As conscious consumerism rises, people are finding it harder to trust environmental claims. Labels like “eco-friendly,” “carbon neutral,” “reduce carbon footprint,” “100 per cent traceability to plantation,” or “sustainable” are everywhere. But a lot of these claims don’t have third-party certification or proof behind them, so they end up sounding vague or even misleading.

Words like “environmentally friendly” don’t mean much without real evidence, and sometimes companies highlight a “plant-based” cap while the rest of the packaging is still just regular plastic, which only adds to the confusion. If brands want to be credible, broad claims like “sustainable” should be backed up with transparent data about materials, production, and certifications.

The European Commission found that 53 per cent of green claims are vague, misleading, or unfounded, and 40 per cent don’t have supporting evidence. This growing gap between what brands say and what they actually do has eroded public trust. It’s getting harder for people to tell the difference between real sustainability efforts and corporate greenwashing. Because of this, credibility is now one of the most valuable but fragile assets in sustainability communication.

The era of ‘false green promises’ is ending

By 2025, the landscape of sustainability communications has fundamentally shifted. For PR, brand, and marketing professionals, this is no longer about telling “nice environmental stories” but about demonstrating traceable impact. Every green claim must now be verifiable, backed by data traceable to its origin, and independently certified. The future of brand trust will belong to those who can prove, not just promise, their environmental responsibility.

In global agriculture and food, being authentic, traceable, verifiable, and accountable are now must-haves for communication. I’ve noticed a clear shift this year—from just telling stories to actually proving them. This change is being driven by new rules, higher expectations from stakeholders, market pressure, and new traceability technology across supply chains. Brands are now expected not just to tell good sustainability stories, but to back them up with clear, verifiable data.

Across Asia Pacific’s agrifood industries, from Indonesia’s palm oil, cocoa, and coffee to Vietnam’s timber, Thailand’s rubber, and the Philippines’ coconut, businesses are realising that credibility can no longer rely on words alone. The expectation for traceable, data-backed sustainability claims has become the new norm. For professionals in Public Relations (PR) and brand communications, this marks a defining shift: success now depends on proving impact rather than promoting intent, and on demonstrating measurable progress.

Also Read: The agritech challenge in Indonesia: Can AI and mobile apps enhance productivity?

To reinforce this shift, the European Union has introduced the green claims Directive, an initiative designed to ensure that environmental and circularity claims are reliable, comparable, and verifiable. By amending the Unfair Commercial Practices Directive, this law aims to curb greenwashing and empower consumers through the Green Transition, promoting transparency, accountability, and fair competition among genuinely sustainable businesses.

With 94 per cent of Europeans saying that protecting the environment is personally important and 68 per cent acknowledging that their consumption habits harm the planet, the need for trustworthy, verifiable sustainability information has never been greater. This moment represents more than a regulatory turning point; it’s a cultural one, where consumers, brands, and communicators must collectively shift from believing in good intentions to demanding proven impact.

How regulation and technology are rewriting the rules of PR in sustainable agriculture

Regulation and technology are coming together to create a turning point for sustainable agriculture—one that brings both challenges and opportunities. If brands and agribusinesses can show real, credible sustainability, they can reach better markets, build investor trust, and make their supply chains stronger. But the time for easy, feel-good sustainability messaging is over. Companies that stick with nice-sounding slogans and don’t back them up with proof are now risking their reputations and could even lose out in markets where traceability is a must.

For PR and communications teams, sustainability isn’t just a marketing trend anymore—it’s a core part of business. Claims like “our palm oil is 100 per cent traceable to the plantation” or “we reduce CO₂ emissions” aren’t enough by themselves; they need to be backed up with traceability data, audit trails, and verified reports. When supply chains stretch across different countries and products—like rubber, cocoa, vanilla, and palm—communications teams have to work closely with operations, procurement, and tech to make sure every message matches the facts. The story is shifting from “Look how sustainable we are” to “Here’s how we prove it.”

This change isn’t just about keeping up with new rules. It’s about rethinking how we communicate, tell stories, and manage risks. In this new era, you don’t just claim credibility—you show it through data, teamwork, and real proof.

How our PR and Brand Team Avoids Greenwashing

For PR and brand professionals in sustainability-driven sectors like agritech and agri-food value chains, the rules of communication are changing fast. Sustainability can no longer be treated as a “nice-to-have” narrative; it must be embedded into the very architecture of your communications strategy. Here’s how PR teams can adapt:

• Embed data-backed verification into your narrative. Before any sustainability claim goes public, ensure it aligns with your operations, product, and business team, and ask: What’s the data? Where’s the traceability? What audit or third-party verification supports this? Every message must be anchored in evidence, not intention.
• Align communications with operational milestones. Use real achievements, like traceability dashboards going live, supplier audits completed, the number of farmers onboarded, total farmers trained, or new tech integrations, as story triggers. Build your content around verified progress, not afterthoughts.
• Shift your tone from declaration to transparency. Replace “We are sustainable” with “We’re on a journey.” Share verified milestones, measurable results, and even gaps that remain. Transparency builds far more credibility than perfection claims.
• Tailor messages for different stakeholders. Align your narrative with each audience’s priorities. If you’re speaking to investors, highlight compliance, audit results, and risk management. For consumers, focus on traceability, product origin, and measurable impact. Regulators, meanwhile, require clear evidence of accountability and verification. In today’s landscape, one-size-fits-all messaging no longer works—precision and relevance are key to building trust.

