For UK’s telecom and IT sectors, Agentic AI could be the new rainmaker. With its capabilities to understand, adapt, predict, and act independently, businesses can now unlock capabilities previously thought impossible. Imagine fully autonomous customer interactions, predictive operations, and dynamic system management – the possibilities are unlimited. 

According to Gartner, Agentic AI sits at the top, offering businesses a virtual workforce capable of offloading complex tasks. Pair this with AI governance platforms that enforce accountability, spatial computing for immersive decision-making, and energy-efficient computing to tackle sustainability goals, and we have a tech ecosystem built to redefine industries. 

Yet, UK’s telecom and IT sectors, while leading in AI adoption, are ill-prepared to take this leap into the future.

Leading in adoption but failing in impact?

For a decade, IT and telecom have been tinkering at the edges with digital transformation while the core problems remain untouched. Yes, they have adopted AI, and yes, they lead in implementation statistics, but barely 10 per cent of companies are taking these experiments beyond pilots, and at least 30 per cent are expected to abandon their pilots by the end of the year.

Every incremental innovation in AI is met with the same infrastructure bottlenecks, the same struggles with data readiness, and the same patchwork of tools and systems. Even as 87 per cent of operators integrate AI into their network operations, they remain hamstrung by the lack of high-quality data..

Let’s start with the problem. Each use case is tackled as a standalone project, requiring bespoke integrations, significant change management, and endless cycles of reengineering. This approach wasn’t scalable a decade ago, and it certainly isn’t now when the landscape is shifting at lightning speed. The Achilles’ heel of many enterprises is their existing infrastructure which is ill-equipped to meet the demands of an autonomous future. Most companies simply are not ready for this reality. 

The UK Government is creating AI zones hoping to create £45 billion (US$58.257 billion) in annual savings, but without addressing foundational gaps, this vision is at risk of falling flat. What is the ticket out of this decade-long stagnation?

Also Read: Navigating the AI shift in telecommunications: From promise to practical connection

A platform mindset is non-negotiable

For enterprises, becoming AI-first will be a sustained differentiator and a force multiplier. And that’s not going to happen if companies chase the next big use case or the latest tech or model in town. The only way to keep up with advancements is to adopt a unified platform that can accommodate any use case.

A platform-centric approach offers a composable, modular architecture that enables businesses to plug and play new AI technologies without disruption. It ensures scalability, flexibility, and speed. In a Forrester Consulting report commissioned by EdgeVerve, 70 per cent of companies said they believed a platform approach could help them achieve their top digital transformation goals.

It’s important to be clear: a platform is not just a tool. It’s a strategy. It’s what allows telecom providers to predict operational disruptions by deploying digital twins of their networks. It’s what enables IT leaders to cut time-to-market with intuitive AI interfaces that make even complex systems accessible to non-technical teams. It’s what transforms call centres into revenue drivers by embedding AI-powered hyper-personalisation into every customer interaction.

And a unified platform addresses the biggest obstruction to AI adoption: data readiness. By centralising and standardising data pipelines, it creates a single and complete source of truth. It also ensures that businesses can easily integrate new models and technologies without rebuilding their infrastructure from scratch.

How a platform approach enables applied AI at scale 

A platform approach sets the perfect stage for scaling AI while ensuring past investments don’t go to waste by building on what already exists and amplifying its impact.

Consider the customer service operations of one of the world’s largest telecom companies. Thousands of agents spread across geographies had to work with inconsistent processes, poor visibility into workflows, and a lack of actionable insights. This led to dissatisfied customers and underperforming teams.

Also Read: Telecommuting: what it is and how to make it work

But they found a way forward. Deploying a unified platform for process intelligence, they unlocked task-level insights, standardised operations, and improved agent productivity by 20 per cent, all without disrupting daily work.

Similarly, a global telecom giant was drowning in inefficiency, managing over 750,000 tower lease contracts riddled with complexities—non-standardised formats, hidden risks, and manual data extraction that delayed decision-making and introduced costly errors.

Leveraging a platform approach they automated contract reviews, extracting terms and clauses with precision while surfacing insights into risks and opportunities. The result was a US$21 million in savings, a 60 per cent productivity boost, and better negotiations powered by instant access to accurate, actionable contract data.

From use cases to infinite possibilities

The UK’s AI market is set to hit US$26.89 billion by 2030, with agentic AI leading the charge. Companies that are unable to apply AI at scale risk falling further behind, unable to keep pace with the demands of autonomous AI.

The path forward isn’t just about technology—it’s about creating a scalable foundation for innovation. Businesses that succeed will be those that integrate agility into their core, enabling them to adapt as AI technologies evolve. It’s no longer about chasing the next breakthrough but about being ready for whatever comes next.

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As we step into 2025, we will continue to see change in the way we work around the world, which is driven by global shifts in workplace culture, technological advancements, and new employee expectations. Hybrid work, digital transformation, and flexible workspaces are reshaping how businesses operate and how employees engage with their work.

These trends present new opportunities for countries like Malaysia, which is emerging as a key player in Southeast Asia’s business ecosystem. In this context, co-working spaces have become central to Malaysia’s strategy, providing flexible solutions that meet the needs of today’s workforce.

