For years, F&B owners viewed delivery platforms as a necessary evil, a simple transaction channel to reach customers who didn’t want to leave their couches. But in 2025, that relationship has undergone a radical transformation. Platforms are no longer just delivering bags of food; they have become “demand orchestrators” that dictate how, when, and at what price restaurants operate.

The annual Food Delivery Platforms in Southeast Asia report by Momentum Works highlights a significant shift in platform power. Through aggressive expansion of dine-out offerings, product advertising, and sophisticated data sets, platforms like Grab and ShopeeFood are extending their influence deep into the offline F&B ecosystem — a market far larger than the US$22.7 billion food delivery sector itself.

Also Read: The China playbook comes to Southeast Asia’s food apps

Dine-out: The high-margin Trojan Horse

The most visible move in this strategy is the rise of “Dine Out” deals. By offering vouchers and discounts for in-store dining, platforms can capture a slice of a restaurant’s total revenue without the high operational costs associated with delivery riders. For the platforms, this is a high-margin touchpoint that deepens user engagement. For the merchant, it creates a dangerous level of dependency.

When a customer uses a Grab Dine Out voucher, the platform isn’t just a courier; it is the entity that brought the customer through the door. This allows the platform to collect data on offline visit patterns, category benchmarks, and pricing dynamics that the merchant themselves cannot see. This creates what the report calls “structural data asymmetry”: the merchant sees only their own performance, while the platform sees the entire market.

The algorithm as the new head chef

This data asymmetry is being weaponised through advertising products. Grab, ShopeeFood, and Line Man are all aggressively pushing “ads products” for F&B chains and small-to-medium enterprises (SMEs). These range from simple boosted placements for a “Warung” or street vendor to sophisticated, AI-driven keyword targeting for multi-national QSR chains.

The report notes that pricing, promotions, and visibility are increasingly becoming platform-led rather than merchant-led. Through curated discovery feeds and targeted vouchers, platforms effectively choose which price points convert and which restaurants get exposure.

Merchants are forced to “treat platforms as operating environments rather than simple sales channels,” designing their menus and price tiers around platform logic to avoid being buried by the algorithm.

Dark kitchens and the limits of efficiency

Interestingly, the platforms’ attempt to control the supply side through “dark kitchens” has largely stalled in Southeast Asia. Unlike China or the Middle East, where dark kitchens contribute up to 30 per cent of order volume, the model was deployed in Southeast Asia before the ecosystem was ready.

Also Read: The subsidy wars are ending, and only two will survive

Without the extreme demand density found in cities like Dubai or Shanghai, centralised production facilities proved economically unviable at scale. Most dark kitchen startups in the region have either shut down or pivoted toward building their own offline brands. This failure suggests that while platforms can orchestrate demand, they cannot yet easily manufacture supply.

The merchant squeeze

As platforms evolve into demand orchestrators, the power dynamic has shifted decisively. Medium-sized merchants are the most vulnerable, finding it increasingly difficult to build brand loyalty that exists independently of the platform’s discovery feed. To survive in 2026 and beyond, the report suggests that restaurants must build “complementary brand touchpoints” outside of the apps to avoid becoming interchangeable commodities in a world ruled by platform mechanics.

The post The algorithm is the new head chef appeared first on e27.

Across the Asia Pacific, eSIM is still widely seen as a consumer travel feature. Something useful for tourists who want data on arrival without buying a local SIM. That perception has quietly limited how enterprises, OTAs, and corporate travel teams think about the technology.

In reality, eSIM has become a business infrastructure layer. For organisations operating across APAC, it directly impacts cost control, operational efficiency, and customer experience. The companies that still see eSIM through a travel-only lens are leaving measurable value on the table.

This matters more in APAC than in most regions.

Why APAC enterprises feel the pain more acutely

APAC businesses operate across fragmented markets. Network quality varies country by country. Cross-border travel is frequent. Mobile connectivity is central to daily operations, not a nice-to-have.

