One of the most overlooked reasons why businesses lose money — whether in outsourcing, sales, partnerships, or overseas investments — is not incompetence or bad luck, but a deeper structural issue: the principal–agent problem.

The principal–agent problem occurs whenever one party (the principal) depends on another party (the agent) to act on their behalf. In theory, both should want the same outcome. In reality, their incentives rarely match.

The agent often gets paid immediately. The principal only wins or loses over time.

So the agent pushes risky, unsuitable, or outright worthless products — with zero accountability.

This gap creates the perfect environment for moral hazard — a situation where the agent takes risks, exaggerates promises, or cuts corners because they don’t suffer the consequences. The reward is theirs. The downside is yours.

We see this everywhere:

• A real estate broker earns a commission upfront, even if the project collapses later.
• A sales consultant overpromises because they’re paid for closing, not delivering.
• An overseas agent recommends a vendor they secretly have a side deal with.
• A “financial advisor” pushes long-term products they barely understand but that give them the highest commission.
• Recruiters sell you a candidate because their incentive is placement, not performance.

In each case, the agent gets their reward long before you experience the true outcome. And by the time you discover the risks, it’s too late.

When the agent’s payoff is front-loaded while the principal’s risk is long-term, misalignment becomes extreme.

Moral hazard doesn’t require malicious intent

Sometimes the agent simply doesn’t know what they’re selling, doesn’t understand the risks, or never has to live with the consequences.

The structure itself encourages overconfidence and under-disclosure.

The incentives make it rational for agents to behave this way — even if it harms the principal.

Also Read: AI’s biggest bottleneck isn’t intelligence but fragmentation: i10X co-founder

Why moral hazard produces predatory behaviour: Because the seller wins even if you lose, this is why so many business deals are filled with:

• Inflated projections that exaggerate the upside
• Minimise or hide risk
• Aggressive persuasion
• Zero accountability
• Fake credibility (watches, cars, “success lifestyle”)
• Attack or gaslight anyone who questions them

Because once they collect the fee, they disappear.

And when you combine:

Information asymmetry (they know more than you about this market)

Principal–agent problem (their goals differ from yours)

Moral hazard (they don’t suffer if they’re wrong)

You get a perfect recipe for:

• Overconfidence
• Deception
• Exploitation
• Bold promises without accountability

This explains why entire industries become magnetised toward unethical behaviour — simply because the system rewards the wrong things.

So how do you fix it?

You don’t fix it with trust. You fix it with structure.

Structuring business partnerships for greater accountability

You don’t fix the principal–agent problem by hoping for good behaviour. You fix it by engineering the incentives so that bad behaviour is punished, and good behaviour is rewarded.

The only proven way to reduce this moral hazard is to align incentives, share risk, and impose accountability.

Create shared “skin in the game”

If the agent benefits only when you benefit, incentives realign instantly.

Examples:

• Profit-sharing instead of upfront fees
• Milestone-based payments instead of full deposits
• Escrow release tied to verified outcomes
• Advisors who invest in the same assets they recommend
• Consultants paid based on measurable deliverables

This transforms the relationship from: “Your risk, my reward” → “Our performance, shared reward.”

If the agent refuses performance-linked compensation, that’s a red flag.

Break the information asymmetry

The principal–agent problem amplifies when the agent knows 10x more than the principal.

You fix this by:

• Third-party verification
• Independent due diligence
• Local experts auditing claims
• Transparent documentation
• Competitor comparison
• Data access (not only brochures)

Use escrow and controlled payment structures

Most predatory deals survive because payment is front-loaded.

We solve this with:

• Escrow accounts
• Release-by-milestone payments
• No commission until a quality check is passed
• Split payments tied to measurable deliverables

When agents know they won’t get paid unless the job is real, inflated promises disappear.

Align incentives with long-term outcomes

The principal–agent problem is a timing problem:

• The agent gets paid now.
• The buyer suffers consequences later.