The evolution of work trends for 2025

Hybrid work has become commonplace, and we witnessed firsthand how it has transitioned to a permanent and long-term policy in some workplaces. Businesses are not only acknowledging that providing both hybrid and flexible work options is crucial for attracting and retaining talent, but they are also actively implementing new strategies to enhance this arrangement for their employees.

As hybrid work becomes entrenched, technology continues to play a pivotal role in shaping how businesses function. Innovations such as artificial intelligence (AI) and workplace automation are transforming co-working spaces, making them smarter and more efficient. This has created more job opportunities, specifically remote and flexible work.

For example, at WORQ, we leverage OfficeRND, a co-working space management platform that helps streamline shared workspace operations. We use this software, in particular, to enhance member experiences through AI, the Internet of Things (IoT), and workplace automation — offering features like automated room bookings, streamlined billing, and data-driven member insights.

In addition to that, we also provide solutions like All Access Pass and Flex Desk memberships for employees and our teams with rotational work schedules, optimising workspace subscriptions for companies.

A key trend set to shape the co-working industry in the coming years is the rise of wellness-focused space designs. This design focuses on biophilic elements, ergonomic layouts, and natural lighting to improve mental and physical well-being. Notably, our partnerships reflect this — from Sealy’s napping pods that promote rest to Snowfit’s massage chairs that provide moments of relaxation. Balak’s height-adjustable desks support healthy posture, while TTRacing’s ergonomic chairs deliver both comfort and style.

Hybrid-ready spaces will become the standard, blending the comfort of home with the productivity of an office. Flexible workspaces will cater to collaboration while also providing zones for focus and relaxation, addressing the diverse needs of teams in a hybrid environment.

Also Read: Creating an AI playbook that works in Southeast Asia

Another key trend we will be seeing that keeps growing stronger in 2025 is a renewed focus on environmental, social, and governance (ESG), particularly as businesses place more emphasis on diversity, equity and inclusion (DEI). There will likely be a stronger push to support underrepresented groups, such as people with disabilities and working mothers, in both workplace design and policy.

We expect flexible work to become a key focus for Southeast Asian governments as they explore various measures to increase birth rates and help families manage childcare concerns. In Malaysia, this is a step in the right direction — with initiatives announced in the Budget 2025 — several key initiatives that champion flexible work, persons with disabilities (PWDs), and helping women return to the workforce.

Malaysia, a strategic economic hub in the region

Malaysia has long been a key player in Southeast Asia’s economic landscape, with its strategic location, robust infrastructure, and skilled workforce making it a prime destination for global businesses. In recent years, the country has undergone a series of reforms to boost competitiveness, improve productivity, foster innovation, and advance digital transformation.

One example is the Malaysia Digital Economy Corporation (MDEC) Digital Hub Programme, designed to accelerate the nation’s digital economy by supporting tech startups, fostering innovation, and creating a collaborative ecosystem. The programme also focuses on developing digital talent through upskilling initiatives and offers support for businesses undergoing digital transformation, with opportunities in areas like AI, e-commerce, and blockchain.

These efforts are not only enhancing Malaysia’s appeal as a regional business hub but they are also offering a stable environment that supports growth and adaptability. The two main components needed to position Malaysia as an attractive hub for foreign investors in the region.

WORQ has been actively supporting these initiatives from the get-go by working closely with the DE Rantau team, an initiative spearheaded by MDEC. We have been hosting community events and networking sessions at our outlets, creating opportunities for business leaders and entrepreneurs to connect, share ideas, and collaborate.

How co-working spaces evolve and lead the way

Co-working spaces have significantly prompted businesses to rethink and reevaluate how they operate, while also revolutionising the office real estate market. As businesses embrace flexible work arrangements, short-term office solutions have surged.

One thing co-working spaces provide is the ability to scale up or down without being tied to long-term leases, providing the agility needed in today’s fast-paced environment. In addition to that, these spaces foster and encourage collaboration and innovation by bringing together a diverse community of entrepreneurs, freelancers, and SMEs from all over the world in one hub.

Also Read: Can co-working spaces change Malaysia’s work habits?

At WORQ, repurposing unused office spaces into dynamic co-working environments is a key strategy in reshaping the traditional office market. By optimising existing real estate, we provide businesses with the flexibility they need to grow while fostering a thriving ecosystem for startups and small enterprises. This approach not only supports business innovation but also strengthens the local economy.

Building a resilient workforce for the future

Malaysia stands at the forefront of the evolving future of work in Southeast Asia. With its strategic location, forward-thinking policies, and growing co-working ecosystem, the country is well-positioned to lead the region into 2025 and beyond. By embracing flexible workspaces and hybrid work models, Malaysia is not only enhancing its business environment but also attracting global talent and fostering innovation.

Flexibility is key to resilience. Businesses that adapt and embrace continuous improvement stay competitive, as reflected in our value of adapt, improve, repeat. Prioritising people by fostering trust, inclusivity, and collaboration strengthens both employees and communities.

As we move towards the future, businesses, policymakers, and workers must work together to embrace the opportunities presented by flexible work and co-working spaces. Through collaboration and a commitment to innovation, Malaysia can continue to build a resilient and sustainable workforce for the future.