GSMA Intelligence shows that many APAC markets have fast smartphone upgrade cycles, which means a high share of employees already carry eSIM-compatible devices. The capability is already in their pockets, but enterprises have not fully operationalised it.

At the same time, enterprise mobility and device usage are increasing. From field teams to corporate travellers to POS terminals and scanners, mobile data has become part of core operations. IoT Analytics has observed that enterprises adopting eSIM do so because remote provisioning and network switching reduce the need for physical intervention, which is especially valuable in geographically spread regions like Southeast Asia.

The environment is ready. The mindset often is not.

Regional workforce travel and cost control

Consider a regional sales or consulting team operating across Singapore, Indonesia, India, Thailand, and Malaysia. Travel is routine. Connectivity is assumed. Roaming costs, however, are anything but predictable.

Traditional roaming creates two problems. First, costs spike unevenly and appear late in the billing cycle. Second, employees often lose productivity on arrival while trying to connect or purchase local SIMs.

This is where eSIM changes the operating model. Instead of roaming, enterprises can issue regional data plans that activate before travel. Employees are connected. Finance teams gain cost visibility.

Also Read: Singapore’s Airalo becomes first eSIM unicorn after US$220M round

When AlixPartners analysed enterprise roaming behaviour, they found that organisations switching to eSIM-based connectivity could reduce roaming spend by up to 35 per cent. For corporate travel teams managing dozens or hundreds of trips a quarter, that reduction is meaningful. More importantly, it brings predictability to a line item that has traditionally been volatile.

The value is not only in savings. It is in removing friction from the first hour of every business trip.

OTAs and travel platforms are improving end-to-end CX

OTAs and travel platforms compete aggressively on experience. Flights and hotels are increasingly commoditised. What differentiates brands is how smooth the journey feels.

Connectivity is one of the most common failure points in that journey. When travellers land without data, they struggle with transport, check-ins, and navigation. Support tickets follow.

For OTAs, eSIM becomes a CX layer rather than a telecom add-on. Connectivity can be bundled into bookings or offered contextually before departure. The traveller arrives connected, and the platform reduces downstream support load.

For corporate travel managers and platforms, connectivity is increasingly treated as part of trip readiness. BCEN Global highlights how organisations using eSIM improve onboarding and reduce friction for mobile users by ensuring connectivity at the moment it is needed.

In a competitive OTA landscape, that reliability translates directly into brand trust.

Large device fleets and IoT rollouts

Many organisations deploy device fleets across APAC. POS terminals, kiosks, scanners, trackers, and sensors are common across retail, logistics, and mobility sectors.

With physical SIMs, every device requires manual handling. Activation, replacement, and troubleshooting all depend on physical access. As fleets grow, this becomes a bottleneck.

IoT Analytics points out that enterprises adopt eSIM because it enables central provisioning, remote updates, and easier cross-border expansion. In practical terms, this means faster rollouts and lower operational overhead.

Consider a fleet of 1,000 devices deployed across multiple countries. If each physical SIM activation takes 20 minutes, that is more than 300 hours of manual work. eSIM reduces that time dramatically by allowing centralised, automated provisioning.

Also Read: The impact of eSIM on international roaming and travel

Making the ROI clear

For enterprise decision-makers, the ROI from eSIM typically shows up in four areas:

• Cost reduction through lower roaming spend and fewer SIM logistics.
• Efficiency through faster activation and reduced manual handling.
• CX improvement through reliable connectivity for employees and customers.
• Scalability through easier expansion into new markets.

These outcomes are why eSIM adoption is accelerating at the enterprise level, even if public perception still frames it as a consumer feature.

When enterprises and OTAs should pilot eSIM

eSIM is best introduced as a pilot, not a full transformation. Organisations should consider starting when any of the following apply:

• Regional workforce travel is frequent.
• Field teams rely on mobile data.
• Devices or terminals are deployed across markets.
• Customer experience suffers when connectivity fails.
• Telecom costs lack predictability.