Solutions:

• Tie fees to long-term performance
• Lock advisors into accountability periods
• Require warranties or after-sales responsibilities
• Stagger commissions so payout matches the risk window

This discourages short-term “pump and dump” behaviour.

Increase transparency

Misalignment thrives in the dark.

Reduce it by:

• Open-book reporting
• Shared dashboard of project status
• Mandatory disclosure of incentives
• Conflict of interest declarations
• Recording sales calls/documentation

When incentives are visible, bad actors can’t hide them.

Also Read: How to spot the signals that move the needle: A Founder’s guide to cutting through the clutter

Certifications, vetting, and competence checks

Unqualified agents cause as much harm as malicious ones.

Solutions:

• Minimum knowledge requirements
• Mandatory training on product risks
• Verified local licensing
• Background checks
• Complaint history reviews

Many “sales agents” don’t even understand what they’re selling — eliminating incompetent agents protects the principal.

Separate advice from sales

This is the reform that transformed modern financial regulation.

To reduce misaligned incentives:

• The advisor should not be the seller
• The seller should not be the evaluator
• The promoter should not structure the fee
• Advice should be fee-based, not commission-based

When the same person advises you and sells to you, chances are that you will end up on the losing side of the trade.

Build feedback loops + consequences

Bad agents thrive because there is no downside for deception.

Fix this with:

• Blacklisting bad vendors
• Public reviews
• Performance scoring
• Contractual penalties
• Mandatory refunds for negligence

Give the agent something to lose for bad behaviour and create a structure to encourage positive change.

Also Read: A Founder’s field guide on 10x talent

The danger isn’t just “bad people.” It’s bad incentives that reward bad behaviour.

When incentives change, behaviour changes.

And in global markets — especially cross-border investments, outsourcing, and vendor sourcing — solving the principal–agent problem is the difference between sustainable growth and expensive mistakes.

Because when the ecosystem is structured to protect the principal, corruption declines, quality improves, and everyone performs better.

In the end, moral hazard is not about morality — it’s about incentives.

In summary: Fix incentives → reduce moral hazard → improve markets → protect investors.

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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.

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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.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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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.

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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.

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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.

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Most regional indices closed lower, weighed down by anxieties over US technology earnings and the looming announcement of President Donald Trump’s nominee for Federal Reserve chair. While Japan’s Nikkei 225 managed to stay slightly in positive territory amid choppy trading, Hong Kong and mainland Chinese benchmarks retreated, ending what had otherwise been a strong monthly rally. The divergence in performance underscored the growing sensitivity of global markets to both domestic policy signals and external shocks.

At the heart of the day’s market dynamics lay two dominant narratives:

• First, concerns mounted over whether the massive artificial intelligence investments made by US tech giants would translate into tangible returns. Mixed earnings reports from major firms failed to reassure investors, casting doubt on the sustainability of the AI-driven valuation surge that has powered equity markets in recent quarters.
• Second, anticipation built around the imminent nomination of the next Federal Reserve chair. With interest rate policy hanging in the balance, traders braced for potential shifts in monetary direction under a new leadership aligned with the Trump administration’s economic priorities. These dual uncertainties created a risk-averse backdrop across Asia.

This aversion to risk extended beyond equities into currencies and commodities. The US dollar strengthened as a traditional safe haven, while gold, typically a refuge during geopolitical stress, unexpectedly declined. This unusual move signalled that capital was not rotating into traditional hedges but instead retreating broadly from speculative exposure. Notably, Indian markets bucked the regional trend. The Sensex closed at 82,566.37 and the Nifty at 25,418.90, lifted by domestic optimism ahead of the Union Budget. India’s relative insulation highlighted how localised fiscal expectations can temporarily override global headwinds.