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In our tech-saturated modern world, Small and Medium Enterprises (SMEs) face growing pressure to keep pace with a rapidly evolving market. Today, many SMEs rely on Software-as-a-Solution (SaaS) platforms to address operational hurdles, e.g. F&B businesses using cloud point of sale (POS) systems for order management or beauty and wellness studios using platforms to streamline bookings and memberships.  

Not all of these solutions are created equal. The right platform must enable SMEs to focus on their core business. Apart from operational needs, a key functionality that SMEs are seeking from their platforms is payments.

Instead of managing the relationship and integration with the payments providers themselves, SMEs are now ready to use embedded payment services by their platforms – integrating payments into their full business process. This spells an opportunity for SaaS platforms looking to attract and retain more users.

Indeed, interest in embedded payments in platforms has surged to nearly 74 per cent globally, up from just 34 per cent already using them. With SMEs making up 99 per cent of all businesses in Singapore, addressing these payment needs are essential. The question for SMEs to consider is how their platform of choice is able to connect them to tangible business value.

Simplify operational complexities with the embedded payments

As platforms rapidly shift to become a crucial component in the game of business, SMEs must be cognisant of how their chosen platform can serve them beyond their immediate needs, such as that of payments.

Also Read: SEA’s US$325B e-commerce surge: What it means for merchants and payment providers

Traditionally, SMEs are referred by their platforms to payment service providers (PSPs), leaving them to assemble solutions that fit their business and rely on third-party system integrators to accept payments. This model is more often than not, time-consuming for SMEs as they need to integrate and troubleshoot with multiple support desks. This does not have to be always the case.

SaaS platforms can take control of their payments offering by embedded payments and processing payments natively. Since payments and financial services are run on the same platform, payouts to platform users (the SMEs) are instant, reconciliation can be automated, and additional financial services can be added to the users’ needs. Essentially, SMEs can run their business, sell, and get paid all in one place. 

Ramp up your business with the right SaaS platform provider 

SMEs are often limited by the technology of their payment service provider and left with limited payment methods and solutions. But if their platforms embed payments with the help of a robust payment partner, SMEs would be able to accept local and global payment methods easily. Accepting global payment methods means end-customers can pay wherever they are, with whatever method they prefer.

A prime example is Fresha, a global leader in booking software in the beauty and wellness industry. By leveraging Adyen’s financial technology, Fresha allows its beauty and wellness business users to accept global payment methods from their diverse clientele. Today, payments from global card schemes like American Express are natively accepted anywhere with Fresha’s platform users, both online and in-person.

Working with Adyen also means that Fresha can automatically offer its users affordable and innovative solutions like Tap to Pay or other mobile terminals that fit the needs of the beauty and wellness industry. Such solutions are cost-effective as SMEs can simply activate their own mobile device to accept payments from end-consumers.

Closer to home, there is also Aigens, a Hong Kong-based F&B SaaS provider, catering to the Hong Kong and Singapore markets. Aigens offers its F&B users like Swee Choon, and Louisa Coffee a comprehensive suite of payment solutions designed to enhance customer experiences and improve overall efficiency.

Also Read: Asia’s payment evolution: 5 trends shaping the 2025 landscape

By adopting these solutions, diners can easily place orders through their preferred channels, resulting in shorter queues and higher customer satisfaction. Notably, Louisa Coffee has achieved improved authorisation rates, averaging 98% over the past nine months.

Growth and going beyond borders

Once SMEs have built a strong foundation in their local market, naturally, many will look to grow and expand their business abroad. However, their willingness to embrace innovation, adapt to local cultures and leverage digital tools will determine their ability to seize new opportunities. Being on a platform that already integrates payments technology democratises access to payments innovation and resources, empowering SMEs to compete on a global scale.

Whether through online marketplaces, social commerce, or integrated e-commerce solutions, it provides SMEs with the ability to reach customers beyond their immediate geographic area, tapping into new markets with lesser overheads. Many platforms also partner with financial institutions to offer embedded financing services, giving SMEs access to working capital, loans, or alternative financing solutions.

These options help SMEs bridge cash flow gaps, invest in growth initiatives, and navigate periods of economic uncertainty. This ultimately enables SMEs to diversify their customer base, reduce dependency on local economies, and access new segments that were previously unattainable.

The future of SMEs will hinge on their ability to adapt swiftly and harness digital ecosystems. As the business landscape continues to evolve, those that successfully embrace innovation and integrate these platforms will be well-positioned to drive sustainable growth, enhance competitiveness, and thrive in an ever-changing market.

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Nothing tells you more about a company’s culture than when times are tough. One of those times can be when sales are not running to plan.

If you’ve spent any time in sales, it’s very likely that you have, at some point, sat through an emergency meeting where the leader sounded the alarm and demanded action from the sales team to produce more sales. The leader comes in, explains how far short of the target the team is, and, in the case I recall, demands activity, immediate and increased cold calling, for example, to drop new opportunities onto the pipeline. A morale-sapping moment, ‘Hello pressure, my old friend,’ but also a realisation that perhaps something is not quite right in the go-to-market approach.