If two or more are true, a pilot often delivers value within a single quarter.

Reframing eSIM as infrastructure

eSIM is no longer just about avoiding airport SIM queues. For APAC enterprises and travel platforms, it is a way to regain control over cost, reliability, and scale.

The reason many organisations underuse eSIM is simple. They still see the tourist. They miss the infrastructure.

In a region as mobile and fragmented as APAC, that blind spot is expensive. The organisations that correct it early operate with less friction and greater confidence as they scale across borders.

—

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.

Image courtesy of the author.

The post How eSIM can cut costs, boost CX, and simplify global operations for APAC startups appeared first on e27.

Public relations plays an important role in cybersecurity and maintaining its activities.

As cyber threats grow more sophisticated, companies need to demonstrate their security capabilities while maintaining open lines for stakeholders.

This is why public relations in cybersecurity is critical. A strong leader helps cybersecurity companies manage a crisis, establish leadership and reinforce credibility either through proactive PR, crisis communication or cybersecurity branding. An effective PR ensures that a company is being perceived as a trustworthy partner in the increasingly complex security landscape.

This article is about how digital PR can assist cybersecurity companies in building trust and credibility, and the strategies for effective crisis management.

The convergence of PR and cybersecurity

Public relations plays a strategic role in shaping how cybersecurity companies and their solutions are perceived by the public. Unlike many industries where brand reputation is largely influenced by product quality or customer experience, cybersecurity firms must build credibility through demonstrated expertise, transparency, and industry authority.

Key elements of public relations in cybersecurity include effective risk communication, credibility building, and crisis management. Organisations expect clear, accurate information about security threats and protective solutions, making it essential for PR strategies to position companies as informed and proactive defenders against cyber risks.

Establishing industry credibility is equally important and is achieved through media partnerships, thought leadership engagement, and recognition from analysts, all of which reinforce trust in a company’s expertise.

Crisis communication is another critical component. Clear, well-structured messaging during a security incident can significantly reduce reputational damage, while the absence of a coordinated response may result in lost clients and missed future business opportunities.

Strategic cybersecurity PR framework

A structured public relations strategy enables cybersecurity firms to sustain leadership and credibility in an increasingly complex digital environment. Integrating cybersecurity-focused PR into marketing efforts allows companies to clearly communicate value, differentiate their brand, and build long-term trust with stakeholders.

Competitive differentiation begins with strategic narrative design. Rather than relying on technical jargon, effective positioning emphasises business impact and risk mitigation, such as highlighting regulatory compliance or reduced breach response costs. This approach aligns cybersecurity messaging with executive priorities and organisational outcomes.

Also Read: Practical tech for real problems: HK innovators find a fit in Southeast Asia

Storytelling plays a critical role in making cybersecurity relatable. Moving beyond threat reports and raw statistics, strong PR strategies frame security challenges through narratives that resonate with business leaders and decision-makers.

Data-driven communication further strengthens credibility. Incorporating credible statistics helps validate security claims, shaping public perception and reinforcing trust through coordinated marketing and PR efforts.

Establishing authority requires a structured thought leadership framework. By deploying tiered content across multiple platforms, cybersecurity firms can consistently demonstrate expertise. This includes publishing annual threat landscape reports, sharing CISO-led insights on professional networks, and collaborating with compliance experts through industry podcasts.

Effective crisis management is essential for cybersecurity companies operating in a high-risk environment. Organisations must be prepared with a coordinated PR strategy that addresses communication before, during, and after a security incident.

Pre-crisis preparation includes regular media training, the development of breach response templates, and securing ongoing relationships with key cybersecurity publications. These steps ensure readiness before an incident occurs.

During a crisis, timely and transparent communication is critical. Publishing an incident status dashboard within hours, activating social listening tools, and maintaining consistent messaging across channels helps control the narrative and preserve trust.