Meanwhile, the cryptocurrency market experienced a sharp contraction, shedding 6.82 per cent in 24 hours to settle at a $2.78 trillion valuation. This decline did not stem from internal protocol failures or regulatory crackdowns but from a cascading geopolitical risk-off event. Specifically, President Trump’s explicit threat of military strikes against Iran triggered a broad flight from all assets perceived as risky.

In this environment, crypto behaved not as a decentralised hedge but as a correlated risk asset, moving in near lockstep with equities and commodities. The correlation between crypto and gold reached an unusually high 88 per cent, confirming that macro forces, not blockchain fundamentals, were driving price action.

Also Read: Low liquidity, high stakes: Why this crypto pullback feels different

The primary catalyst was clear. Escalating US-Iran tensions injected acute uncertainty into financial markets. Investors, fearing broader conflict and potential oil supply disruptions, reduced exposure across the board. Crypto, despite its narrative as a non-sovereign store of value, proved vulnerable to the same macro fears affecting traditional markets. This moment laid bare a critical reality. In times of acute geopolitical stress, crypto still trades as part of the risk spectrum rather than outside it.

Compounding the sell-off was a violent unwinding of leverage. Over US$363 million in Bitcoin long positions were liquidated within 24 hours, a 175 per cent increase from baseline levels. This forced selling created a negative feedback loop. Falling prices triggered more margin calls, which accelerated the decline further.

Market sentiment deteriorated rapidly, with the Fear and Greed Index plunging to 28, deep into fear territory. Funding rates turned negative, averaging -0.00215 per cent, indicating that short sellers now dominated the derivatives market and were effectively being paid to maintain bearish positions. Open interest stood at US$608 billion, but its stability remained precarious as longs continued to exit.

Looking ahead, the market faces a pivotal juncture. Technically, the US$2.79 trillion level serves as a crucial support pivot. Holding this zone could allow for stabilisation if geopolitical tensions ease. A decisive break below opens the path toward the yearly low of US$2.42 trillion, particularly if institutional demand continues to wane. Bitcoin ETF flows on January 30 will offer a telling signal. Sustained outflows would confirm that even large players are adopting a defensive stance, reinforcing downward pressure.

This episode underscores a recurring theme in crypto’s maturation. Its increasing integration into the global macro framework means it no longer operates in a vacuum. Instead, it responds to the same geopolitical tremors, monetary policy shifts, and risk sentiment swings that govern equities and commodities. The notion of crypto as a crisis hedge remains aspirational unless it can decouple during true black-swan events, a test it has yet to pass convincingly.

Also Read: The great rotation: Why investors are balancing record gold with high risk crypto

Moreover, the role of leverage cannot be overstated. The US$363 million liquidation wave reveals how fragile market structure can amplify external shocks. While decentralisation promises resilience, the reality is that centralised exchanges, derivative platforms, and leveraged traders create systemic vulnerabilities that mirror traditional finance. Until these structural imbalances are addressed, crypto will remain susceptible to cascading sell-offs driven by macro panic.

In conclusion, January 30, 2026, marked another chapter in crypto’s evolution from fringe experiment to integrated financial asset, one that shares the burdens and behaviours of the broader market. The path forward hinges not on code or consensus alone, but on the unpredictable currents of global politics and investor psychology.

Whether this moment becomes a temporary dip or the start of a deeper correction depends on de-escalation, institutional resolve, and the market’s ability to hold its psychological and technical supports. Until then, crypto remains tethered to the world it once sought to transcend.

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New data from Angel Investment Network (AIN) is challenging long-held assumptions about who is driving Asia-Pacific’s startup boom, revealing that the region’s entrepreneurs are overwhelmingly older, more experienced, and still hungry for billion-dollar success.

According to the AIN Asia Pacific Founder Survey 2026, 70 per cent of founders in the region are over 45, overturning the popular image of the “young tech prodigy” leading the charge. Far from stepping back into retirement or pursuing quieter ventures, these mid-career entrepreneurs are doubling down on high-growth ambitions. The survey found that 39 per cent of startups still aim to reach “unicorn” status—a valuation of US$1 billion.