These shifts aren’t simple; they demand cross-functional collaboration between PR, operations, technology, and compliance teams. But PR professionals who move from promotion-first to proof-first will be the ones leading credible, resilient sustainability communication in this new era.

Also Read: Unlocking agritech’s potential: Can Southeast Asia rise to the challenge?

From consumer demands to regulation push and technology: Where the ecosystem is headed

Looking ahead, it’s clear that sustainable agriculture,  especially across Asia, has reached a turning point. For those of us working in communications, brand, and sustainability, the signals are hard to miss. The way we talk about sustainability is changing just as fast as the way we’re required to prove it.

• Transparency will no longer be optional. Businesses entering global markets will need to show verifiable sustainability data, not just well-crafted narratives. With the rise of the EU Green Claims Directive, EUDR, CSRD, CSDDD, and even the US Food Safety Modernisation Act (FSMA), the burden of proof now falls on companies. Every environmental or ethical statement must be backed by traceable data, third-party audits, and supply chain visibility. Words alone can’t win trust anymore.
• Technology will become the backbone of credibility. We’re seeing a rapid convergence between digital tools and sustainability storytelling. From blockchain traceability systems and digital product passports to IoT-based farm monitoring and satellite verification, technology is quickly becoming the truth enabler. What was once a marketing claim is now a data point that can be verified, tracked, and challenged — and that changes everything about how we communicate impact.
• Communications will get more cross-functional. Gone are the days when PR teams could operate independently. Communicators now need to collaborate closely with sustainability, procurement, operations, and tech teams to ensure alignment between what’s said and what’s proven. The most credible stories will come from these collaborations — where facts and functions meet to form transparency.
• Risk management takes centre stage. Sustainability claims that can’t withstand scrutiny pose real reputational, financial, and even legal risks. This means PR and communications professionals must now think like risk managers,  carefully weighing every statement against potential exposure. Communication isn’t just about opportunity anymore; it’s also about protection.
• Data will define differentiation. As sustainability becomes a baseline expectation, measurable impact will set brands apart. Verified carbon reductions, traceable supply chains, and third-party certifications are not just compliance checkboxes — they’re emerging as competitive advantages and powerful marketing assets.
• Expectations are rising faster than ever. Consumers, investors, and regulators are moving in the same direction, demanding greater transparency and accountability. The margin for error is shrinking, and the gap between what’s said and what’s proven is becoming the most important credibility test of all.

For brands, this evolution is both a challenge and an opportunity. We’re entering an era where communication itself becomes an act of accountability.  The future lies in building narratives that are grounded in fact, verifiable, transparent, and aligned with operations. Those who embrace this shift, who see proof as the new promise, will not only comply with global standards but also lead the next chapter of sustainable business in the Asia Pacific. 

In 2026, the shift from “green claims” to “green credibility” is arguably the defining communications pivot. Embrace it, and you’ll not only help your business stay ahead, but you’ll also help the ecosystem move into a more trustworthy, transparent, and sustainable era.

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The online travel sector in Southeast Asia is experiencing a robust recovery and growth momentum, driven by a global appetite for travel and, notably, a sharp increase in accommodation pricing across key markets.

The e-Conomy SEA 2025 report, prepared by Google, Temasek, and Bain & Company, highlights that the online travel sector is projected to achieve a Gross Merchandise Value (GMV) of US$33 billion across the ASEAN-10 markets in 2025. This represents a steady double-digit growth trajectory.

Also Read: From US$40B to US$300B: SEA’s digital economy ends a transformative decade

Accommodation sector sees rate boost

A key contributor to the sector’s overall value growth is the accommodation market, which is enjoying strong growth underpinned by surging hotel room rates. Hoteliers, particularly in high-demand tourist destinations such as Singapore and Malaysia, have successfully raised average room rates by over 20 per cent.

This strategic increase has translated directly into healthier profit margins for hoteliers and significantly boosted the overall value of the accommodation sector within the online travel market.

Sector performance and growth metrics

Overall, the online travel sector’s GMV for the SEA-6 countries is projected at US$33 billion in 2025, reflecting 14 per cent year-on-year (YoY) growth compared to 2024.

Also Read: SEA e-commerce surges to US$185B as video commerce becomes the new growth engine

The revenue generated by online travel is keeping pace with this GMV growth, signalling effective monetisation. Revenue for the SEA-6 region is forecast to reach US$4 billion in 2025. The expansion of coverage to the full ASEAN-10 markets slightly increases the estimated GMV to US$33 billion for 2025, demonstrating stable growth across the entire Southeast Asian region.

Digital channels and monetisation models

In the online travel space, revenue is generated through two primary models: direct sales and third-party platforms. Airlines and hotels derive revenue directly through their own brand.com channels.

Conversely, online travel agencies (OTAs) function as intermediary platforms, earning revenue as a portion of the price of the sold goods or services.

This sector is crucial to maintaining the momentum of the broader digital economy. While the report notes that air passenger volume is projected to grow by 10 per cent from 2024 to 2025, the exceptional margin growth experienced in the accommodation segment (due to rate increases) provides a distinct and immediate financial tailwind for the sector, making online travel a bright spot for profitability and growth in 2025.

Strategic regional cooperation

The growth forecast remains cautiously optimistic. However, the sector’s long-term health will depend on how the region manages macroeconomic uncertainty and leverages catalysts like greater cooperation among SEA nations.