Post-crisis communication should focus on accountability and improvement. Launching clear remediation roadmaps with measurable milestones, securing third-party validation, and proactively engaging industry analysts reinforces credibility and demonstrates a long-term commitment to security. Research shows that companies with pre-established crisis plans retain significantly more customers following a breach.

SEO-driven PR further amplifies visibility and demand generation. By investing in data-driven reports such as breach cost calculators, optimising press releases for high-intent cybersecurity keywords, and repurposing analyst insights into short-form content for social platforms, companies can extend the reach and impact of their PR efforts. SEO-optimised PR consistently delivers stronger marketing-qualified leads than traditional advertising channels.

Trust is ultimately measured through performance metrics. Monitoring share of voice through review platforms, reinforcing message consistency with clearly defined differentiators, and minimising crisis response time through pre-built scenario playbooks all contribute to stronger brand authority and resilience.

Also Read: Two decades of digital defence: Why cybersecurity must remain a top concern for everyone

The role of cybersecurity PR agencies is critical in navigating this complexity. Specialised agencies combine deep technical understanding with media expertise to manage analyst relations, oversee crisis communication, and position executives as industry authorities through speaking engagements, interviews, and bylined content.

A strategic partnership with a cybersecurity PR agency ensures that organisations are consistently positioned as trusted leaders, both during periods of growth and in moments of reputational risk.

Conclusion

For cybersecurity firms, managing public perception is as critical as delivering effective security solutions. A well-defined PR strategy not only strengthens credibility but also ensures organisational resilience during periods of risk or crisis. In the B2B landscape, where enterprises are highly selective about their security partners, a strong cyber brand often plays a decisive role in purchasing decisions.

Partnering with a specialised cybersecurity PR firm enables organisations to clearly communicate their expertise, reinforce trust, and establish leadership in an increasingly competitive market. In cybersecurity, trust is not built by technology alone; it is earned through consistent and strategic communication.

—

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

The post How cybersecurity companies can build trust through digital PR appeared first on e27.

I find it fascinating that in many schools, students are told not to use AI. Yet in adult learning, especially with seniors, we tell them the opposite. “Go ahead,” we say. “Try ChatGPT. Play with it. Learn something new.”

The same tool that is banned in classrooms becomes celebrated in community centres. Why is that?

The contradiction in learning

In formal education, AI is seen as a shortcut. If a student uses it, it is called cheating. But in adult learning, AI is seen as empowerment. If a senior uses it, it is called innovation.

The tool is the same. The difference lies in how we define learning.

Schools often focus on performance. Adult learning focuses on growth. One measures grades. The other measures courage.

And perhaps that is where the real lesson begins.

The freedom to explore

When I teach seniors how to use AI, I see joy. They type with hesitation at first, afraid to break something. Then they laugh when AI answers back. They feel alive again. For them, AI is not a competition. It is a conversation.

Adults are encouraged to use AI because their learning is self-driven. They are not trying to impress anyone. They just want to understand, express, or create. And that kind of learning is deeply human.

Also Read: The future of edutech: Personalising learning for all

What schools can learn from seniors

Imagine if we let students explore AI the same way. No punishment, no shame, just guided curiosity. Let them ask questions, make mistakes and learn from results.

Seniors learn faster because they are allowed to play. They are given permission to try. When learning feels safe, curiosity grows.

Instead of saying “do not use AI,” schools could teach “how to use AI wisely.” Because the goal is not to stop technology, it is to teach responsibility and reflection.

Learning as a lifelong journey

AI should not divide generations. It should connect them. When both young and old learn together, something powerful happens. The young bring speed and excitement. The older bring patience and wisdom. Both share curiosity.

We are all students again. The difference is, adults have learned that learning is not about right or wrong. It is about trying.

The gentle reminder

AI is not the enemy of education. It is the invitation to redefine it.

Maybe the real question is not whether AI belongs in school. Maybe it is how we can make school feel more like real life—a place where curiosity is encouraged, mistakes are allowed, and learning never stops.