That feeling of something not being right is worth exploring. Honestly speaking, and particularly if your typical deal cycles are long, such a crisis meeting is usually a signal that you are in a feast or famine business. Prospecting should be a consistent element of any sales operation and should utilise numerous channels, suddenly hitting the phones for many businesses; however, it is not going to fix a revenue crisis suddenly.

For some businesses, maybe, but in the business-to-business environment, I recall, any positive results coming from an intense prospecting round mid-way through the year would only show results in the second quarter of the next financial year. By this stage, things may already be too late, and a turnaround situation might be underway in terms of securing new commercial leadership to totally reset things.

This kind of directional crisis should certainly point to wider issues at play beyond the immediacy of needing new business to drop onto the profit and loss. It certainly speaks to an organisation that is solely relying on salespeople for the fix. I would wager in these cases, that there is a very administrative sales leadership that is looking retrospectively at the pipeline and results, with no creative analysis to support the team.

The experience for the team member therefore is going to be one whereby the realisation is that they are now set up for a sustained period of pressure, but equally, that leadership is not going to contribute to this experience changing any time soon.

Also Read: Mastering the funding maze: Unlocking financing pathways for founders in the Philippines

Navigating pressure and talent retention

Goes without saying, if things have reached this point, sales will not be a fun environment to be in, particularly if your leaders are directionally focused in their style. Sales can be seen to be scapegoated by management, which can begin to widely convey a sense that sales is broken, sales isn’t delivering.

It’s like trying to cure the illness by focusing on the symptoms alone, whilst adding another challenge to those trying to perform, pressure. Pressure like this is not likely to lead to sustainable solutions as it can easily lead to unsustainable activity for activity’s sakes.

In the situation I recall, the team went into two modalities, first of all, they immediately started prospecting, for new roles, elsewhere. The challenge gets incrementally worse if your talent is leaving, as it usually takes a new joiner six months to hit their stride. This is only going to contribute to the need for a reset.

Secondly, there was a panicked and unstructured shotgun approach to the increased sales activity. Folks reacted by trying to bring in any prospect, any deal, to avoid the spotlight. Ever noticed environments where a lot of the won business ends up contributing very little or nothing to the bottom line, for example, resulting in these accounts eventually, down the line, being cut? There is a better way.

Strategies for long-term growth

So what is the alternative? How best to avoid this scenario and how best to set up your sales for success, whilst building exceptional teams? How to break month by month, quarter by quarter, financial year to financial year survival approaches to market, and instead to inspire a transformation toward an environment focused on longer term exceptional growth?

The first step is for the commercial leadership to implement a thorough analysis of the business, to become the detectives to analyse the strengths, weaknesses, opportunities and risks, alongside what is needed to be true to win, including any big bets to back in order to either take the pressure off, or find new commercial opportunity. This effort has to include a clear understanding of what the winning use cases are, so that more sustainable and structured market activity can be effected by the sales team.

One obviously needs within this to also know what the pipeline data is telling us. Is the problem really finding new opportunity, which may take months to close, or are there ‘focus and finish’ opportunities within the existing mature opportunities? Part of this is to also understand if inefficiencies can be eliminated through streamlining onboarding and implementation processes to get signed clients to revenue quicker.

Ever worked at an organisation with no evident go to market plan? It’s not as uncommon as it sounds, though this responsibility sits squarely on the shoulders of the commercial P&L owner. One way to avoiding famine and feast is to move from a quota driven environment to a mission led one, with clearly articulated, universally understood go-to-market planning.

When leadership communicate this across functional departments, within their teams and to leadership, they have a better chance to bind their sales team, (and others,) to the mission, as well as helping them to focus and finish on finding repeatable and profitable business in a structured, sustainable way.

Also Read: What is keeping founders up at night?

The timing of sales planning and budgeting is also critical. Starting the annual budgeting process in the third or last quarter of the current financial year is key, as is asking individual sales team members to build their own sales plans, which can then be married to the top down budget and ambition. Involving them in the inevitable brainstorming to achieve gap planning is also important.

This is the beginning of breaking the boom and bust, because you can start the year with a plan, one that your team believes in, as they part authored it. The exercise also confers the responsibility on the team to think creatively about their individual businesses, and will have allowed you to identify the pivotal deals you’ll want to put down early in order to jump start the year.

It is highly unlikely that all of your planned outcomes will come off as originally conceived, especially if you are in complex industries. This is why it is essential to revisit your planning and to think of those plans as living documents. Your cadence  of weekly, (or bi-weekly,) monthly and quarterly sales meetings, should also go deeper than a simple ‘what are you committing to bring in this month,’ type of dialogue.

Create time with the team that supports their prosecution of the year, and helps you to understand where you can help. Ensuring you cover tactical, deeper dive analysis of why you are winning or losing, pipeline analysis, looking back to understand ‘what did we do right? where did we go wrong? what can we change?’ can also be undertaken to ensure that any course correction would be discussed and implemented as a team, with full understanding of the implications of the current speed of travel and focus.

Good data, cadence, and monitoring help you identify the need to tweak the plan, if required. It is also good to bring the team into the process. Present the challenges and brainstorm with them on ways to find solutions. Don’t be reactive, constantly digging into retrospective reports, forecast well instead, so you have a true sense of direction.

