Skribe Medical

Surviving cancer can come with a cruel footnote. Some of the therapies that shrink tumours can quietly weaken the heart. Clinicians call it cancer therapy-related cardiac dysfunction (CTRCD), and catching it early usually means repeated echocardiograms, the heart ultrasounds that demand separate appointments, trained sonographers and, too often, a pause in treatment while oncologists wait for results.

Skribe Medical, a US medtech startup, wants to replace part of that routine with a sticker. Its Aurora System pairs a multi-sensor adhesive patch with AI to estimate left ventricular ejection fraction (LVEF). This is the share of blood the heart’s main pumping chamber pushes out with each beat, and it is the number oncologists watch most closely for signs of trouble.

Also Read: Singapore’s Tikva targets solid cancer barrier with US$8M Series A

The company said this week that Aurora has been selected for the US Food and Drug Administration’s READI-Home Innovation Challenge. It also said more than 800 patients have enrolled in its NOECHO clinical study across 10 US sites and one in Southeast Asia. The study compares the patch’s readings with echocardiography, which is still the gold standard.

A seat at the FDA table, not a green light

The READI-Home selection is worth reading carefully. It gives Skribe early engagement and feedback from the regulator as it designs a version for home use. It is not marketing authorisation, and Skribe itself states plainly that it guarantees nothing about any future submission. The company has earned a conversation, not a clearance.

Nor has Skribe published accuracy figures from NOECHO. Enrolment numbers tell you a trial is moving. They tell you nothing about whether a patch on the chest can match a sonographer’s probe, and that is the figure cardiologists, investors and eventually regulators will be waiting for.

Co-founder and CEO Ryan Neely frames the pitch around patient burden rather than technology. “Cancer patients already face a demanding treatment journey. Checking their heart function should be easier to fit into that care,” he said. The near-term plan is a point-of-care test that fits into a regular oncology visit. Home monitoring is the longer-term ambition.

The founders are Neely, CTO Josh Kay and Chief Scientific Officer Andrew Bohannon. They previously worked together at iota Biosciences, the wireless bioelectronics firm acquired by Astellas Pharma. That pedigree matters in medtech, where the distance between a working prototype and a regulated product is measured in years.

Why a US heart patch is running trials in Southeast Asia

The more interesting story for this region sits further down the press release. Skribe’s lead backer is SeaX Ventures, which led its US$1.65 million pre-seed round alongside GoAhead Ventures and Marin Sonoma Impact Ventures. SeaX, headquartered in San Francisco and announcing the news from Bangkok, did more than write a cheque. It connected Skribe with hospital partners in Southeast Asia and helped recruit more than 100 patients for its studies.

Managing Partner Dr Kid Parchariyanon calls this the firm’s “Time Machine” thesis: pairing US innovation with Southeast Asia’s clinical expertise and hospital networks. “For deeptech founders, access to capital is only part of the challenge. They also need the right clinical partners to build evidence and a credible path to market,” he said. SeaX has spread its bets widely, from a seed round in precision fermentation startup Melazyme to a strategic investment in AI gaming firm Onibi.

The logic holds up. Medical AI tested mostly on Western patients has a well-documented habit of stumbling on people who look nothing like its training data, so evidence gathered across diverse patient populations strengthens any future regulatory file. The region’s high-volume private hospitals can also recruit quickly, and Bangkok’s in particular have shown an appetite for new technology, with some turning to agentic AI to overhaul patient services.

Also Read: Stanford-born SPARK enters SEA through health innovation hub partnership

But the arrangement deserves a sceptical eye. Southeast Asia has a long history of serving as a faster, cheaper testing ground for products ultimately priced for richer markets. If the region’s patients help validate Aurora, the fair question is whether they will also be early beneficiaries once it is approved, or whether they will wait behind American health systems. Skribe talks of taking precision medicine beyond well-resourced health centres, which suggests the intent is there. The commercial plan for this region has not been spelled out.

There is an ecosystem angle too. Southeast Asian founders have struggled to attract healthtech investment even during the AI boom, and the region’s cancer response is outpacing its policies and capital. A homegrown cardio-oncology company would be welcome. For now, the region is supplying the hospitals and the patients rather than the startup.