Whether you are sixteen or sixty, the joy of discovery is the same. All it takes is the courage to press one key and begin.

—

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 credit: Canva

The post Why adults are encouraged to use AI but students are not: Rethinking what learning really means appeared first on e27.

The pandemic may be long over, but it left behind a lasting legacy — a new relationship with work. What began as a temporary disruption has evolved into a structural reset. The Future of Work, as we now know it, has shifted on several levels.

We hear about tech layoffs and fresh graduates struggling to find their foothold in the current job market, to the promise and pitfalls of the gig economy, the surge of remote work, rising business costs, and the meteoric rise of AI. With all that’s in the news, it has led many to collectively rethink what a job or career really means.

Alongside these changes, longer lifespans and an ageing workforce are reshaping how people view work. The very idea of “retirement” is being redefined. Previous generations followed the “end-of-the-ladder” model — working in one company for decades and seeing retirement as the finish line. Many today view it as a transition: an opportunity to redesign, repurpose, or rebalance their lives and careers.

For mid-career and senior professionals especially, this shift raises a crucial question: how do we sustain our career health across a longer, more fluid working life?

Career health: From lifetime employment to lifelong employability

Career health has become the new lens for thinking about longevity at work. Just as we track physical or financial wellness, individuals are beginning to assess how fulfilled, flexible, and future-ready their careers are.

To stay “career healthy” is to see your career as a lifelong journey — one with peaks, dips, and seasons of change. It means recognising that you can move in and out of paid work, try on different roles, and redefine success along the way, while maintaining a sense of direction and continuity in your career.

A healthy career balances three essential tensions—earning enough while doing work that feels meaningful, managing your energy and autonomy as life and priorities shift, and continuously building skills while seeking significance, value, and recognition in what you do.

Maintaining this balance requires ongoing calibration, not one-off planning. It’s about recognising when to scale back, pivot, or explore new ways of contributing — whether through part-time work, teaching, mentorship, entrepreneurship, or newer paths like portfolio careers and fractional leadership.

Also Read: How sailing as a teenager prepared me for a career in tech and gaming

For organisations, these principles translate into career-healthy workplaces — environments that support learning, flexibility, psychological safety, and structured renewal. Companies are beginning to ask:

• How do we help employees sustain meaningful careers across life stages?
• How do we design roles that offer autonomy, purpose, and growth at these different stages?
• How do we create learning pathways that meet both business and individual needs?

The most progressive employers now see career health as corporate health.

Going beyond the traditional career ladder

The linear career ladder — study, work, retire — is giving way to a more fluid, multi-stage model of work.

Employees: The rise of portfolio careers

Individuals today are no longer defined by a single employer or title. Instead, they curate a portfolio of skills, projects, and roles aligned with personal values, lifestyle goals, and available capacity.

A portfolio might include part-time leadership roles, consulting assignments, board directorships, creative projects, or volunteering. Some even combine paid work with caregiving, continuous learning, or mentorship to younger employees.

The focus has shifted from lifelong job security to lifelong career agility — the ability to evolve as life and industries change.

This approach offers greater autonomy and diversification, much like managing an investment portfolio. Taking on varied roles also promotes self-awareness, where individuals discover more about themselves. Rather than relying on one company or role, individuals manage multiple streams of income, purpose, and growth.

Employers: From retention to renewal

At the same time, employers face the same uncertainty. As Minister Gan Kim Yong has emphasised, the responsibility to uplift talent now sits more heavily on organisations — not just workers. In an economy marked by rapid change, employers cannot rely on traditional retention strategies alone. Instead, they must shift from “retention” to “renewal”: helping employees stay employable, adaptable, and purposeful.

This dual lens — employee and employer — creates the foundation for a new conversation about career health.

To support staff in shaping their career journey, employers have a role to play in creating career-healthy workplaces. Often, this comes by understanding employees’ priorities, such as the life stage they are in, and redesigning roles that support their goals.