Autonomous vehicles, ads, and new dining models: The future of SEA mobility takes shape

The continued ease of travel and interoperability across borders will be essential for sustaining this recovery trajectory, particularly as the region navigates potential global headwinds.

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The world stands at an inflexion point. While mature economies debate automation’s legacy, technology giants and business leaders are keen on AI frenzy, a profound transformation beckons: the Fifth Industrial Revolution, which recalibrates industrial progress around humanity, nature, and shared prosperity.​

For Asia and developing economies, this moment is transformative. Rather than replicating the industrialisation path that prioritised efficiency over equity, emerging markets can leapfrog directly into a development paradigm harmonising economic advancement with social well-being and planetary health.​

The three pillars that define 5IR

The European Commission’s 2021 Industry 5.0 framework established three foundational principles: human-centricity, sustainability, and resilience.​

• Human-centricity repositions workers as innovation engines. Collaborative robots (cobots) handle physically demanding tasks while humans focus on problem-solving and creativity. BMW’s facilities exemplify this synergy, combining machine precision with human adaptability.​
• Sustainability moves beyond compliance to competitive advantage. Circular economy principles ensure materials either biodegrade safely or circulate indefinitely, potentially reducing global emissions by 45 per cent by 2050 while creating US$4.5 trillion in economic value.​
• Resilience builds adaptive systems that maintain prosperity amid shocks — pandemics, climate disruptions, geopolitical tensions. Supply chains incorporating digital twins and AI-powered risk modelling exemplify this principle.​

Why Asia can lead

Conventional wisdom suggests that developing economies must master 4IR before contemplating 5IR. This logic misses Asia’s distinctive advantages.

• Infrastructure flexibility: Unlike economies encumbered by legacy systems, many Asian nations build 5IR-compatible infrastructure from the ground up. Thailand strategically positions digital ecosystem development as preparation for 5IR, attracting foreign investment in data centres and analytics.​
• Demographic dynamism: Southeast Asia’s young, digitally-native population represents a massive asset. The region’s mobile-first connectivity, already established, provides a foundation for 5IR adoption, provided education emphasises critical thinking, emotional intelligence, and continuous learning alongside technical skills.​
• Green growth imperative: Climate vulnerability concentrates minds. Asian nations face immediate consequences from environmental degradation, creating political will and market pull for sustainable solutions. Green investment in Southeast Asia’s six largest economies reached US$8 billion in 2024, a 43 per cent year-over-year increase.​

Green investment distribution across Southeast Asia’s six major economies in 2024, showing Singapore and Indonesia leading regional climate finance

Also Read: How to tackle climate change by choosing a career in cleantech

Vietnam exemplifies this trajectory. Despite attracting only two per cent of regional green investment in 2024, the country expanded renewable energy to 43 per cent of electricity generation, among the highest shares in Southeast Asia. Strategic shifts toward wind power and low-carbon transportation demonstrate how targeted policy accelerates transformation in middle-income contexts.​

Biodiversity and biomimicry: Asia’s competitive edge

Asia’s rich biodiversity and agricultural heritage position the region to capture disproportionate value from the emerging bioeconomy, projected to reach US$30 trillion globally by 2050. This sector simultaneously delivers significant economic activity and regenerative environmental benefits.​

Biomimicry, drawing design inspiration from nature’s evolutionary problem-solving, offers proven pathways. Wind turbines modelled on humpback whale fins achieve greater efficiency with reduced noise. Building coatings inspired by lotus leaves repel water while minimising energy consumption. Architecture mimicking termite mound ventilation cuts cooling energy by 90 per cent.​

Indigenous knowledge systems stewarded by Asian communities for centuries provide complementary insights. Traditional resource management, biodiversity conservation, and climate resilience strategies offer wisdom that purely technological approaches miss. Integrating this knowledge with modern tools creates culturally grounded solutions respecting both human communities and natural systems.​

Implementation roadmap: Four phases

Based on successful implementations across diverse contexts:​

• Phase one (Months one to three): Vision alignment and stakeholder mapping. Create organisational awareness about 5IR’s distinctive value proposition — not merely productivity gains but enhanced worker satisfaction, environmental regeneration, and community contribution. Meaningful stakeholder inclusion from inception reduces resistance and surfaces implementation insights.​
• Phase two (Months four to six): Capability assessment. Honestly evaluate current infrastructure, workforce skills, sustainability practices, and resilience mechanisms. Developing economies face common barriers — limited capital access, digital skill shortages, weak regulatory frameworks — requiring targeted, realistic planning.​
• Phase three (Months seven to 12): Pilot implementation. Test 5IR approaches in controlled environments. Poland-based manufacturer CAMELEO deployed virtual reality for customer engagement and training, demonstrating how focused pilots build organisational capability. Worker voice must shape technology adoption, not merely react to predetermined changes.​
• Phase four (Years two to three): Scaled deployment with continuous optimisation. Track multi-dimensional metrics: employee well-being, environmental impact, supply chain resilience, and financial performance, ensuring transformation serves all three pillars.​

Policy imperatives

Wind turbines operating near an urban skyline at sunrise, symbolising renewable energy and sustainable development 

Governments must create enabling environments through coherent policy frameworks:​

• Digital infrastructure investment: Southeast Asia requires massive grid modernisation, accommodating renewable energy, generating 200,000 jobs by 2030, while contributing US$25 billion to regional GDP.​
• Education transformation: Current curricula fail to develop 5IR-essential capabilities — systems thinking, ethical reasoning, continuous learning agility. The World Economic Forum estimates 50 per cent of employees require re-skilling by 2025, particularly acute in developing economies.​
• Innovation ecosystems: Singapore’s HSBC-Antler partnership supporting green startups and Malaysia’s Digital Economy Corporation illustrate how public-private collaboration accelerates entrepreneurship.​
• Ethical AI governance: Risk-based frameworks emphasising transparency, fairness, human rights alignment, and accountability must adapt to local contexts rather than being imported wholesale.​ Joining UN DESA and the Korean Government’s Regional Summit on Effective Governance and AI Transformation 2025, Green Transformation and Sustainability Network (GXS) opens its AI Governance Lab.