Conducted online with 83 startup founders in Hong Kong and Singapore in November and December 2025, data from the survey also suggests these entrepreneurs are more likely than their Western counterparts to commit fully to building their companies. While 50 per cent of founders in the US maintain a secondary job to support their ventures, 56 per cent of Asia-Pacific founders are working exclusively on their startups.

Only a minority split their time, with 21 per cent working full-time and 23 per cent working part-time elsewhere. The survey indicates that older founders may be drawing on personal savings, established networks, and years of professional experience to focus entirely on scaling their businesses.

Despite the intense pressure of pursuing hyper-growth, optimism remains high. The survey found that 59 per cent of founders feel optimistic about the year ahead, including 41 per cent who described themselves as very optimistic.

Also Read: Why adults are encouraged to use AI but students are not: Rethinking what learning really means

Still, the ambition comes with significant personal sacrifice. Mental health was cited by 22 per cent of respondents as their highest non-financial cost, followed by friendships (19 per cent), family (19 per cent), and sleep (18 per cent).

Due diligence gap

Funding trends are also evolving rapidly, with entrepreneurs in the region increasingly looking beyond domestic markets for investment. A striking 72 per cent of Asia-Pacific startups are now seeking a mix of local and international investors, while 27 per cent are targeting international backers exclusively.

Only one per cent of founders are relying solely on local fundraising.

The shift highlights how Asia-Pacific entrepreneurs are positioning their ventures for global growth from the outset, rather than building locally first.

The survey also revealed a key vulnerability in fundraising practices: a due diligence gap. While entrepreneurs are aggressively pursuing investors, 25 per cent admitted they perform no due diligence beyond a quick online search. Only 30 per cent conduct comprehensive checks such as legal verification or speaking with other founders.

The report warned that in an environment where cash flow is the top challenge for 78 per cent of startups, choosing the right investor can determine whether a company scales successfully or struggles.

On the back of the findings, AIN announced it is launching a new content series aimed at improving fundraising efficiency and helping entrepreneurs focus more time on building their businesses.

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The lead image in this article was generated by AI.

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Asia-Pacific’s startup ecosystem is undergoing a quiet but profound transformation, and it is not being led by the young entrepreneurs that popular culture often celebrates. Instead, a new founder profile is emerging: one defined by experience, maturity and a willingness to commit fully to the high-stakes pursuit of growth.

For years, the global startup narrative has been dominated by the idea of the youthful tech prodigy: the university dropout with a hoodie, an app idea and a billion-dollar valuation in sight. But new data from Angel Investment Network suggests that this stereotype is increasingly outdated in Asia-Pacific. With 70 per cent of founders now over 45, the region’s entrepreneurs are proving that innovation does not belong exclusively to the young.

This shift matters because it signals a maturing startup environment. Older founders often bring more than ambition; they bring industry expertise, operational discipline and professional networks built over decades. They have seen markets rise and fall, understand customer pain points more deeply, and are often better equipped to build sustainable businesses rather than chasing hype.

In many ways, this new generation of mid-career entrepreneurs represents a different kind of startup leader: one less focused on disruption for disruption’s sake, and more focused on execution. Their companies may be rooted in real-world problems they encountered throughout long careers, whether in finance, logistics, healthcare or manufacturing. This could lead to a stronger pipeline of startups solving practical challenges, rather than simply chasing the next trend.

Also Read: Fear and greed at 28: Why traders are fleeing crypto right now

The implications extend beyond the founders themselves. As the ecosystem evolves, investors, accelerators and policymakers may need to adjust their assumptions about who an entrepreneur is. Support structures that have traditionally targeted younger founders must expand to recognise entrepreneurship as a lifelong pursuit, not a phase confined to one’s twenties.