Fractional leadership: A new chapter in career portfolios

One of the fastest-emerging ways to build a sustainable portfolio is through fractional leadership. Fractional leaders — often mid- to late-career professionals — take on part-time executive or strategic roles across multiple organisations.

Unlike consultants who advise from the outside, fractional leaders are embedded within teams. They share accountability for outcomes, leading strategy through to execution. A fractional Chief Marketing Officer might help a growing SME expand into new markets, while a fractional Chief Operating Officer could offer strategies to strengthen supply chain processes.

Also Read: Don’t repeat the same year: A practical guide to career resetting

Fractional leadership appeals strongly to mid- and late-career professionals because it offers the best of both worlds: meaningful challenge and sustainable pace. Many seasoned professionals still want to build, lead, and contribute—but not at the relentless speed or politics of full-time executive work. Fractional roles allow them to apply decades of accumulated expertise in a focused way, often on transformation projects where their impact is clearest.

But the value of fractional leadership extends beyond the individual.

Fractional leadership as a strategic talent solution for employers

From the employer’s perspective, fractional leaders offer a different kind of strategic advantage.

In Singapore and across APAC, this model is gaining quite traction. For instance, Workforce Singapore (WSG) is piloting employer–fractional matching schemes, while private platforms connect SMEs to fractional leaders for transformation projects. Yet adoption remains early-stage — often limited by misconceptions that fractionals are “freelancers” or “consultants by another name.”

In practice, fractional leadership represents a new layer of contribution in the talent ecosystem — one that blends expertise, autonomy, stewardship, and accountability.

For individuals, it strengthens career health by enabling meaningful work and longevity. For employers, it provides agility, capability transfer, and leadership resilience. And for the broader labour market, it signals a shift toward a new work model where contribution is valued by impact, not by hours or hierarchy.

Learning through fractional pathways

A fractional pathway isn’t just about working differently — it’s also about learning differently.

Each project becomes a mirror. You discover your real strengths, what energises you, how much autonomy you enjoy, the kind of impact that feels meaningful, and the environments where you thrive.

Fractional work sharpens self-awareness. The most successful fractional professionals don’t just deliver outcomes — they stay curious. They treat every engagement as data, refining how they work and who they want to become.

In a world defined by change, this curiosity — about the work and about yourself — becomes a real competitive edge.

What to consider before going fractional

For professionals intrigued by fractional or portfolio work, several considerations can help ensure a sustainable transition:

First, be ready for a mindset shift—from thinking like an employee to operating as an independent professional. In many ways, you become your own enterprise.

Next, be deliberate in how you position yourself. Clients are looking for expertise, accountability, and clear outcomes, not just advice. Strong governance also matters: scope each project carefully, manage conflicts respectfully, and protect your intellectual property.

Also Read: As Singaporeans live longer and healthier, our careers must too

Most opportunities in fractional work come through relationships, so keep your networks active. Stay visible, stay connected, and nurture word-of-mouth. Finally, build in a regular “career health check” by reviewing your balance of money and meaning, capacity and control, and skills and significance. When one area starts to dominate, it’s a signal to adjust.

Fractional work is not about slowing down in your career — it’s about working differently, with autonomy and purpose at the core.

A new vision for career longevity in a changing world

The future of work in Singapore — and globally — will be characterised by fluidity. Professionals will move in and out of roles, projects, and learning cycles. SMEs will mix full-time, contract, and fractional talent to scale flexibly. Senior professionals will teach, lead, and advise without needing a single title or employer.

For policymakers and employers, supporting this evolution means shifting focus from retirement ages to career longevity — creating systems that reward re-skilling, phased work, and diverse contribution models.

For individuals, the message is clear: you are the CEO of your own career portfolio. Build it intentionally. Nurture your career health. Meaningful work doesn’t have an expiry date — it just takes new shapes across time.

Acknowledgement: Sara Gopal, Research Manager, IndSights Research.

—

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

The post Career health in the new economy: What workers want and what employers must rethink appeared first on e27.