A crowded race to read the heart without an ultrasound

Skribe is not alone in trying to estimate cardiac function without a full echo. Eko Health, the California digital stethoscope maker, has an FDA-cleared algorithm that flags low ejection fraction during a routine exam. Anumana, spun out of nference, does something similar from a standard ECG. UK-based Ultromics and GE HealthCare, which bought Caption Health in 2023, use AI to make echocardiograms faster and easier to perform.

Closer to home, Singapore’s injewelme raised US$1.2 million to scale contactless vital-signs technology, though it targets general monitoring rather than cancer care. Skribe’s bet is narrower: a wearable built specifically for oncology, where repeated testing over months creates a recurring need.

That focus is both its edge and its risk. Oncology gives Skribe a clear clinical use case and motivated buyers. But US$1.65 million is a thin budget for a company running an 11-site study and preparing for a US regulatory path, so a much larger round looks inevitable.

The ‘wearable intranet’ moonshot

In parallel, Skribe is developing Resonant Body Power and Communication, a platform that sends power and data across the body’s surface between a central hub and battery-free sensors. The company calls it a “wearable intranet”. If it works, clinicians could place several cheap sensors on a patient without charging or pairing each one.

Also Read: A*STAR, SingHealth spin-off Bioactivx lands US$3M for next-gen wound care

It is an ambitious second act for a company that has yet to clear its first product, and investors will want Aurora’s numbers before they fund it.

Still, the model on display may outlast the product. If SeaX can repeatedly turn Southeast Asia’s hospitals into a validation engine for foreign deep tech, the region’s real export may be clinical evidence itself. The harder question is whether it can also keep some of the value that evidence creates.

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As a Venture Capital (“VC”) investor, making timely and data-driven investment decisions sits at the core of what we do.

Yet, we often come across common problems within our investment process. These have traditionally created bottlenecks, inefficiencies and ultimately sometimes lead us to making untimely or wrong investment decisions.

The traditional VC investment process

• Deal origination: The deal sourcing

These initally come from warm intros, investor/founder referrals or cold outreach. Our ideal pipeline scenario would be “high-quality, low-volume” but in reality it is sometimes the other way around. As a boutique venture fund, approximately 100-120 deals would come across our table each month.

• Deal screening: The deal vetting

The 3-minute pitch deck scan and/or video review. This process has been labour-intensive, yet cognitively bias. We generally vet down to about 10% of the pipeline – so anywhere between 10-12 projects each month.

• Deal evaluation: The due diligence

The investor-founder interaction really begins here – from initial investment meet, Q&A calls to data room audit and length investment memo drafts. Information and communication are often fragmented. After an initial meet, we generally further the evaluation process with up to 3 projects each month.

Also Read: SEA’s venture capital shifts from mega-rounds to AI and SaaS

How AI has helped as a productivity tool

With AI, the high-impact, quick win for us has really been on the productivity side around screening and evaluation.

We were able to build a proprietary vector database that utilises:

• LLM which helps convert unstructured pitch decks and financial models into structured data
• Data engineering that extracts, transforms and loads API feed data across a variety of social platforms. It can help identify for instance, a high profile technical talent that has just announced a new stealth project, adding a prospect in additional to our traditional pipeline.
• RAG and prompt context engineering to transcribe audio and video data

Also Read: Good ideas are everywhere, venture capital isn’t

The above enables our in-house LLM evaluation matrix to do its work, creating beneficial impact via actions such as:

• Benchmarking market sizing and sector analysis in pitch decks to external database
• Tracking digital footprint of startups from product development to hiring
• Detecting contradictions from a founder’s statement versus a call transcript from two months ago

Next step: The decision making

The investment decision remains an area that needs to be worked and finetuned.

A part of that is on us being able to quantify and accurately input the drivers behind our judgement and decision making.

But as a VC investor, AI has made our investing interesting not only from the exciting projects we see in the sector, but also making our lives easier from a productivity perspective.

—

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Mattresses are an odd thing to sell online. People buy one perhaps once a decade, want to lie on it before paying, and rarely boast about it to friends. Lunio, a Bangkok-born mattress-in-a-box brand, spent nine years proving that Thai and Taiwanese shoppers would buy one through a screen anyway. Now its parent wants to find out whether they will buy LED face masks and massage devices from the same company.