In so doing, pivots can become less stressful, and more creative environments can be forged, whereby you engage all in the business of identifying how, and what shifts or changes of emphasis might be necessary to sustainably win. Always focusing back to the ideal case study, the most profitable customer, and how to find and repeat this kind of business is key to a structured approach.

Once the direction is set, aligned, and communicated, then the leader can work to free their people to do their best work. When this go-to-market approach is then fused to the people element, you have the beginnings of a self-sustaining culture. Add to this a three to five year vision for the growth of the business and you potentially have a journey people will stay for. By changing the dynamic from directional leadership to people first-leadership you can kickstart a focus on behaviours which create culture leading to results.

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This article was first published on September 3, 2024

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Singapore- and Hong Kong-based safety artificial intelligence (AI) startup viAct has closed a US$7.3 million Series A funding round led by Venturewave Capital, an Irish impact investing firm.

Other participants in the round included Singtel Innov8, Korea Investment Partners, and PolyU Entrepreneurship Investment Fund.

The new funding, which exceeded viAct’s initial target of US$6 million, will be strategically deployed to advance viAct’s AI capabilities, focusing on more sophisticated models for hazard prediction, environmental compliance, and workforce safety in heavy industries.

Also Read: Workplace safety getting a tech makeover with AI

The latest funding round will fuel its growth into regions like the Middle East and North Africa (MENA) and Europe, further accelerating its efforts to reshape industries with technology that fosters safer, more adaptive, and eco-conscious workplaces.

Founded in 2016, viAct has built a holistic ecosystem of AI-powered technologies, with its “Scenario-based Vision Intelligence”, AIoT, and edge-generative AI solutions to enhance job-site safety and productivity for heavy industries. The firm aims to catalyse transformative impact by redefining paradigms of safety, operational excellence and sustainable innovation across risk-prone workplaces such as construction, oil and gas, manufacturing, facility management, and mining industries.

viAct’s innovations are vital for contractors, manufacturers, and enterprise leaders worldwide as industries embrace automation. Its “Scenario-based Vision Intelligence” solutions have been implemented across hundreds of organisations in sectors, including construction, oil & gas, manufacturing, and mining.

According to a press release, viAct averted thousands of workplace incidents and improved efficiency by double-digit percentages.

Gary Ng, Co-founder and CEO of viAct, stated: “We envision a future where construction is synonymous with innovation, safety, and sustainability. With our cutting-edge AI solutions, we aim to empower every stakeholder to achieve unprecedented levels of efficiency and responsibility.”

Also Read: DualSafe unlocks safety: A smart, two-in-one helmet built for the modern rider

Kum Tho Wan, Managing Director of Singtel Innov8, added: “viAct’s AI-powered platform can leverage 5G networks to enable real-time monitoring, instant alerts, and data-driven insights. By integrating AI with 5G connectivity, viAct enhances operational efficiency, ensures timely and proactive hazard detection, and helps create safer, more responsive work environments.”

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Indonesia’s fintech sector is gaining global attention, spurred by the growing appetite for digital payments and a fast-expanding digital-native population. With Asia’s fintech transaction volumes projected to reach US$19 trillion by the end of 2025, Indonesia stands as one of the region’s most dynamic markets in terms of usage and innovation.

According to a recent report by UnaFinancial, the total volume of fintech transactions in Asia climbed to US$16.8 trillion in 2024, up US$2.1 trillion from the previous year. Of this, digital payments and transfers contributed the most to the increase, accounting for 40.1 per cent, or US$834 billion. Digital commerce and banking followed closely, while other fintech services made up a smaller share.

The report identified Indonesia, along with five other Southeast Asian nations, as pivotal to this surge. Collectively, these countries hosted approximately 400 million unique fintech users at the end of 2024. Among them, Generation Z and Millennials formed a growing majority—together accounting for 65 per cent of users, a figure projected to rise to 79 per cent by 2030.

This demographic shift is driving fintech firms to refine their offerings, placing greater emphasis on intuitive design, personal finance tools, and mobile-first services. Indonesia, with its large and youthful population, has become a crucial testing ground for this evolution.

One of the country’s frontrunners in the digital payment space is DANA Indonesia, a platform that has steadily built its reputation since entering the market. Initially facing stiff competition, the company has grown into a key player thanks to increasing user awareness and an ecosystem that extends beyond payments.

Also Read: Empowering Indonesia with fintech: Dede Suherman’s journey

“When we first launched, we were one of the later entrants,” said Vince Iswara, CEO and Co-Founder of DANA Indonesia, during an interview with e27 in November 2024. “It required a lot of marketing effort to convince someone to try DANA.”

That landscape has shifted dramatically. “People have become more educated about the usefulness and value of digital payments. They are willing to try even without incentives,” Iswara added.

He credits this to the market’s broader maturity and the collaborative push by industries and regulators to promote digitalisation.

DANA’s own evolution reflects the changing expectations of Indonesian users. While it began primarily as a payment tool, the platform now offers features such as gold and mutual fund investments, allowing users to begin investing with less than US$1. This accessibility is tailored for a generation of digital natives keen to take control of their finances.

The platform has also expanded its cross-border functionality. DANA users can already pay in countries such as Singapore, Thailand, and Malaysia, and plans are underway to include markets such as Japan, China, South Korea, and India.