Alongside this new founder profile is another defining trend: a marked increase in full-time commitment. The survey found that 56 per cent of Asia-Pacific founders are working exclusively on their startups, a higher share than in the US, where many founders maintain secondary jobs.

This is significant. Building a company is rarely a part-time endeavour, especially when the goal is hyper-growth. Full-time commitment often translates into faster decision-making, stronger momentum and greater clarity of purpose. Entrepreneurs who dedicate themselves completely are better positioned to scale products, attract talent and compete globally.

At the same time, this level of commitment reflects both confidence and sacrifice. Older entrepreneurs may be leveraging personal savings or financial stability built over years of employment, enabling them to focus entirely on their ventures. But it also raises important questions about accessibility. If entrepreneurship increasingly requires the cushion of mid-career resources, will younger founders find it harder to enter the arena?

Ultimately, Asia Pacific’s startup story is becoming less about youthful mythology and more about seasoned ambition. The rise of experienced entrepreneurs and their willingness to commit full-time signals a new phase of ecosystem growth—one that could produce stronger, more globally competitive companies.

The Unicorn dream is still alive. But in Asia Pacific, it is being pursued not by the youngest founders in the room, but by those with the longest view of what it takes to build something lasting.

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The lead image in this article was generated by AI.

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Southeast Asia’s food delivery sector is entering its consolidation era, and 2025 has made that trajectory difficult to ignore. The persistent speculation around a Grab-GoTo merger reflects more than corporate gossip; it signals an industry reaching the limits of fragmented competition. With Grab controlling more than half of regional food delivery GMV, the market is no longer wide open terrain but a concentrated battlefield where scale determines survival.

Indonesia sits at the centre of this end-game. Growth remains strong, yet Gojek’s shift toward profitability has created openings for rivals to expand. Investor patience for endless subsidy-driven rivalry is thinning, and leadership changes at GoTo only intensify the sense that structural change is approaching.

Vietnam offers a clear lesson: in a high-cost, high-risk market, being the third player is often unsustainable. Gojek’s withdrawal underscores the brutal economics of food delivery, where ecosystem depth and market dominance matter more than early entry.

What makes Southeast Asia distinct, however, is the political overlay. The emergence of Indonesia’s sovereign wealth fund Danantara as a stakeholder highlights that consolidation is not just a business decision but a national one.

Ultimately, the region is moving toward fewer, stronger platforms. The only question is whether consolidation arrives through merger headlines or quieter market exits.

REGIONAL

Southeast Asia startup funding hits US$5.4B in 2025: report: The total deal count (461) was among the lowest in over six years, with a slight increase in H2 2025 compared to H1, driven by a few large rounds. Singapore accounted for more than 60% of regional deals, while Vietnam, Malaysia, and the Philippines saw drops.

Kopi Kenangan posts first profitable year as it expands to 1,324 stores across six countries: Kopi Kenangan posted its first profitable full year in FY2025, with US$184M revenue and US$17M profit. It expanded to 1,324 stores, strengthened governance, and prepared for a future IPO.

HeyMax’s US$11M raise signals a new era of programmable travel loyalty in Asia: Singapore-based travel loyalty startup HeyMax raised US$11 million Series A led by Peak XV, with strategic and angel backing, to expand its AI-driven cross-border rewards platform and universal travel wallet across Asia-Pacific.

Travel is back, and it’s more cutthroat than ever: With international arrivals projected to hit a staggering 1.58 billion this year, surpassing pre-pandemic peaks by 5 to 7 per cent, the industry has shifted into a high-stakes, hyper-competitive landscape where digital laggards face extinction.

Singapore orders Meta to expand anti-scam facial recognition on Facebook: This follows a 2025 directive requiring facial recognition and other steps to protect certain government officials. Reports show a decline in scams involving those officials, but scammers now target others not covered before.