Also Read: Bridging the valley of death: How C3H is powering the next wave of climate, health tech startups

The investment case

Green investors increasingly recognise that 5IR-aligned enterprises deliver superior risk-adjusted returns. Companies prioritising sustainability, worker wellbeing, and resilience demonstrate lower volatility, stronger innovation pipelines, enhanced talent attraction, and better regulatory positioning.​

Southeast Asia’s green economy could generate US$120 billion in new value and 900,000 jobs by 2030 through bioeconomy development, grid modernisation, and electric vehicle ecosystem advancement. Measuring success through GDP alone increasingly appears anachronistic. The European Commission’s “Beyond GDP” framework incorporates human development indicators, wellbeing metrics, environmental sustainability measures, and social equity assessments.​

For technopreneurs, 5IR markets reward solutions integrating human needs, environmental stewardship, and economic viability. Singapore’s Green Li-ion and Ampd Energy exemplify how technical innovation aligned with 5IR principles captures market share while generating measurable sustainability impact.​

Navigating real constraints

Developing economies face genuine obstacles requiring acknowledgement and creative problem-solving:​

The digital divide threatens deepening inequality if access remains unevenly distributed. Deliberate inclusion strategies — such as subsidised access, culturally appropriate interfaces, and multilingual support — become prerequisites for equitable transitions.​

Resistance to change, both organisational and cultural, impedes adoption. Transparent communication, inclusive decision-making, and demonstrable early wins build trust.​

Financial gaps create genuine barriers for SMEs. Blended finance models combining public funding, private investment, and development finance can bridge gaps.​

Also Read: Beyond resilience: A call to action for a climate-proof Philippines to the tech ecosystem

How synergies embrace Asia’s fifth industrial revolution

Asia’s emergence as the global leader in the 5IR hinges on unprecedented synergies across multiple dimensions. 

First, the convergence of human capital and technology creates a distinctive advantage: the region’s young, digitally-native workforce seamlessly integrates with collaborative robots and AI systems designed for human augmentation rather than replacement. Unlike mature economies struggling to retrain ageing workforces, Asian economies would cultivate next-generation workers inherently aligned with 5IR’s collaborative paradigm.​

Second, biodiversity and innovation ecosystems synergise powerfully. Asia’s unparalleled biological richness feeds biomimicry initiatives — from whale-fin-inspired wind turbines to nature-based solutions addressing climate challenges. Simultaneously, indigenous knowledge systems stewarded by Asian communities for centuries integrate with cutting-edge technology, creating culturally grounded, holistic solutions unavailable to regions possessing only technological capacity or environmental wisdom in isolation.​

Third, climate urgency accelerates policy alignment. Unlike regions where sustainability competes with growth imperatives, Asian nations recognise existential threats from rising seas, extreme weather, and agricultural disruption, creating political will for transformative environmental policies. This urgency drives coherent government action on renewable infrastructure, circular economy adoption, and green workforce development simultaneously.​

Finally, emerging market dynamics enable leapfrogging. Unburdened by legacy industrial systems, Asian nations can build 5IR-compatible infrastructure from the ground up, capturing efficiency and sustainability advantages simultaneously. Public-private partnerships, innovation sandboxes, and blended finance models multiply impact beyond what either sector achieves independently.​

These synergies, demographic, ecological, political, and infrastructural, position Asia not merely as a participant in 5IR but as its pioneering leader, demonstrating that prosperity, sustainability, and human dignity are not competing objectives but mutually reinforcing imperatives.​

The choice before us

Asia stands at a pivotal juncture. The region can either replicate extractive, inequality-generating industrialisation patterns of the past, or pioneer a genuinely sustainable, human-centred prosperity model, becoming the global standard.

This requires courage — to invest in long-term transformation over short-term optimisation, to prioritise worker wellbeing alongside productivity, to respect planetary boundaries as non-negotiable constraints. It demands wisdom — integrating indigenous knowledge with modern technology, measuring what truly matters beyond GDP.

Most fundamentally, the Fifth Industrial Revolution asks what kind of future we choose and what we’re willing to sacrifice to protect it.

For policy leaders: create enabling environments through infrastructure investment, education transformation, and ethical governance. For technopreneurs: build enterprises solving human problems while regenerating nature. For green investors: capital toward 5IR-aligned ventures delivers superior returns and measurable impact.

Asia’s young populations, digital fluency, biodiversity richness, and climate urgency create unique advantages. The region need not wait for permission from traditional industrial powers. By embracing 5IR’s principles, Asian nations can leapfrog into leadership – not merely catching up but charting pathways others will follow.

The future we create today shapes possibilities for generations to come. Let it be one where technology serves humanity, prosperity includes rather than excludes, and progress regenerates rather than depletes. This is Asia’s Fifth Industrial Revolution to lead.

