They cannot match the compensation arms race of Silicon Valley giants. Instead, their competitive edge must come from culture, creativity, and agility. Agencies can still offer what platforms cannot: brand intimacy, cultural nuance, and human authenticity. But they must position themselves as AI facilitators – curating and guiding AI tools rather than resisting them.

What this means for startups and marketers

For startups and scale-ups in Southeast Asia and beyond, the implications are twofold. First, AI-driven advertising is about to become dramatically more accessible—tools from Meta and Google will let even the smallest teams deploy campaigns at scale. But second, differentiation will depend on how creatively you use these tools, and whether you have access to talent that can bridge human and machine.

The future agency is not obsolete – it is transformed. The winners will be those who lead AI rather than follow it, blending human insight, brand authenticity, and AI-enabled efficiency. As one industry leader put it: “No part of marketing will AI not touch.”

The talent war is on. The question is: who will win – the platforms, the hybrid agencies, or the startups nimble enough to play both sides?

—

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.

Image courtesy: DALL-E

The post AI, agencies, and the talent war: How Meta is rewriting the future of advertising appeared first on e27.

AI headlines warn us of job losses, machines replacing humans, and a dangerous future. Yet, in daily life, we midlifers are already enjoying AI — through beauty filters, TikTok mermaids, Netflix suggestions, and online shopping recommendations.

The real question isn’t “should we use AI?” but “why are we so afraid when we’re already living with it?”

The other day, I showed off my TikTok. With one tap, I became a mermaid — hair sparkling, skin glowing, underwater magic all around.

Before I could say anything, my friend shouted, “I have that too!”

That’s when it struck me: we were both enjoying AI. Not through coding or technical know-how, but through filters that made us laugh. Yet ask the same group of friends what they think about AI, and the mood shifts — worry, fear, uncertainty.

How did we get here? How did AI become a word loaded with fear, while in practice, it’s already woven into our joy?

The fear we’ve been sold

Midlifers didn’t grow up with AI. For us, technology was often serious, formal, and sometimes intimidating. Now add the steady drumbeat of headlines:

• “AI is stealing jobs”
• “AI is replacing humans”
• “AI is dangerous”

This narrative creates a shadow — as if AI is something waiting to take from us, not give. It’s no wonder midlifers hesitate. Fear has been sold louder than reality.

Also Read: The 10x ROI advantage: How AI can supercharge your business growth

Generationally, that fear makes sense. Younger people grew up testing new apps fearlessly, while many midlifers were told not to “break the computer.” When headlines reinforce that unease, it’s easier to distrust than to explore.

The reality we’re already living

Now contrast that with everyday life:

• At family art jamming sessions, aunties insist on beauty filters before every photo.
• Friends giggle as they swap mermaid or princess versions of themselves on TikTok.
• Netflix quietly suggests the perfect show for a Friday night.
• Online shopping carts “magically” recommend items we didn’t know we needed.

Every single one of these is powered by AI. Yet none of them feels like a threat. They feel normal, useful, even delightful.

Why the disconnect?

The disconnect lies here: fear is abstract, but fun is concrete.

• Fear comes from big, distant headlines.
• Fun comes from small, lived experiences.

We fear the idea of AI. We enjoy the application of AI.

It’s a bit like being scared of flying while happily enjoying your holiday, forgetting that a plane got you there.

Yes, there are risks

Of course, the fear isn’t baseless. AI will change jobs. It will raise questions about privacy, bias, and ethics. These concerns matter. But they’re not the whole story.

The other side of the story is that AI also makes our lives lighter, faster, and sometimes even more joyful. That balance is often missing from public conversations — and midlifers are left with fear, not perspective.

Also Read: Up-skilling in the AI era: Why passive learning will not cut it anymore

From fear to possibility

The good news is: once we notice this contradiction, we gain clarity. If AI is already part of our joy, why not explore how it can also be part of our growth?

• Confidence: If we can trust AI to touch our faces with beauty filters, maybe we can trust it to help us polish a CV.
• Connection: If we can laugh at a mermaid version of ourselves, maybe we can use AI to share life stories or family memories.
• Curiosity: If AI makes us creators with one tap, maybe it can also help us discover second-act careers or new passions.

Wrapping up

The truth is, midlifers have already welcomed AI into our lives. We just haven’t named it. What we’ve named instead is fear — a fear planted by noise, not by experience.

So maybe the next time you see yourself as a mermaid, or refuse a photo without the beauty filter, you can pause and laugh. AI isn’t just in the headlines. It’s already in your hands, making life easier, sparklier, more connected.

The real question isn’t “Should we use AI?” but “How can we use it better?”

Because once we see past the fear, we realise: we’re not being replaced by AI. We’re already dancing with it.

Why do you think fear is louder than fun when it comes to AI?

—

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.

Image courtesy: DALL-E

The post Why do we fear AI in the news but love it in our apps? appeared first on e27.