Day: August 13, 2026

In a city where a five-minute delay can be the difference between keeping or losing a customer, ride-hailing is often won in the invisible layer behind the app: maps, traffic data, dispatch logic and estimated arrival times.

Singapore-based Ryde is now trying to improve that layer through a strategic partnership with HERE Technologies, the mapping and location data company. The two companies said in a joint statement that Ryde has integrated HERE Location Services into its platform to improve driver matching, routing accuracy and ETA predictions across Singapore.

Also Read: HERE Technologies leads UNL’s US$4.5M funding to ‘pixelise’ the physical world

The deal is not about adding another button to Ryde’s app. It is about making the core ride-hailing experience less uncertain: assigning the right driver, choosing a more realistic route, and telling riders more accurately when their car will arrive.

For Ryde, which is listed on the NYSE American under the ticker RYDE, the partnership comes as competition in Singapore’s mobility market remains intense. For HERE, it is another example of how location intelligence is becoming a key infrastructure layer for transport, logistics and quick commerce platforms in Southeast Asia.

Why routing still matters in a small city

At first glance, Singapore may seem like a relatively easy market for routing technology. It is geographically compact, highly mapped and supported by strong public infrastructure. But the reality for ride-hailing operators is more complicated.

Traffic conditions can shift quickly around expressways, Central Business Districts, schools, malls, industrial estates and housing towns. Roadworks, peak-hour congestion, rain and event-related traffic can all distort estimated arrival times. In ride-hailing, those distortions matter because the platform has to make decisions before the trip begins.

If a system assigns a driver who appears close on the map but is separated by a difficult junction, a congested slip road or a slow-moving arterial route, the rider waits longer and the driver loses time. Multiply that across thousands of trips, and small mapping errors can become operational costs.

Ryde said the integration of HERE’s routing engine and real-time traffic intelligence is aimed at improving dispatch decisions, ETA predictions and navigation through changing road conditions. HERE’s tools use live traffic data and route optimisation algorithms to support more accurate trip planning.

“At Ryde, we’re constantly investing in technologies that improve every journey for both riders and drivers,” said Ryde CTO Nitin Dolli. “Our partnership with HERE strengthens the intelligence behind our platform, enabling more accurate routing, smarter driver allocation and better ETA predictions.”

The hidden economics of better ETAs

For riders, ETA accuracy is a convenience issue. For platforms and drivers, it is also an economic one.

An inaccurate ETA can lead to cancellations, lower trust and poorer driver utilisation. If a driver is sent on a longer-than-expected pickup route, the time spent reaching the passenger is time not spent completing paid trips. If riders are repeatedly told that a vehicle is arriving sooner than it realistically can, they may switch to another platform.

This is why ride-hailing companies invest heavily in what may look like routine back-end upgrades. Driver supply, demand forecasting, route calculation and pricing are all linked. Better routing can help platforms reduce idle time, improve matching and make the app feel more reliable without necessarily increasing the number of vehicles on the road.

In Singapore, that is particularly important because the private-hire and taxi market operates within a tightly managed transport environment. Unlike some larger regional markets where platforms can scale supply more aggressively, Singapore’s vehicle population is shaped by high ownership costs, regulatory controls and strong public transport alternatives. Platforms therefore have to compete not only on price and incentives, but also on reliability.

Also Read: Inside HERE Technologies’ strategy to engage Southeast Asia’s decision-makers

HERE’s Southeast Asia and India General Manager Abhijit Sengupta said ride-hailing platforms depend on accurate location intelligence to keep people and businesses moving. He added that the partnership with Ryde is meant to improve driver utilisation, reduce uncertainty and deliver a better end-user experience.

Ryde’s broader mobility play

Founded in Singapore in 2014, Ryde began with carpooling and has since expanded into private-hire rides, taxis and delivery. The company describes itself as a “super mobility app”, although in practice it operates in a market where the dominant players have much broader ecosystems spanning payments, food delivery, advertising and financial services.

One of Ryde’s key differentiators has been its 0 per cent commission model for private-hire and taxi drivers. Instead of taking a cut from every completed ride in the way many ride-hailing platforms do, the company has sought to position itself as more driver-friendly. That strategy can help attract and retain supply, but it also means Ryde has to be disciplined about other parts of its business model, including technology costs, operational efficiency and customer retention.