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AI adoption across Southeast Asia is accelerating, yet many cities still rely on ageing CCTV networks that cannot support modern analytics without costly hardware upgrades. Governments want smarter, safer, more efficient urban environments, but legacy systems and rising privacy expectations often make large-scale transformation difficult. This tension has created space for solutions that can modernise existing infrastructure without adding new risks or exceeding public budgets.

To support companies building this kind of practical, region-ready technology, the Taipei City Government launched the Global Pass programme in 2024. The initiative embeds Taiwan-based startups directly into overseas ecosystems. This gives them access to market insights, local partners, and on-the-ground opportunities to demonstrate their products.

AIRA is one of the clearest examples of this approach in action. With a privacy-first, hardware-light system that upgrades standard CCTVs into intelligent, on-premise AI tools, the company reflects the mission-driven innovation Global Pass was built to champion. Their expansion journey shows how thoughtfully designed AI can strengthen smart-city infrastructure across Southeast Asia without replacing what already exists.

Privacy-conscious AI for Southeast Asia’s smart city ambitions

As cities across the region pursue digital transformation, many still grapple with concerns around surveillance, data governance, and the financial burden of upgrading legacy equipment. AIRA’s model responds directly to these challenges by offering a way to enhance existing CCTV networks rather than rebuild them, which makes adoption both faster and more feasible for budget-conscious governments.

According to Stephanie Chen, Business Development Manager at AIRA Corp, “most companies still need GPU cards for camera analytics, but one GPU card can cost as much as five or six servers.” AIRA instead uses compact CPU-based devices that are “as small as a palm,” making deployment significantly more accessible.

At the same time, public expectations around privacy continue to shape how smart-city technologies are evaluated. As Chen explains, keeping everything on-site is a deliberate design choice. “We run fully on-premise, so customers keep control of their own data. Nothing is sent to the cloud, which reduces exposure and keeps everything secure.”

Also read: How GliaCloud is turning AI video into a growth engine for Southeast Asia

AIRA’s product suite designed for real-world deployment

AIRA’s approach starts with a simple idea: smart-city systems work best when they enhance existing infrastructure rather than replace it. Their flagship tools address three core needs in the region. These are: access control, investigations support and perimeter safety. They are all powered by energy-efficient AI designed to minimise false alarms and improve day-to-day reliability.

First, airaFace provides enrollment-based facial recognition for access management and visitor flow. Second, airaTrack supports rapid, privacy-conscious investigations. It does this by enabling fast cross-camera search without prior enrollment and can process up to 10,000 matches per second. Chen explains its value for large venues: “You can simply click on a face and investigate the whole footage across cameras, even if the person is wearing a mask or it’s low light.”

Third, airaFence focuses on real-time virtual fencing and intrusion detection and is already deployed across more than 100 construction sites in Taiwan. Its precision is a key differentiator. “Some AI cameras produce thousands of false alarms a day,” Chen says. “We focus on human detection so birds, cats and shadows do not trigger alerts.”

All three solutions run on AIRA’s lightweight CPU-based AI, delivered through compact NUC devices that plug into existing CCTV networks. This removes the need for GPU hardware, large servers or cloud infrastructure and keeps all processing on-premise. The browser-based interface can be learned in under two hours, and export tools automatically blur non-target individuals, which reflects AIRA’s commitment to privacy within everyday workflows.

Global Pass as a catalyst for meaningful market entry

For AIRA, Global Pass played a strategic role in bridging the gap between technological readiness and real-world adoption. Instead of entering Thailand with assumptions about the market, the programme allowed the team to observe firsthand how smart city ambitions intersect with practical constraints like legacy infrastructure, budget pressure, and rising privacy expectations. While in Thailand, they also made use of the co-working spaces partnered under the Global Pass, where live demos replaced theoretical pitches, giving C-level leaders and system integrators a clear view of what CPU-based, on-premise AI could actually deliver.

This early access shaped AIRA’s expansion philosophy. By working directly with distributors and system integrators from day one, the company understood how to localise enablement materials, structure proof-of-concept kits, and support partners through remote training. The Solution Day sessions hosted by their Thai distributor reflected this approach, creating a shared understanding of the technology that could scale beyond one event or one country. Global Pass ultimately helped AIRA refine a regionally attuned, partnership-driven strategy that now guides their growth across Southeast Asia.

Also read: How IsCoolLab is shaping the future of industrial automation in Southeast Asia

Expanding a partnership-driven model across Southeast Asia

Beyond Thailand, AIRA is applying the same partnership-driven approach to scale across the wider region. In the Philippines, their distributor is leading more than ten active projects across malls, government facilities and major venues. The team also maintains a sales representative in Malaysia and collaborates with multiple system integrators across Southeast Asia. Its expansion strategy lowers the barrier to adoption and allows partners to demonstrate value quickly while maintaining AIRA’s emphasis on privacy and on-premise processing.

Looking ahead, the company plans to replicate this approach across more markets through partner launches, additional Solution Day sessions, small-box demo units and scalable reseller ecosystems. As Stephanie Chen summarises, “Our mission is to bring AI to life. We want cities to use their existing CCTV not just as decoration, but as tools that truly improve safety and operations.”

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Across Southeast Asia, video has become the language of the internet. Audiences scroll, swipe and consume visual content at a pace that challenges even the most resourceful publishers and marketers. For startups in Taipei looking to enter these fast-moving markets, breaking in requires more than a good idea. It requires cultural fluency, trusted local partners and a front-row view of how regional audiences behave online.