Horizon Group, the consumer wellness company behind Lunio, has raised US$12.5 million in a Series A round from Vertex Ventures Southeast Asia & India, the sole investor. The Bangkok-headquartered company operates in Thailand, Taiwan, Vietnam and Malaysia.

Also Read: The working capital trap: Lessons from Indonesia’s first D2C generation

The money will go into product development and into stretching Lunio beyond sleep into ergonomics, recovery and beauty, alongside a wider push across Asia Pacific.

From latex mattresses to LED therapy

Launched in 2017, Lunio built its name on natural latex mattresses sold largely online. Its range now spans mattresses, adjustable beds and cooling bedding, all developed in-house through Lunio Labs, an R&D unit that draws on sleep science, material science and ergonomics. The pitch is straightforward: science-led products at prices that undercut premium international brands.

The next catalogue looks rather different. Horizon is moving into ergonomic furniture, recovery and massage devices, and beauty technology such as facial devices and LED therapy.

“Our vision has always been bigger than sleep,” says Robert Fong, founder and CEO of Horizon Group. “We are building a wellness technology ecosystem for Asia-Pacific, rooted in science and designed to help people feel, move and look better every day. Lunio established our foundation in sleep. Now, we are applying the same approach to recovery and beauty.”

Lunio says it has a combined following of more than 4.3 million across its social media and marketplace channels in Thailand and Taiwan. That is a sizeable audience to cross-sell to, though followers are not repeat buyers, and the company has not disclosed revenue, profitability or customer numbers.

Why Vertex is betting on the bedroom

Vertex Partner Puiyan Leung says Lunio has established itself as the leading D2C sleep provider in Thailand and Taiwan and “has also demonstrated a clear pathway for regional scale”. Leung frames the bet around wellness at home: “The health and wellness market is expanding rapidly, driven by strong consumer demand for health-conscious living and the belief that true wellness begins at home.”

The deal adds another consumer brand to a Vertex portfolio better known for tech names such as Grab, Nium and PatSnap, though it also counts consumer plays such as FirstCry, Licious and RPG Commerce.

Also Read: As venture funding retreats, Thailand’s corporate investors gain more power

The wider thesis rests on a channel shift. Across Southeast Asia, the move to buying online is opening up categories that were traditionally offline, such as mattresses and furniture, and growing the market for at-home recovery and beauty devices. Those categories are mature in the US, Japan and South Korea but still early in much of the region, which, Horizon argues, leaves room for brands that can deliver credible products at accessible prices.

A crowded bed and a busier beauty counter

Lunio will not have the bedroom to itself. In Taiwan, it competes with German D2C brand Emma and home-grown Sleepy Tofu, while legacy names such as Sealy, Simmons and Dunlopillo still dominate showroom floors across the region. In Malaysia, local D2C sleep brand Origin has chased the same mattress-in-a-box shopper for years.

The beauty-tech aisle is arguably tougher. At-home LED masks and facial devices are a category Korean and Japanese brands have spent years building, and the consumers Lunio is courting can already buy them on the same marketplaces where it sells beds. The category is also shifting fast as AI reshapes how beauty is sold.

Horizon’s advantage, if it holds, is distribution and trust. A brand that persuaded people to buy a mattress unseen has already done the hard work of earning credibility. Whether that credibility transfers from the bedroom to the bathroom mirror is the US$12.5 million question.

The D2C hangover Lunio has to avoid

Timing matters. Southeast Asia’s first wave of direct-to-consumer brands burned cash on paid acquisition, discounting and inventory, and several learned the hard way that a following is not a moat. Expanding into new categories multiplies those risks: more SKUs, more stock to finance and, for devices that make health or skin claims, more regulatory scrutiny in every market.

The round also lands in a tough funding climate at home, where Thailand still struggles to turn waiting capital into actual deals. A single-investor Series A from a regional VC with consumer exposure is a meaningful vote of confidence in that context.

Also Read: Konvy bags US$22M to bring more Japanese beauty brands into SEA

Despite its D2C label, Lunio is not purely digital either. Taiwanese media report that it runs more than 35 physical stores in Thailand, and Taiwan was its first market outside home. That move into a more developed, more demanding market suggests the brand can travel, an approach many foreign founders entering Taiwan find harder than expected. Vietnam and Malaysia will test whether it can be repeated at different price points.