“You can now use [DANA] to transact abroad at a more reasonable rate,” Iswara noted, calling this development one of the company’s key milestones. “That, and our path towards profitability, are signals that we’re moving in the right direction.”

Industry analysts agree that such developments are not just about convenience—they signify a deeper integration of digital financial services into everyday life in Indonesia. Mobile-first platforms such as DANA are helping bridge the country’s financial inclusion gap, particularly among the younger population and those outside major urban centres.

Also Read: SEA fintech faces funding slump in Q1 2025, Singapore and crypto buck the trend

Despite progress, challenges remain. Digital literacy, infrastructure gaps, and regulatory alignment continue to shape the fintech terrain. However, ongoing efforts from both private companies and government institutions appear to be paying off.

Indonesia’s central bank has introduced a range of initiatives, including the National Strategy for Financial Inclusion and the Quick Response Code Indonesian Standard (QRIS), aimed at standardising and encouraging digital payment use.

As Southeast Asia’s fintech landscape grows ever more competitive, Indonesia’s trajectory stands out. With a tech-savvy youth population, increasing cross-border interoperability, and platforms like DANA at the forefront, the country is poised to play a central role in shaping the future of digital finance in Asia.

This is why we want you to join us on Tuesday, June 10, from 10:35 AM to 11:05 AM SGT at the Future Stage for a compelling fireside chat titled “Rise of Fintech Titans: Innovate, Adapt, Lead.”

In this session, e27 Editor Anisa Menur Maulani will sit down with Norman Sasono, CTO of DANA Indonesia, to explore how leading fintech players are evolving in response to the shifting market demands and digital transformation. Discover the strategies behind DANA’s growth and what it takes to lead in Southeast Asia’s highly competitive fintech landscape.

Admission is free! Don’t miss this opportunity to gain insider insights from one of the region’s top tech leaders.

Get your passes here.

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The global financial markets are navigating a turbulent landscape as of April 16, with risk sentiment taking a noticeable hit due to escalating trade tensions and mixed economic signals. I see a complex interplay of geopolitical manoeuvring, economic data, and market dynamics shaping investor behaviour. My perspective is that while short-term volatility is likely to persist, driven by trade war escalations and policy uncertainties, there are pockets of resilience and opportunity for those who can navigate the noise with discipline and foresight. The current environment underscores the importance of diversification, safe-haven assets, and a keen eye on macroeconomic indicators to weather the storm.

The ongoing tit-for-tat trade war between the US and China continues to dominate headlines and rattle markets. Reports that China has instructed its airlines to halt further deliveries from a major US jet manufacturer signal a deepening of retaliatory measures. This move is not just a symbolic gesture; it directly impacts a key American industry and could disrupt global supply chains in aviation, a sector already strained by post-pandemic recovery challenges.

The decision comes as part of a broader escalation, with China recently raising tariffs by up to 125 per cent on select US products in response to US tariffs announced earlier this month. These developments have contributed to a sharp decline in Wall Street, with the Nasdaq and S&P 500 dropping 4.3 per cent and 3.5 per cent, respectively, in recent sessions. The MSCI U.S. index, down 1.2 per cent on April 15, reflects this pressure, particularly in sectors such as Consumer Discretionary and Healthcare, both of which shed 0.7 per cent. The trade war’s ripple effects are clear: uncertainty is eroding investor confidence, and companies exposed to international markets are bearing the brunt.

Across the Atlantic, the lack of progress in EU-US trade negotiations adds another layer of complexity. Despite hopes for a thaw in transatlantic relations, the talks have stalled, raising concerns about potential new tariffs or retaliatory measures from the European Union. This stagnation is particularly troubling given the EU’s economic challenges, including sluggish growth in Germany and fiscal pressures in France. The failure to reach a deal could exacerbate global trade fragmentation, forcing companies to rethink supply chains and pricing strategies.

Meanwhile, President Trump’s probe into tariffs on critical minerals introduces further uncertainty. Critical minerals, essential for technologies such as electric vehicle batteries and renewable energy systems, are already subject to supply chain vulnerabilities due to China’s dominance in processing. A US tariff on these materials could drive up costs for domestic manufacturers while potentially failing to reduce reliance on foreign supplies, as seen in past trade policies that misfired, like the copper tariffs criticised by analysts for their unintended economic blowback.

Also Read: US-China trade war escalates: Markets and Bitcoin plummet

The technology sector, a cornerstone of global markets, is also feeling the heat. Nvidia’s six per cent drop in late trading on April 15, following US export restrictions on its H20 chips to China and Hong Kong, underscores the vulnerability of tech giants to geopolitical risks. These restrictions, imposed indefinitely, are a significant blow to Nvidia, which has relied on the Chinese market for a substantial portion of its revenue.

The broader implications for the semiconductor industry are concerning, as tit-for-tat measures could disrupt innovation and profitability across the sector. Asian equity indices, already under pressure from deteriorating trade relations, opened lower this morning, reflecting the market’s unease with these developments. The tech sector’s woes highlight a broader truth: in a globalised economy, no industry is immune to the fallout of trade wars.