Taipei City’s Global Pass initiative was designed with this reality in mind. The programme gives founders a way to step directly into new markets, test their products with real users and build the relationships that shape sustainable international growth. GliaCloud is one of the companies taking full advantage of this opportunity. How did this Taiwan-based AI video startup use Global Pass to immerse itself in Thailand’s vibrant digital ecosystem?

GliaCloud as an AI video creation partner

GliaCloud helps publishers, marketers and e-commerce brands turn text and data into high quality, impactful video content at scale. According to co-founder and COO Agnes Peng, the company solves a growing challenge in Asia where “the demand for video content is exploding, but professional video production is still expensive, time consuming and requires specialised skills.”

Their suite of tools streamlines the entire process. First, GliaNetwork automatically converts daily articles into video summaries for news publishers. Next, GliaDirector supports enterprises that need hundreds of branded videos. Another tool is GliaCommerce, which specialises in product videos and A/B tested creatives that drive measurable business performance.

Peng emphasises that GliaCloud’s differentiation lies in its focus on outcomes. “We are an outcome based platform. Video creation has to be tied to engagement, conversions and business impact,” she said. In many ways, GliaCloud grows alongside the industries it serves.

Also read: How IsCoolLab is shaping the future of industrial automation in Southeast Asia

Using Global Pass to build presence and gather market insights

Recently, GliaCloud leveraged the Global Pass programme in Thailand. Their team gained access to physical meeting spaces, partner introductions and networking events that would otherwise be difficult without a local office.

“The programme gave us a physical environment to meet partners, get spontaneous feedback and have real conversations,” Peng explained. “It’s very different from just searching online or doing remote calls. For video solutions, cultural understanding is everything.”

Because video performance varies dramatically across Southeast Asia, in-person exposure was crucial. Peng noted that “every market in Southeast Asia is different. People think of the region as one block, but it is actually many cultures with different habits, tastes and content preferences, especially in video.”

This included discovering insights such as local colour preferences, content pacing, and audience behaviour unique to Thai platforms.

Strengthening traction in Thailand’s media and e-commerce ecosystem

GliaCloud already works with over a hundred publishers in Thailand. Peng shared that many of Thailand’s well known digital outlets use GliaNetwork, noting that “they produce thousands of articles every day, and we help curate the top stories into video summaries with monetisation built in.”

GliaCloud is now moving deeper into Thailand’s e-commerce market with Global Pass support. “E-commerce is huge in Southeast Asia, and video has become essential for online buying behaviour,” Peng said. “But many brands don’t know how to measure whether a video is actually good. They struggle with digital literacy, data analysis and A/B testing.”

Their team is returning to Thailand to conduct more field research and explore proof of concept projects. “We want to understand what types of videos really work for Thai consumers. We need real market feedback to help brands improve their results,” she added.

Also read: The rise of privacy-conscious smart-city infrastructure powered by AIRA

Expansion across Southeast Asia

Beyond Thailand, GliaCloud already has customers in the Philippines, Singapore, Malaysia and Indonesia. Across Asia, it serves over 2,000 publishers. Japan remains its largest market, but Peng said the company sees strong long term potential in Southeast Asia, especially for its e-commerce solutions.

A key part of GliaCloud’s strategy is cultural localisation. “AI models today don’t fully understand local culture,” Peng said. “If you ask a model to generate something in a Taiwanese or Filipino style, it often creates a Western version of it by default. We collect cultural data so our videos reflect real local tastes and user scenarios.”

Her long term vision is to empower organisations across the region to create effective video content at scale. “We want to help publishers and marketers use AI in a way that leads to measurable business results,” Peng concluded. “That has always been our focus.”

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Expanding into Southeast Asia is a milestone many Taipei startups aspire to reach, but the reality is that early market entry often feels like navigating in the dark. Taipei City’s Global Pass programme was created to change that story by giving founders a guided route into fast-moving ecosystems like Thailand and Vietnam, where timing and access make all the difference.

Instead of searching for the right partners or cold-messaging their way into local networks, participating startups enter these markets with curated pathways and built-in credibility. Global Pass acts as a regional compass, helping companies understand where the opportunities are, who matters, and what it takes to move from interest to real traction.

Advancing smart manufacturing through intelligent automation

IsCoolLab is one of the startups putting this support to work. The company has been carving out a name for itself in industrial automation by answering a simple question: how can factories modernize quickly without overhauling everything they already have? Their answer is Robotiive, a computer-vision-driven RPA platform that allows machines to observe screens, signals, and workflows with the same situational awareness as a trained operator.

By removing the need to modify hardware or production lines, the team gives manufacturers a realistic way to upgrade. Deployments happen in days, not months. Factories that once viewed Industry 4.0 as a costly, complex transition now have a practical path forward. This is what positions IsCoolLab as one of Taiwan’s most compelling industrial innovators.

Also read: How GliaCloud is turning AI video into a growth engine for Southeast Asia

Understanding the opportunity in Thailand and Vietnam

When IsCoolLab looked across the region, Thailand and Vietnam stood out. Both markets are scaling their industrial sectors at impressive speed, yet many facilities still run on manual processes and legacy systems. The mismatch between ambition and infrastructure creates an urgent need for automation that adapts to existing realities.

Robotiive fits naturally into this gap. Instead of expecting factories to change their systems to accommodate automation, it adapts to the systems they already have. This alignment between market need and product capability is what made Thailand and Vietnam strategic entry points for the company’s Southeast Asia expansion.