The more interesting question, then, is not whether Lunio can sell more mattresses. It is whether a company that taught Thais and Taiwanese to buy a bed online can convince them the same logo belongs on their face. Fong is betting it can. Vertex has put US$12.5 million behind that bet.

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Philippine venture capital in 2026 looks like a barbell: heavy plates at both ends and a thin steel bar in the middle. At one end sit grant-funded prototypes and university incubators. At the other are Series B and later rounds for companies that already make money. The stage in between, where a startup turns early traction into a real business, has all but disappeared.

The numbers come from Gobi Partners’s Solo Horizons: Redefining Scale for the Philippine AI Economy report. Series A deal value in the Philippines has fallen 98 per cent so far this year. Series B value has jumped 795 per cent and now makes up roughly three-quarters of all capital deployed. Series C and beyond is up 233 per cent.

Also Read: One founder, many agents: The Philippines’s answer to a vanishing Series A

That is not a funding winter in the usual sense. Money is flowing, but it is flowing past founders who need US$2 million to US$5 million to hire a sales team and prove a product can scale. Deal count slipped only 8.1 per cent while deal value fell 64.5 per cent, and seed deal count actually doubled, albeit with smaller cheques. More founders are starting out. Fewer have anywhere to go next.

Risk capital that has stopped taking risks

Part of the explanation is regional. By Tracxn’s count, Singapore absorbed 94 per cent of disclosed Southeast Asian startup funding in the first nine months of 2026. International limited partners prefer Singapore holding structures to companies incorporated in emerging markets. It is the same pattern that has seen late-stage deals revive while early-stage founders stay under pressure across the region.

Sector bias does the rest. Fintech took 78 per cent of Philippine deal value this year, up from 68 per cent in 2025. Investors have good reason to like the category: GCash’s record quarter shows what a payments business can become once it starts lending. But when nearly four of every five pesos go to one vertical, “venture” starts to look like private credit with better marketing.

Pure-play AI-native startups raised less than one per cent of national deal value. It is the most striking line in Gobi’s data. It says more about how AI is arriving in the Philippines than about any shortage of ambition.

AI arrives as a feature, not a founder

AI is mostly entering emerging Southeast Asian markets through established companies. IT services and enterprise software firms such as Thinking Machines Data Science, Stratpoint Technologies, Amihan Global Strategies and Sprout Solutions sell it through consulting and integrations. That is commercially sensible, and it fits the argument that the Philippines does not need to build AI to have an AI advantage.

Also Read: The AI exit window is wide open. Southeast Asia isn’t standing anywhere near it

It also leaves standalone AI product companies stranded. Series A funds, their natural backers, have retreated. Series B investors want revenue these founders have not yet had the money to build. Meanwhile, 1.89 million BPO workers face automation with only 53,500 training seats. A country that only consumes AI built elsewhere risks absorbing the job losses without capturing the gains.

Mynt’s IPO is a payday, mostly for someone else

Optimists point to October. Mynt, the parent of GCash, won SEC approval in September and went on to raise ₱60.9 billion (about US$960 million), including its over-allotment option. It is the largest IPO in Philippine history. The shares ended their first day of trading flat.

The headline figure flatters the venture story. Mynt says the listing generated nearly ₱10 billion (about US$160 million) in fresh capital, and most of the proceeds went to existing shareholders selling part of their stakes. That is how exits are meant to work. But it means the money lands with conglomerates and global investors who have no particular reason to write cheques to Manila AI startups.

One detail deserves more attention than the valuation. Some 140,725 GCash users put about ₱1.1 billion (US$17 million) into the offer through the in-app GStocks platform. That shows Filipino savers have an appetite for local tech, and it is exactly the kind of domestic risk capital the Series A gap lacks. It is also worth remembering that Malaysia carried the region’s IPO market this year. One Philippine listing does not make a pipeline.

The state can cushion the fall, not carry the load

Public money has stepped in. Government and grant funding rose from under one per cent of Philippine deal value in 2025 to about nine per cent this year. But the Startup Venture Fund is small. It is run by the National Development Company with the Department of Trade and Industry under the Innovative Startup Act. Its latest report showed just ₱16.7 million (about US$265,000) invested across two startups, with three more deals approved through ten accredited partners.