The HERE partnership fits into that context. A smaller ride-hailing player cannot always outspend larger rivals on subsidies or marketing. But it can compete by making its service more dependable in specific markets. In Singapore, where users often compare wait times across multiple apps before booking, even marginal gains in pickup accuracy can matter.

The collaboration also reflects a wider shift in Southeast Asian mobility. Ride-hailing platforms are increasingly expected to support adjacent services such as parcel delivery, food delivery and quick commerce, all of which rely on precise location data. A routing engine that works well for passenger transport can also help in dispatching couriers or optimising delivery routes, although Ryde and HERE have framed the current announcement mainly around ride-hailing performance.

A crowded field

Ryde’s most obvious competitor in Singapore is Grab, the region’s largest ride-hailing and delivery platform, which has deep consumer reach and a broad driver network. Gojek, owned by GoTo, also remains a major mobility brand in the city, though its regional footprint has been shaped by strategic pullbacks and market-by-market competition. Local and regional alternatives include TADA, which has promoted a zero-commission approach, as well as ComfortDelGro’s CDG Zig app, backed by Singapore’s largest taxi operator.

Globally, the broader ride-hailing sector is shaped by companies such as Uber, Lyft, Didi and Bolt, though not all operate in Singapore. For Ryde, the challenge is not simply to match those companies feature by feature. It is to carve out a durable position in a market where scale, driver liquidity, trust and app reliability are closely intertwined.

Location data as infrastructure

The partnership also says something about the role of mapping companies in the current phase of mobility. In the early years of ride-hailing, much of the public attention was on consumer adoption, driver recruitment and regulatory battles. Today, more of the competition is happening inside the routing stack.

Maps are no longer static reference tools. They are live systems that feed into pricing, arrival estimates, fleet allocation and delivery promises. This is especially true in Southeast Asian cities, where congestion patterns can be uneven, informal pickup points are common, and road conditions can change quickly.

Singapore is a comparatively orderly market, but it is also demanding. Consumers expect accuracy, regulators scrutinise transport operators closely, and competitors are only a tap away. In that environment, the quality of the underlying location data can shape the user experience as much as the app interface itself.

Also Read: Ryde CEO: ‘NFTs offer greater operational efficiencies in administering a membership programme than traditional systems’

For Ryde, integrating HERE’s technology is unlikely to transform its market position overnight. But it addresses one of the most important questions in ride-hailing: can the platform make better decisions, faster, before the rider even gets into the car?

If it can, the payoff may be felt not in a flashy new feature, but in something more valuable: fewer missed expectations.

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For years, stablecoins were treated mainly as plumbing for crypto trading: a way for traders to move quickly between digital assets without returning to traditional money. That role is now expanding. As more companies, freelancers and cross-border teams look for faster ways to move money, stablecoins are beginning to look less like a crypto niche and more like an alternative payments rail.

Morph, a blockchain infrastructure company focused on stablecoin payments and onchain finance, is the latest firm trying to build for that shift. The company has launched Morph Payments, a non-custodial platform that allows businesses, digital professionals and distributed teams to accept, send and manage stablecoin payments.

Also Read: How stablecoins are quietly reinventing the global dollar system

The first version supports payments in USDC and USDT, two of the world’s most widely used dollar-linked stablecoins. Users can connect a self-custodial wallet, create invoices and payment links, monitor transactions from a dashboard and receive settlement directly onchain. Morph said the platform does not take custody of customer funds.

That point matters. In crypto, custody is not a technical footnote; it defines who controls the money. With Morph Payments, funds are settled directly into the user’s wallet, rather than being deposited with Morph or held by an intermediary before being released.

Stablecoins move beyond trading

The launch comes as stablecoins are gaining wider attention as a tool for commerce, treasury management and cross-border payments. According to Visa’s onchain analytics, adjusted stablecoin transaction volume reached US$10.2 trillion over the past 12 months, up 65 per cent year-on-year.

That figure should be read with care. Stablecoin transaction volumes can include activity across trading, decentralised finance and automated onchain movements, not only payments for goods and services. But the broader direction is clear: stablecoins are no longer used only by traders moving between exchanges. Businesses are testing them for faster settlement, lower-cost international transfers and access to dollar-denominated value in markets where banking rails can be slow or expensive.