Using Global Pass to accelerate market entry

Even with a strong product-market fit, entering a new country requires the right local relationships. This is where Global Pass shifted the trajectory for IsCoolLab. By placing the team in front of accelerators, investors, and ecosystem leaders, the programme turned potential cold starts into warm conversations that mattered.

Each pitch session and meeting was more than a presentation. It was a chance to test messaging, understand market expectations, and hear first-hand how regional stakeholders viewed industrial automation. These insights shaped the company’s approach and helped them speak the language of the local ecosystem with growing confidence.

Achieving traction and partnerships through Global Pass

As the conversations deepened, meaningful traction followed. Visibility through the programme helped IsCoolLab connect with investors who were actively exploring industrial AI opportunities. These discussions sharpened the company’s regional positioning and expanded its network far more quickly than independent outreach could have.

Equally important were the commercial introductions tailored to the team’s goals. The meetings facilitated by Global Pass connected IsCoolLab with partners who immediately saw value in their solution. These early interactions laid the groundwork for pilot discussions and future deployments, proving that the market was not only interested but genuinely ready.

Also read: The rise of privacy-conscious smart-city infrastructure powered by AIRA

Extending momentum across Southeast Asia

This growing momentum soon translated into concrete milestones. In Thailand, IsCoolLab formalized a partnership with Digital Focus, a respected system integrator with deep experience in the local landscape. This agreement marks the company’s official market entry and opens a pathway for scaled adoption.

In Vietnam, the team is already engaged in proof-of-concept work with partners in the petroleum sector and related industries. These projects signal that Robotiive is resonating with industries that are seeking efficiency, reliability, and faster pathways to modernization.

Setting the direction for regional expansion

With progress underway in two pivotal markets, IsCoolLab is now shaping a wider Southeast Asia roadmap. The company sees rising demand in regions where factories are expanding capacity yet still operate on older equipment and manual processes. These environments are ideal for a flexible automation layer like Robotiive.

The Global Pass experience continues to guide IsCoolLab’s next steps by sharpening their understanding of regional dynamics and partnership models. As the company scales, its goal is to help Southeast Asia’s manufacturing sector transform sustainably, efficiently, and at the pace that today’s global landscape demands.

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Workplace trends in Singapore are shifting significantly as employees increasingly seek stability and emotional fulfilment amid a cautiously evolving economic climate. The “job hugging” phenomenon captures this mood perfectly, with more workers choosing to stay put in their current roles rather than chase faster progression or higher pay elsewhere.

This trend reflects a marked departure from the fast-paced job hopping that characterised previous years, favouring predictability over rapid advancement. “Employees today are finding success through job stability, emotional fulfilment, and healthier career pathways,” said Karen Ng, Regional Head of Expansion for North and South Asia at global HR platform Deel.

Alongside this preference for steadiness, Singapore’s workforce is embracing an expanded concept of reward called “emotional salary.” Traditional pay rises are becoming less common, pushing employers to offer more personalised benefits that resonate with employee values, such as recognition, autonomy, flexibility, and personal growth.

Deel’s 2025 Singapore Payday Expectations Report reveals that only 13 per cent of local employees say their pay has kept pace with inflation, while nearly 80 per cent want more flexible pay cycles. This dual demand for financial and emotional support underscores a growing trend where compensation packages are measured not only in dollars but also in terms of meaningful workplace experiences.

Adding to this evolution is the rise of “microshifting,” a flexible work style that allows employees to split their day into bursts, seamlessly accommodating personal commitments such as caregiving or fitness. This innovative approach acknowledges the importance of balance between productivity and life’s demands, signalling a more fluid and adaptive workday structure. Meanwhile, new workplace attitudes such as “conscious unbossing” reflect younger generations’ desire for autonomy and wellbeing over climbing traditional corporate ladders.

Also Read: At 60, I joined the creator economy by accident…

In this email interview with e27, Ng describes in detail this rising phenomenon and what businesses can do about it. The following is an edited excerpt of the conversation.

On the job hugging phenomenon: What is driving this shift most strongly, and how should employers respond to employees who are “hugging” their jobs rather than seeking advancement?

The combination of economic uncertainty and employee pragmatism is primarily driving the job-hugging trend. Amid shifting market conditions and a more competitive job market, employees are clinging to the comfort of their current roles rather than changing roles as the job security and stability are more attractive than the risk of being the first on the retrenchment list in a new organisation, even if it is offering higher pay.

At the same time, some employees who feel settled and comfortable in their present roles may also feel less motivated to work for advancement opportunities.

To better understand employees who are “hugging” their jobs, employers should strive to learn more about the needs and perspective of its employees’ career growth goals. This open communication can not only provide insights and clarity into skill gaps, training needs and general mindset, it can help deepen a culture of trust and empathy.

Additionally, employers can take steps to ensure employees have a clear sense of their own career development path, that workloads are fair and that the company is championing initiatives to boost employee well-being. When information is transparent and employees feel supported, employers can transform their team’s hesitation and cautiousness into motivation for career growth with the organisation.

Also Read: Are you a human resource?

How should organisations redesign their leadership development strategies when fewer people want to climb the corporate ladder?

With fewer people keen to climb the traditional corporate ladder, companies must adapt their leadership development strategies from traditional promotion-focused models to skill-based, performance-centred models.

This might mean designing tailored leadership development plans with specific, measurable, achievable, relevant, and time-bound (SMART) goals, while providing ongoing feedback for employees. Combined with in-house initiatives like mentorship that nurtures soft skills such as communication and on-the-job learning methods like department rotations, employers can develop adaptable leaders beyond typical managerial roles.