House Bill 6481 would move that support to a private-led fund-of-funds modelled on Israel’s Yozma programme. Under that model, professional fund managers pick the deals and the state takes a minority stake with no say in running them. The instinct is right. Yozma worked because it drew private money in, not because officials picked winners.

The report suggests further fixes. One is a government-endorsed convertible note, similar to Japan’s J-KISS, to clear up the legal uncertainty around SAFEs. Another is angel tax breaks like South Korea’s, which let investors deduct 30 to 100 per cent of early-stage investments. A third is compute credits and matching R&D grants for AI developers testing products in regulatory sandboxes.

Also Read: Founders’ playbook: What it really takes to scale beyond Series A

The angel incentive is the most underrated of these. A Series A gap is ultimately a shortage of local people willing to risk losing money on local companies. Tax relief is the cheapest way to change that calculation, and newly liquid shareholders and executives are the obvious targets. Until that happens, some founders will turn to venture debt, which is now reaching smaller startups, to fill a gap it was never designed for.

None of this makes Philippine investors irrational. Series B is where the risk-adjusted returns look best today. But a barbell only works if someone loads both ends. If the middle stays empty, there will be few Series B candidates left by 2029. And the country will keep importing the AI products its BPO workers are paid to operate.

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The sea at Kovalam has not changed. The conversation on the stage beside it has.

I was last here in September 2019, for what was then called Huddle Kerala, only its second edition. I filed a couple of stories from that beach. One was about a big-tech executive urging the industry to fix the gender imbalance online. The other was about an all-woman panel arguing that girls should be encouraged to pursue tech from a very young age. Kerala then had roughly 2,200 startups, and the question in the air was simple: can this state build startups at all?

Seven years on, the Government of Kerala invited me back for Huddle Global 2026 (in full disclosure, that is how I am here). The name has gone global, and the state now counts more than 9,200 startups.

Also Read: India’s IPO boom is rewriting the exit playbook for global investors

Listening to Chief Minister V. D. Satheesan open the event on its first day, I realised the question has changed. Kerala no longer asks whether it can build startups. It is asking whether it can build big ones. That is a far harder question, and an honest one.

Finally, a government that talks about working capital

I have sat through enough ministerial speeches across India to know the script: a big number, a bigger ambition, a fund with a ribbon on it. Satheesan’s speech had some of that. But one line made me put my phone down. “A great idea should never die for want of capital,” he said.

Plenty of politicians say that. What caught my attention was what came next. Beyond expanding the state’s fund-of-funds programme, which he said has put close to INR 250 crore (about US$28 million) into Kerala startups through 14 partner venture funds, and raising the limits on innovation grants and seed loans, he talked about working capital.

The government will form a consortium of the Kerala Financial Corporation, the Kerala State Industrial Development Corporation (KSIDC) and investment banks to build debt instruments for startups with real customers and real revenue. The point, he said, is that founders should not have to give away equity simply to grow.

This is the most important thing I heard all day, and I suspect it will get the least coverage. Founders I have interviewed from Jakarta to Bengaluru tell me the same story: they did not run out of ideas, they ran out of cash between a purchase order and a payment. Selling a slice of your company to fund inventory is the most expensive money there is. Southeast Asia has learnt this the hard way, which is why venture debt is now reaching smaller startups.

My worry is speed. State lenders are built to avoid losses, not to underwrite a 30-month-old company with lumpy revenue. If this consortium takes six months to approve a loan, it will be a press release, not a product. Kerala should publish how many startups it lends to, how fast, and at what rates. That is how we will know.

Kerala’s grandparents may be its smartest startup bet

The idea I keep coming back to is the one that sounded least like a startup pitch. Kerala is one of India’s fastest-ageing states, and Satheesan said it is the first in the country to set up a dedicated department for the elderly, backed by new legislation. He wants startups to build for this “silver economy” and to tap retired professionals as mentors and managers.

Most ecosystems treat ageing as a cost. Kerala is trying to treat it as both a market and a talent pool. Every Malayali family I know has a retired engineer, banker or doctor with decades of judgement and too few people asking for it. Pairing them with 25-year-old founders is not charity; it is cheap, experienced management. Investors in Singapore are already testing appetite for the ageing economy, and Kerala has a head start on the demographics.