This is especially relevant in Southeast Asia, where cross-border commerce is part of everyday business. Freelancers work for overseas clients, e-commerce sellers buy and sell across markets, and startups increasingly hire remote teams across the region. Yet payments often remain fragmented. Bank transfers can take days, fees can be opaque, and smaller businesses may struggle with account access, foreign exchange costs or delayed settlement.

Stablecoins are not a complete answer to those issues. Businesses still face regulatory uncertainty, accounting questions, tax obligations and the practical challenge of converting digital assets into local currency. But for some users, especially those already operating online and across borders, they offer a faster rail for receiving and moving money.

What Morph Payments does

Morph Payments is designed for online businesses, digital freelancers and globally distributed organisations. At launch, it allows users to accept payments in USDC and USDT from customers globally, connect their wallet without depositing funds onto the platform, monitor payment activity through a single dashboard, receive direct onchain settlement at any time, and generate invoices and payment links that lead customers to checkout.

The product is positioned less as a consumer crypto wallet and more as a business payments layer. That means the user experience matters as much as the blockchain infrastructure underneath. Many small businesses do not want to manage wallet addresses, token standards and transaction records manually. They want invoices, payment tracking and a clearer view of what has come in and what has gone out.

“Every major shift in commerce has required new financial infrastructure,” said Renna Ba, Head of Ecosystem at Morph. “As stablecoins become an increasingly important way for businesses to move money globally, payment experiences need to evolve alongside them.”

Ba added that businesses are likely to operate across multiple stablecoins in the same way they operate across multiple currencies today. “The challenge isn’t creating more payment options; it’s making that complexity invisible so businesses can focus on growing, not managing payments.”

Also Read: Stablecoins surge in Southeast Asia 2026: A real shift or just a bridge to CBDCs?

That framing reflects one of the main hurdles for stablecoin adoption. The technology may promise faster settlement, but businesses will not adopt it widely if every transaction requires specialist knowledge. The companies that can hide the complexity while preserving control over funds may have a better chance of moving stablecoins into mainstream commercial use.

The appeal and limits of non-custodial payments

Morph is leaning heavily on the non-custodial nature of the product. Unlike traditional payment processors, which typically receive, process and settle funds into a merchant account, Morph Payments lets businesses connect their own wallet and receive payments directly.

For users, this can reduce counterparty risk. There is no need to wait for a platform to release funds, and no single service provider is holding the customer’s assets. Funds are available once settled onchain, which can improve cash flow for freelancers and small businesses that depend on timely payments.

The trade-off is that self-custody also places more responsibility on the user. If a business controls its own wallet, it must manage private keys, internal controls and security practices properly. Losing wallet access or sending funds to the wrong address can be costly. In traditional finance, mistakes may be reversible. Onchain, they often are not.

This makes education, wallet design and operational safeguards critical. For stablecoin payments to work for mainstream users, platforms need to make self-custody safer and less intimidating without quietly recreating the same custodial risks they claim to avoid.

Why Southeast Asia is a natural testing ground

Southeast Asia has many of the conditions that make stablecoin payments attractive. The region has a young digital workforce, high mobile internet usage, a large creator and freelancer economy, and many small businesses selling across borders. It also has uneven banking access and fragmented payment systems across markets.

A Singapore-based startup may pay contractors in the Philippines, Indonesia or Vietnam. An online designer in Malaysia may work for clients in the US or Europe. A merchant in Thailand may source goods from one country and sell to customers in another. In these cases, payments are not just an administrative step; they affect working capital and day-to-day planning.

Stablecoins can, in theory, make those flows faster. A freelancer who receives USDC or USDT may not have to wait several business days for an international transfer. A business may be able to manage incoming funds around the clock instead of depending on banking hours. For startups with distributed teams, stablecoins may also simplify payments across markets where local banking rails differ sharply.

Still, adoption in Southeast Asia will depend on regulation. Authorities across the region are taking different approaches to digital assets. Singapore has built a relatively mature framework for digital payment token services and stablecoin regulation, while other markets are still clarifying how such instruments should be treated. Any payments platform operating in this space will need to navigate compliance carefully if it wants to serve businesses beyond crypto-native users.