Indonesia warns Grok AI could be blocked over compliance issues: Authorities say that non-compliance could lead to such action, following the launch of new biometric registration rules. The platform, owned by Elon Musk’s X, has already implemented regional restrictions, including geo-blocking for Indonesia.

FEATURES & INTERVIEWS

The subsidy wars are ending and only two will survive: The annual Food Delivery Platforms in Southeast Asia report by Momentum Works suggests that while regulatory and political complexities continue to stall a formal union, further market consolidation is not just a possibility—it is structurally unavoidable.

The China playbook comes to Southeast Asia’s food apps: As 2026 approaches, the success of a platform will no longer be measured by how much it can charge per order, but by how many millions of low-margin orders it can orchestrate through its ecosystem without breaking the unit economics of its delivery fleet.

The quiet layer keeping the chip boom alive: Singapore-based Global TechSolutions supports the semiconductor boom by refurbishing and upgrading critical fab tools to OEM-level reliability, reducing downtime, improving yields, and enabling near-site agility, audit-ready performance, and resilient supply chains.

The algorithm is the new head chef: In 2025, Southeast Asia’s food delivery platforms have evolved into demand orchestrators, shaping restaurant pricing, visibility, and customer flow through dine-out deals, advertising, and data asymmetry, increasing merchant dependency.

INTERNATIONAL

Microsoft loses US$357B in market cap after stock drop: The market cap dropped to US$3.2T after its stock declined about 10% on Jan 29, the largest daily fall since March 2020, following a disappointing earnings report. Its cloud growth for Azure and other services was reported at 39%, slightly below analysts’ expectations of 39.4%.

Amazon reportedly in talks to invest up to US$50B in OpenAI: The company has previously invested billions in OpenAI’s competitor, Anthropic. OpenAI is also engaging with other investors, with a potential total funding round nearing US$100B, including contributions from firms like SoftBank.

Why Antler is going all-in on Japan’s earliest-stage founders: Antler is doubling down on Japan’s startup ecosystem, investing US$1.55M across 10 startups in 2025 and increasing 2026 pre-seed cheques, signalling confidence in Japan’s rise as a global deeptech innovation hub.

Anthropic faces US$3B lawsuit over use of 20,000 music files: A group of music publishers, including Concord Music Group and Universal Music Group, allege the company illegally downloaded over 20,000 copyrighted songs, sheet music, and lyrics. The lawsuit claims the downloads involved piracy and were used to train Anthropic’s AI models.

Paytm reports US$270M Q3 net profit: In comparison, the Indian fintech company reported a loss of US$250M a year earlier. The profit in Q3 was driven by growth in its financial and payment services business.
The company noted that it maintained control over costs during the period.

Coupang’s interim CEO face police questioning over a data breach: Harold Rogers had previously defied two police summonses. The investigation follows Coupang’s announcement that the suspect behind the breach saved personal data of about 3,000 users, a figure criticised by the science ministry.

CYBERSECURITY

From fraud fighters to zero-trust builders: SEA’s cyber stars: From incident response and threat intelligence to fraud prevention, identity security, and zero-trust infrastructure, a new wave of startups is stepping up to address the region’s evolving security challenges.

Code, power, and chaos: The geopolitics of cybersecurity: Undersea fibre-optic cables are vital to global communication, trade, and security, yet rising geopolitical tensions and cyber threats make them vulnerable. Experts urge layered defenses, smarter regulation, and international cooperation to protect digital infrastructure.

How cybersecurity companies can build trust through digital PR: Public relations is essential for cybersecurity firms to build trust, communicate expertise, manage crises, and strengthen credibility. Strategic PR combines thought leadership, transparency, storytelling, and crisis preparedness to reinforce authority.

How cybersecurity crises are redefining corporate accountability: Cybersecurity is now a leadership and stakeholder trust issue, not just technical defence. Penta’s report shows incident response, transparency and executive accountability shape reputation, regulation and investor confidence more than breaches.