Also Read: A factory for climate startups: 100×100’s US$100M bet on 50 companies in SEA, India

I was less moved by the deeptech ambitions, not because they are wrong but because I have heard them in every capital. The state wants to link research institutions and incubators into one network, and officials put the target at 100 deeptech companies worth INR 100 crore (about US$11 million) or more. Good. But Asia’s incubators too often produce polished pitches and too little funding, and deeptech founders face more than one capital problem. A network of incubators is not a pipeline of customers.

The port down the road is the real story

The moment Satheesan won me over was when he told delegates to stop staying inside the hotel. Go out, he said, watch the sunset, taste the food, and look at what is being built a few kilometres down the coast.

He meant Vizhinjam International Seaport, which became the fastest Indian port to cross 2 million TEUs (20-foot container units), within roughly 18 months of operations. In 2019, there was no such thing on this coast for a startup to sell to. Today there is a deep-water transshipment hub that needs maritime software, logistics tools, predictive maintenance and trade finance. That is not a vision. That is a customer.

“For eight years, Huddle Global has brought the world to this beach,” he said. “Our next step is to take Kerala’s companies to the world.” I agree. I would only add that the world has now parked a port on Kerala’s doorstep, and the first export market may be just down the road.

Belgium offers a door. Kerala still has to walk through it

The other speech worth unpacking came from Belgium’s Ambassador to India, Sophie Karlshausen. Her opening comparison was clever: Kerala and Belgium are both compact regions with few natural resources, which built their prosperity on trade, knowledge and talent instead.

Her pitch was practical. The partnership between Kerala’s startup ecosystem and Brussels dates to a 2023 memorandum, renewed in 2025. There is already a Kerala startup centre in Brussels, where founders lean on an established Malayali community for networks and talent. A 12-week acceleration programme for 2027 is being explored, to help selected startups work out regulation, financing and market entry.

She also had numbers: Belgium invests about 3.3 per cent of GDP in research and development, ranks first in Europe for R&D investment in biopharmaceuticals, and offers an 80 per cent payroll tax exemption for researchers. Brussels, she argued, is Europe’s testing ground. Clear Belgian and EU standards there, and the rest of the bloc opens up.

The timing is real. Last week, India and the EU concluded negotiations on India’s association with Horizon Europe, the EU’s €93.5 billion (about US$108 billion) research programme, with India expected to join from January 2027. For Kerala’s deeptech founders, that means direct access to European grants and partners for the first time.

Here is my caution, from years of watching Asian startups try Europe. A memorandum is not a market. Regulation in health and digital products is heavy, sales cycles are long, and Europe is not one market however neat the map looks. The accelerator will be worth something only if it is selective, honest about who is not ready, and judged on revenue earned in Europe, not delegations flown to Brussels.

What I will be checking when I come back

I do not want to be churlish. In 2019, Kerala was trying to get on the map. In 2026, it is arguing about debt instruments, export markets and research consortia in Europe. That is what a maturing ecosystem sounds like, and governments across our region, from Kuala Lumpur to Singapore, are using fines and funds to force their digital economies forward. Kerala is right to want a seat at that table.

Also Read: I’ve worked in Taipei, London and Bangkok: Here’s what Europe still doesn’t understand about Asian entrepreneurship

But festivals flatter. The inaugural session alone produced a string of memoranda, with partners ranging from a payments company to an IT services giant. The only hard money on display was a Rs 18 crore (about US$2 million) round for mistEO, a Thiruvananthapuram climate and weather intelligence startup. That is a good start, and a reminder of how far the state still has to go.

So here is my scorecard for the next time Kerala invites me. First, has the debt consortium actually lent, and how quickly? Second, has the silver-economy idea produced real mentors in real companies, not just a register? Third, has the Brussels accelerator sent founders to Europe who came back with customers?

And one more, carried over from 2019. The panels I covered back then were about getting more women into tech. The scale-up plan I heard this week was silent on that. If Kerala wants global companies, it cannot afford to leave half its talent on the beach.

The sea at Kovalam will still be here. I hope the conversation keeps moving.

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