Amid this gloom, there are glimmers of resilience. The US Financials sector, up 0.3 per cent, has held up well, buoyed by strong earnings from major banks as the first-quarter reporting season gains momentum. Positive earnings suggest that banks are navigating higher interest rates and economic uncertainty with relative ease, providing a stabilising force for markets. Across the pond, UK indices have been a bright spot, with the FTSE 100 and FTSE 250 gaining 1.4 per cent and 1.5 per cent, respectively. The prospect of a US-UK trade deal, hinted at in recent discussions, has fueled optimism, as such an agreement could shield the UK from the worst of the global trade storm. However, I remain cautious about over-optimism here; trade deals are notoriously complex, and the UK’s exposure to EU markets means it’s not entirely insulated from broader trade tensions.

The bond market offers another lens into investor sentiment. US Treasuries saw a reprieve on April 15, with the 10-year Treasury yield slipping three basis points to 4.33 per cent after a period of volatility. The two-year yield, however, ticked up slightly to 3.84 per cent, reflecting mixed expectations about Federal Reserve policy. Investors piling into Treasuries as a safe haven have driven yields lower in recent days, a trend that aligns with fears of a trade-war-induced recession. JPMorgan’s recent increase in recession odds to 60 per cent from 40 per cent underscores this concern, as analysts warn that sustained tariffs could tip the U.S. and global economies into contraction. The US Dollar Index’s 0.5 per cent gain, snapping a five-day losing streak, suggests some resilience in the greenback, likely driven by its safe-haven status. Gold, up 0.7 per cent, continues to benefit from this flight to safety, with prices holding near record highs. Brent crude, however, slid to US$61 per barrel, weighed down by the International Energy Agency’s downgraded oil demand forecast and the broader impact of trade tensions on global growth.

China’s economic data provides a counterpoint to the prevailing pessimism. First-quarter GDP growth of 5.4 per cent and stronger-than-expected March activity data beat forecasts, signaling that Beijing’s stimulus measures are gaining traction. Market participants anticipate further policy easing and fiscal expansion to counter the drag from US tariffs, which could stabilize China’s economy in the near term. However, the beat hasn’t translated into broader market optimism, as Asian equities remain under pressure.

This disconnect suggests that trade war fears are overshadowing positive economic signals, a dynamic that could persist unless there’s a de-escalation in US-China relations.

Also Read: Asia’s AI fintech sector to grow 2.2x in 2025 led by India, China, Singapore

Impact on cryptocurrency

The cryptocurrency market, often seen as a barometer of speculative sentiment, is also grappling with challenges. Bitcoin’s price, at US$67,420 on April 16, is down slightly from US$67,800, with trading volume dropping 10 per cent in the last 24 hours.

Ki Young Ju’s observation that Bitcoin supply is outpacing demand, backed by on-chain data, points to a bearish tilt. The formation of a “death cross” in Bitcoin’s technical indicators—where the 50-day moving average crosses below the 200-day moving average—further signals potential downside. Ethereum, trading at US$1,603, is similarly under pressure, with its RSI at 44.34 and MACD indicating lingering bearish momentum. The broader crypto market’s struggles reflect a flight from riskier assets, exacerbated by the repeal of DeFi regulations, which has paradoxically triggered outflows rather than inflows. The shift of capital to Layer-2 solutions and other blockchains suggests that Ethereum’s dominance in decentralized finance is waning, adding to its price woes.

From my vantage point, the current market environment is a stark reminder of the interconnectedness of global economies. Trade wars, once thought to be blunt but manageable tools, are proving to have far-reaching consequences, from aviation to technology to commodities. Investors are right to seek refuge in safe-haven assets like gold and Treasuries, but they should also remain vigilant for opportunities in resilient sectors such as Financials or regions such as the UK, where trade deal prospects offer a glimmer of hope. The cryptocurrency market’s struggles highlight the broader risk-off sentiment, but disciplined traders could find short-term opportunities in Bitcoin and Ethereum if technical indicators signal a reversal.

Looking ahead, the path forward hinges on policy decisions. A de-escalation in US-China trade tensions or progress in EU-US talks could restore confidence, but the Trump administration’s aggressive stance suggests more volatility lies ahead. The Federal Reserve, caught between inflationary pressures from tariffs and recession risks, faces a delicate balancing act.

My advice to investors is to stay diversified, monitor macroeconomic data like the Empire State Manufacturing Survey—which, despite improvement, still signals contraction—and keep a close eye on earnings reports for clues about corporate resilience. The markets are testing our patience, but with careful navigation, there’s still room to find value amidst the chaos.

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Singapore-headquartered AI-enabled trade compliance solutions provider Dutycast has announced an undisclosed strategic investment from GTR Ventures (GTRV) and angels.

Dutycast offers AI Trade Agent, a global trade intelligence platform to help companies navigate international markets. Its technology simplifies complex compliance matters such as rules of origin and tariffs with AI precision, reportedly slashing costs by 60 per cent for SMEs and customs agencies. Its product suite features cutting-edge intelligence tailored for trade, including rules of origin facilitators, HS Code classification, tariff calculation, and chat-based product requirements.

Also Read: Accelerating financial inclusion with AI: Unleashing potential with prudence

The startup caters to exporters, freight forwarders, customs brokers, trade lawyers and supply chain consultants.