A competitive and fast-changing field

Morph enters a crowded market. Globally, stablecoin payments and crypto checkout are being tackled by companies such as Stripe, which has re-entered crypto payments through stablecoin products; Coinbase Commerce; Request Finance, which focuses on crypto invoicing and payroll; and Triple-A, a Singapore-based licensed crypto payments company. Traditional payments firms are also moving closer to the space, with Visa and Mastercard supporting stablecoin-related settlement and infrastructure initiatives.

In Southeast Asia, the competitive question is not only who can process stablecoin payments, but who can connect them cleanly with compliance, accounting, local currency conversion and business workflows. Many merchants do not want to hold digital assets indefinitely. They may want stablecoin settlement for speed, but still need fiat off-ramps, tax records and integration with existing finance tools.

Morph’s advantage, if it can build it, may come from linking payments to its wider network. The company said the launch “closes the loop” for its ecosystem, allowing customers to use payments received through Morph Payments on trading platforms and yield strategies built on Morph’s network. Morph operates around two networks: a Layer 2 network for stablecoin payments, and Morph Tachyon, a Layer 1 network designed for trading applications and onchain markets.

Also Read: How SMEs are using stablecoins to beat currency swings

That ecosystem approach could appeal to users already comfortable with onchain finance. The bigger challenge is whether Morph can also win over ordinary digital businesses that want the benefits of stablecoins without feeling like they have entered the crypto industry.

The company said more capabilities will be introduced in the coming months. For now, Morph Payments is an early bet on a simple idea: if stablecoins are becoming a financial rail for global commerce, businesses will need tools that make them usable, trackable and less risky.

The stablecoin economy is accelerating. The question is whether products like Morph Payments can make it practical for the businesses outside crypto that move money every day.

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When governments first began talking about regulating social media, the debate revolved around familiar tensions: innovation versus regulation, free speech versus public safety, and economic growth versus platform accountability.

That debate has now entered a different phase.

Across Australia, the European Union and the United Kingdom, child protection has emerged as the political frame through which digital regulation is increasingly being viewed. When online safety becomes primarily about protecting children, governments face far fewer political obstacles to intervening in the digital economy. The question is no longer whether regulation is necessary, but how it should be implemented.

For Singapore, that distinction matters.

The Republic is unlikely to copy Australia’s ban on social media for under-16s or simply import European rules. Our approach to technology governance has traditionally been more pragmatic: encourage innovation while placing clear responsibilities on platforms to manage risk. But the direction of travel is unmistakable. Child safety is becoming one of the defining tests of whether digital platforms deserve public trust.

Recent developments suggest Singapore is already preparing for this new reality. The Online Safety Commission began operations in June, providing victims with a dedicated avenue to seek relief from online harms, while strengthening accountability across the digital ecosystem.

At the same time, the Infocomm Media Development Authority (IMDA) has expanded its online safety regime, requiring stronger age-assurance measures, publishing assessments of major platforms and taking enforcement action where companies have failed to adequately protect users from harmful content.

These are not isolated policy announcements. They reflect a broader shift in regulatory philosophy that businesses should pay close attention to.

History suggests that once an issue is framed around child protection, it rarely moves backwards. Seatbelt laws, restrictions on tobacco advertising and tighter rules around vaping all followed a similar trajectory.

Initial debates focused on individual responsibility and commercial freedom before gradually evolving into questions about implementation and enforcement. Few today would seriously argue that protecting children should take second place to commercial interests.

Also Read: Securing Agentic AI for Singapore enterprises: A reference architecture

Social media appears to be reaching a similar inflection point.

That does not necessarily mean every proposal will prove effective. Australia’s legislation has already prompted difficult questions about age verification, privacy, enforcement and whether determined teenagers will simply circumvent restrictions using VPNs or alternative platforms. Europe is wrestling with similar implementation challenges as regulators seek to balance stronger protections with fundamental rights.

These experiences offer an important lesson for Singapore.

The most effective regulation may ultimately have less to do with restricting access than redesigning digital services themselves.

Around the world, policymakers are increasingly asking whether recommendation algorithms, infinite scrolling, autoplay functions, notification systems and AI-driven engagement tools should be designed differently for younger users. The focus is shifting from content moderation towards product architecture – from policing harmful posts to questioning whether platforms should be engineered to maximise engagement among children in the first place.

That is a more profound change than age verification alone.