SEMICONDUCTOR

Microsoft CEO says company will keep buying Nvidia, AMD chips: Microsoft has begun deploying its first homegrown AI chips, named Maia 200, in its data centers, with plans to expand deployment soon. Despite this, CEO Satya Nadella said the company will continue purchasing chips from Nvidia and AMD due to ongoing supply challenges.

Tencent-backed AI chipmaker Axera plans US$379M Hong Kong IPO: Founded in 2019, Axera designs AI inference chips for on-device computing, edge inference, and smart vehicles, with its processors enabling real-time visual data processing. The company is offering 104.9 million shares at HK$28.20 (US$3.6) each.

Nvidia helps develop DeepSeek model: US lawmaker: Representative John Moolenaar said Nvidia helped DeepSeek optimise its R1 AI model using H800 processors through joint algorithm, framework, and hardware development. He argued this support allowed DeepSeek to achieve advanced performance, undermining US export restrictions on high-end chips.

AI

Why most founders misuse AI, and what breaks when you scale it: AI-first systems don’t fail first through technology, but through broken trust. In real communities, AI amplifies founder intent, boundaries, and accountability, accelerating clarity or quietly eroding relationships at scale.

Singapore’s AI adoption surges, but data complexity raises security risks: Report: Singapore enterprises are rapidly adopting AI, with strong early success, but Hitachi Vantara warns rising data complexity and cybersecurity risks could weaken governance, resilience and long-term ROI.

AI adoption is the easy part; scaling it safely is the real challenge: Singapore enterprises have widely adopted AI, but long-term ROI remains uncertain. Hitachi Vantara warns that data complexity and cybersecurity risks threaten scalability, pushing organisations toward stronger infrastructure, governance, and security-first strategies.

Why adults are encouraged to use AI but students are not: Rethinking what learning really means: Schools often ban AI as cheating, while adult learning celebrates it as empowerment. Seniors use AI for curiosity and growth. Education should teach responsible exploration, making learning safe, human, lifelong, and joyful.

The great stabilisation: Why 2026 will be the year AI “grows up”: AI is shifting from hype to practical impact by 2026. Competitive advantage will come from proprietary data, specialised smaller models, agentic workflows, ambient hardware, precise video tools, content quality safeguards, and ethical regulation.

THOUGHT LEADERSHIP

How eSIM can cut costs, boost CX, and simplify global operations for APAC startups: eSIM in APAC is shifting from a travel convenience to essential business infrastructure. Enterprises and OTAs can gain cost control, operational efficiency, scalable device management, and better customer experience by adopting eSIM beyond tourism.

The independent director’s mandate in Asia: Stewardship, strategy, and long-term value: Independent directors in Asia are vital stewards of resilience and long-term value, guiding strategy, innovation, risk oversight, ESG accountability, and human capital, while exercising independent judgment amid complex stakeholder expectations.

Low liquidity, high stakes: Why this crypto pullback feels different: Asian markets were mixed as tech stocks paused and geopolitical tensions lifted gold and oil. Japan and China slipped, Hong Kong fell, while Korea rose. Crypto weakened amid ETF outflows and regulatory uncertainty.

Digital banks win transactions, not loyalty: A missed opportunity in Indonesia: Indonesia’s digital banks show rapid growth in users and transactions, but most customers use them mainly for payments and promotions, not saving or wealth-building. Long-term trust, engagement, and habits remain key challenges.

Fractional investing: Turning spare change into market exposure: Fractional investing lets people buy small portions of shares or ETFs, making markets more accessible and affordable. It helps young investors diversify gradually, but requires discipline and planning to avoid risky, unstructured purchases.

The foundation of Southeast Asia’s tech future: Southeast Asia must treat AI as core infrastructure, not a feature, to unlock trillion-dollar GDP growth. Regional complexity fosters global-ready AI platforms, requiring AI-native operations, sovereign models, and sustainable physical infrastructure.

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