Dutycast has partnered with top consulting firms such as McKinsey, PWC, and Singapore’s SATS.

Rupert Sayer, co-founder & CEO of GTRV, commented, “Trade compliance has always been a cornerstone of global economic resilience, particularly for a trade-dependent nation like Singapore. Businesses face so many complexities in navigating evolving regulations, tariffs and geopolitical shifts today.

Dutycast allows its customers to better adjust to a turbulent world of tariff wars and uncertainties in trade rules. We’re confident in DutyCast’s ability to leverage the power of AI to provide smart and affordable tools for trade risk and operations management,” he added.

According to the International Chamber of Commerce (ICC), penalties and delays can cost businesses 5-10 per cent of their annual revenue due to non-compliance with trade regulations, highlighting the critical need for robust solutions like Dutycast.

Moreover, 80 per cent of small and medium-sized enterprises (SMEs) face compliance challenges due to limited resources, presenting a significant market opportunity for accessible, technology-driven tools. The ICC also advocates for digital transformation, estimating that digitalisation could reduce compliance costs by 20-30 per cent and enhance supply chain efficiency.

Also Read: AI, GenAI, and beyond: Navigating the next wave of tech investments in SEA

GTR Ventures (GTRV) specialises in trade supply chains. In partnership with Global Trade Review (GTR), a global trade and trade finance intelligence firm, GTRV has a presence in London and Singapore. GTR boasts a proprietary network of over 60,000 decision-makers in trade finance, treasury, and insurance and organises annual events across five continents.

VinaCapital Ventures, launched in 2018, is a technology investment platform focused on investing in promising Vietnamese and Southeast Asian startups, aiming to develop strong technology companies and assist them in building a regional presence.

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Your favourite celebrity goes live on your screen. “Hey, guys. Just had the most fire demo of the new iPhone. Thoughts?” 

They start responding to you in real-time while they’re casually rambling on about their latest lipgloss, favourite pet food brands, and even that unappetising cake that they just had.

 The interaction feels real, unscripted, and engaging.

Celeb-driven desirability

Celebrities have always had the power to influence what we buy. When a well-known face goes live to showcase a product, it instantly feels more desirable. We’re not just buying a product; we’re buying a piece of their lifestyle.

Take Heart Evangelista, the Filipino actress and fashion icon. She regularly hosts live shopping events on Lazada, where she shares her favorite luxury fashion and beauty products. Watching Heart talk about these items makes them feel more than just products—they become something we want to be part of.

Even in Singapore, stars like Jack Neo, Terence Cao, and Dawn Yeoh have jumped on this trend with platforms such as StarLive, in collaboration with BeLive Technology. Their involvement has turned shopping into an event, something to look forward to, not just another online transaction.

I trust them; I’ve seen them on TV! 

What makes celebrity live shopping stand out is the real-time interaction. It’s not a polished ad; it’s a conversation. Viewers can ask questions, get honest answers, and see products up close. This kind of unscripted interaction builds trust with the audience.

In Indonesia, singer and actress Raisa Andriana frequently hosts live shopping events on Shopee, where she chats openly with viewers about beauty and lifestyle products. It feels like a casual chat with a friend, and that’s what makes her sessions so effective.

Celeb-amped FOMO

There’s nothing like a limited-time offer to get people to click “buy.” Celebrities supercharge FOMO (Fear of Missing Out) by offering special discounts or deals during live streams that viewers can only grab if they act fast. This urgency gets people to make quicker decisions.

Also Read: Why live commerce is here to stay in Asia

For example, Indonesian pop star Ayu Ting Ting frequently hosts live shopping events on Shopee Indonesia. Her high-energy style and exclusive, time-limited deals create a buzz that drives viewers to purchase immediately. In fact, 50 per cent of viewers buy during live events because they don’t want to miss out on these fleeting offers.

Supercharged celebrity fan communities

Celebrity live shopping isn’t just about selling products—it’s about building a community. Fans tune in not just to buy, but to feel closer to the stars they admire. This sense of connection turns casual viewers into loyal followers who return for more live events.

Platforms like TikTok and Instagram even let fans send virtual gifts to their favourite stars during live streams, making the interaction feel even more personal. According to Shopify, live shopping can boost conversion rates by up to 20 per cent, proving that this deeper connection is key to building lasting loyalty.

Celeb-Shoppertainment

Celebrity live shopping makes retail entertaining. Stars don’t just sell products—they bring stories, humour, and a sense of excitement. It’s not just shopping anymore; it’s a show.

For example, Walmart collaborated with Chris Hemsworth in a live shopping event where viewers shopped his Centr workout essentials live. The event offered  an interactive shopping experience with exclusive product insights. This event turned shopping into a star-powered spectacle, keeping viewers engaged and eager to buy.

Celebrity-commerce: Here to stay?

Celebrity live shopping is changing the way we buy. It’s not just about seeing products; it’s about experiencing them through someone you admire. It makes shopping feel more personal, more connected.

Brands that embrace this shift won’t just see higher sales—they’ll build real relationships with their customers. Shopping is turning into an experience, and the brands that understand this will lead the future of e-commerce.

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Image credit: Canva Pro

This article was first published on October 22, 2024.

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