For businesses, it signals that ‘safety by design’ could become the next competitive expectation. Companies may increasingly be expected to demonstrate that their products, services and digital experiences have considered children’s wellbeing from the outset, rather than relying solely on parental controls or post-hoc moderation.

Singapore’s regulatory model positions it well for this transition.

Rather than relying on sweeping prohibitions, policymakers have sought to raise standards across the digital ecosystem. IMDA has progressively introduced obligations on social media platforms and app stores, including age-assurance measures designed to reduce children’s exposure to inappropriate content.

Also Read: New Singapore payments code takes aim at hidden mark-ups and misleading “zero fee” claims

More recently, it placed platforms including TikTok and X under enhanced supervision after identifying weaknesses in their ability to detect and remove harmful content, signalling a willingness to hold platforms accountable for outcomes rather than simply prescribing rules.

This reflects an important philosophy. Regulation should go beyond punishing bad behaviour after harm occurs; it should encourage platforms to build safer systems in the first place.

For Singapore’s business community, the implications extend well beyond technology companies.

Consumer brands increasingly market through digital platforms that may face tighter restrictions on advertising or engagement with younger audiences. Financial institutions, healthcare providers and retailers are embedding AI-powered digital experiences into customer journeys. Media companies are rethinking how audiences discover content. All will operate in an environment where public trust and responsible design carry greater commercial value.

Corporate affairs leaders should also recognise that child safety is becoming a reputational issue, not merely a compliance exercise. Investors are placing greater emphasis on governance and responsible technology, while customers increasingly expect companies to demonstrate that digital innovation does not come at the expense of vulnerable users.

The businesses that adapt early are likely to find themselves better placed than those waiting for legislation to dictate change.

Singapore has built a reputation for anticipating global regulatory trends rather than reacting to them. From AI governance to cybersecurity and digital trust, the country has consistently sought to create frameworks that support innovation while maintaining public confidence.

Online child safety presents another opportunity to demonstrate that balance.

Rather than asking whether Singapore should follow Britain or Australia, policymakers and business leaders should focus on the larger question those countries have raised: what does responsible digital innovation look like when child protection becomes a central measure of success?

The answer is unlikely to lie in blanket bans or laissez-faire regulation. It will require governments, platforms and businesses to accept that protecting children is no longer a peripheral policy objective but a core expectation of the digital economy.

The global debate over whether governments should intervene has largely run its course. The harder task now is building digital environments that are safe by design, commercially sustainable and trusted by the communities they serve.

Singapore has an opportunity not simply to follow that conversation, but to help define what comes next.

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For most photographers watching generative AI learn to render skin, fabric and light with unsettling accuracy, the instinct has been to defend the craft.

Vincent Chow, however, did the opposite. The founder of Singapore-based product photography firm SnappyFly decided that if AI was coming for his industry, he would rather be the one driving it in than be run over by it.

Founded in 2018, SnappyFly is a technology-driven product photography company specialising in automated product photography, high-volume e-commerce imaging and AI-powered commercial content production. Through automation, proprietary software and AI, SnappyFly helps businesses create high-quality visual content faster, more efficiently and at enterprise scale.

Also Read: The scarcity mindset is killing creativity, not AI

The startup built its reputation on automating the unglamorous mechanics of product photography for e-commerce brands — the repetitive shoots, the catalogue images, the high-volume work that retailers need but rarely think about. Now the company has launched SnappyFly.ai, a platform that turns a single photoshoot into a full marketing campaign — lifestyle shots, AI-generated models, outdoor scenes and social content, all produced from images captured in-studio.

It is a pivot built on a philosophy Chow repeats often — that technology is not something to be fought. But that framing raises an obvious question: is this genuine conviction, or simply the most convenient story available to a founder who had no real alternative?

The threat was never theoretical

Chow does not dodge the question. “Yes, I actually think AI was a threat and I still think it is today,” he said. “I don’t think threat and opportunity are mutually exclusive.”

He has been in the creative industry for more than two decades, long enough to have heard every argument for why AI could never replace professional photographers: the outputs weren’t accurate enough, the people looked artificial. Chow never found that reassuring. “These were descriptions of AI’s limitations at that moment, not permanent limitations. Technology will improve as it always does.”

Also Read: Magnific bets on human‑led AI infra for marketing and film work

That belief was tested directly. SnappyFly’s early experiments involved using Gemini to place professionally photographed clothing onto AI-generated models. The client noticed immediately that the products didn’t look right and the models didn’t look real. Nothing commercial was lost; it was experimental work. However, it exposed the gap between AI that looks impressive and AI that a brand can actually put its name behind.

The client who wouldn’t pay

That gap produced the moment Chow now describes as the company’s real turning point. Six months after the failed Gemini attempt, SnappyFly tried again with a client, using improved AI tools. This time the images were convincing. The client was impressed and then asked why they should pay for something anyone could generate with freely available consumer tools.

It’s a problem that doesn’t go away with better technology; if anything, it gets sharper. Asked how SnappyFly stops enterprise clients from asking the same question again once today’s techniques are commoditised, Chow doesn’t pretend there’s a permanent fix. “We don’t,” he said. “Technology advances, and that is exactly why we are able to develop our current AI platform when we couldn’t do the same 12 months ago.”

He points to SnappyFly’s own history as the model. When the company first automated its photography workflow in 2018, competitors caught up within 18 to 24 months. The response wasn’t to defend that advantage; it was to find the next one. “Our job isn’t to protect yesterday’s advantage. It’s to keep creating tomorrow’s one.”

Orchestration isn’t the moat; knowing what to orchestrate is

SnappyFly.ai is built on existing AI models rather than proprietary foundational technology, which invites a fair challenge: what stops a well-funded competitor, or a client’s own in-house team, from rebuilding it within a year?

Chow’s answer isn’t that it’s impossible; it’s that it may not be worth doing. “Absolutely, [it can be replicated]. This is the case with most technology-enabled businesses,” he said. The platform’s value, he argues, sits in the workflows and methodologies layered around the models: how shooting techniques and generation techniques are matched to preserve product accuracy, how the automated photography machines feed directly into the AI pipeline. “Our enterprise clients won’t necessarily want to become experts in AI image production. They want commercially usable content.”

Also Read: Thriving in the age of AI: What the media industry must do next

Even that defence has an expiry date, and Chow doesn’t dispute it. Asked what happens the day OpenAI, Google or Adobe ships a native tool solving the exact commercial-accuracy problem SnappyFly was built around, his answer is unusually blunt for a founder discussing his own moat: “Truthfully speaking, we would celebrate it.” The company, he says, is model-agnostic by design, and would simply move to the next unsolved problem.

Betting against his own revenue

Perhaps the sharpest tension in SnappyFly’s pitch is financial. If one shoot can now generate an entire campaign’s worth of assets, that implies fewer reshoots, fewer studio sessions and less billable time, the opposite of what a photography business wants.

Chow accepts the trade-off rather than argues around it. “A customer may need fewer physical shoots, but from each shoot we can potentially help them produce far more usable content,” he said. It means SnappyFly can produce catalogue images, lifestyle visuals, model shots and marketing assets from a single session. “There is obviously some cannibalisation involved here at the initial stage. I’m perfectly comfortable with that. I would rather SnappyFly be the one that champions this technology and cannibalise part of our own traditional photography business than wait for somebody else to do it for us.”

No layoffs, but no illusions either

Creative industries have been among the most publicly anxious about AI displacement, and Chow’s own photographers and designers were not exempt from that unease. He says the pivot has led to role redesigns but no layoffs, largely because the team was brought into the process early, meaning they were shown the tools, given access to experiment, and invited to suggest applications for their own work. “It was never about trimming manpower,” he said. “It was about finding what can set us apart when we use AI for clients.”

The legal grey zone nobody can solve yet

SnappyFly has also built a Responsible AI Framework covering copyright and IP checks, but Chow is careful not to oversell it in a legal environment that remains unsettled globally. “We cannot guarantee or tell a client that our framework… can eliminate legal risks and uncertainties. And I feel it would be irresponsible for us to claim that,” he said. What the framework offers instead is process: human review, documentation, and transparency with clients about how AI was used, reducing avoidable risk rather than promising there is none.

Also Read: How creativity, commerce and AI collide in mid-2026 marketing mix

It’s a fitting note for a company whose entire strategy rests on discomfort with certainty. Chow isn’t claiming SnappyFly has built something un-copyable, or a legal shield that guarantees safety. His bet is narrower and arguably harder to sustain: that the company can keep finding the next problem before someone else does, indefinitely.

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