Redesigning leadership development strategies can also include an expansion of leadership definitions and roles. This promotes inclusion and empowerment of employees who do not seek conventional leadership positions, but have proven their abilities to contribute to the company’s success.

Deel’s research shows employees increasingly value recognition, autonomy and purpose as much as compensation. What does an effective “emotional salary” package look like in practice?

The key to an effective “emotional salary” package is recognising what employees value today. On top of the raw monetary compensation, it will include non-financial perks such as guaranteed paid leave days meant for upskilling courses.

These perks show that the employer supports its employees, motivating them to work towards personal and professional development. One particular value of note is flexible pay, as it is growing in importance for Singapore talent. Deel’s 2025 Singapore Payday Expectations Report has shown that nearly eight in 10 employees are looking for flexible pay cycles and 54 per cent want greater control over their compensation structure.

Also Read: How AnyMind Group achieved profitability through its approach to human resource and leadership

This signals that Singapore’s employees value autonomy over their salaries, and want to be trusted to have more say in how and when they receive their compensation.

With only 13 per cent of employees saying their pay keeps pace with inflation and many wanting more flexible pay cycles, how should companies rethink compensation and payroll structures?

Companies can redesign their compensation packages to blend base salaries with incentives and equity grants. This might offer a more competitive package for employees, while allowing the company to manage costs.

With greater demand for flexibility, companies can also consider offering on-demand access to wages. This arrangement may help alleviate financial stress from sudden emergencies and provide employees more control over their finances throughout the pay cycle, which can boost overall employee satisfaction.

How realistic is microshifting for Singaporean employers across different industries, and what conditions must be in place for it to succeed without compromising productivity?

Similar to the idea of providing flexible work, microshifting offers employees the flexibility to structure their working hours around their peak-productivity windows as well as personal commitments, providing more effective work-life balance.

It is especially effective for roles that prioritise independent output and do not require real-time, in-person interaction with colleagues, clients or other stakeholders. In contrast, roles that require coordination with multiple stakeholders, such as professional services or customer care, may be less suited for microshifting since real-time communication and face-to-face interactions are essential. This means fixed hours are still a priority and microshifting is less feasible.

Also Read: Moving mental health out of Freud’s era and beyond the couch with big data

For employers offering microshifting as a flexible work benefit, it’s important to implement a system that ensures accountability.

Managerial roles and team members must still work cohesively, with clear protocols and handovers to maintain continuity when work is passed between microshift blocks. It may also be worth setting core working hours for easier alignment and team syncs. Ultimately, teams and managers need to work together, continuously fine-tuning processes until microshifting works to meet productivity and employee needs.

On LinkedIn Envy and other forms of external peer pressure: What role can companies play in reducing the pressure employees feel from external career benchmarks, and how can leaders foster a healthier culture?

Companies have little control over how employees use their personal LinkedIn. However, to alleviate external comparative pressure, a good approach is to ensure your company culture champions transparency in communication, celebrates contributions beyond titles, and emphasises individual development over competition.

Internally, organisations can assure employees and keep them regularly engaged through town halls and company updates. Externally, as employees seek visibility and recognition, leaders and managers can also choose to celebrate key achievements on LinkedIn to highlight the good work from the team.

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Image Credit: tommao wang on Unsplash

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Singapore-founded deeptech startup SynaXG Technologies has raised over US$20 million in its first funding round, marking one of Asia’s largest early-stage investments in the fast-rising field of AI-Radio Access Networks (AI-RAN).

The round, backed by Qualgro, Vertex Ventures, and January Capital Growth Credit, positions the company as one of the region’s most ambitious contenders in AI-native wireless infrastructure.

Also Read: Deeptech’s secret: Ignore the market, master the engineering, and let opportunity find you

The investment arrives at a moment when Singapore’s deeptech ecosystem is entering a period of unprecedented growth. The city-state now leads Southeast Asia in AI activity, capturing an overwhelming 91.1 per cent of the region’s deeptech funding, supported by US$1.6 billion in government AI commitments and US$26 billion in broader tech investments.

With 650 AI startups, 32 unicorns, and a projected AI market size expected to reach US$4.64 billion by 2030 at a compound annual growth rate of 28.1 per cent, Singapore has quickly become the regional centre of gravity for advanced computing and frontier technologies.

It is within this accelerating landscape that SynaXG has emerged as a standout deeptech player. Founded by industry veteran Xin Huang, the company has quietly spent nearly four years engineering AI-native RAN systems, supported by a team with decades of wireless and compute expertise. Today, its partners already include global AI-RAN chipmakers, Network Equipment Providers, and major telecom operators.

“SynaXG is building products and solutions for the next generation of AI-powered wireless infrastructure,” said Chin Chao, Partner at January Capital. “A true deeptech AI-powered wireless-infrastructure startup is rare in this part of the world, and SynaXG is well-positioned to pioneer the next wave of innovation in this space. The team has both the ambition and the capability to shape the future of AI-driven connectivity, and we are proud to support them.”

AI-RAN: the backbone of the physical AI era

AI-RAN refers to radio access networks in which AI is embedded directly into the wireless architecture, enabling networks to process both cellular and AI workloads in real time. Unlike traditional RAN systems, AI-RAN architectures are cloud-centric, multi-tenant, and compute-rich, leveraging CPUs, GPUs, and DPUs to deliver ultralow latency, secure operations, anomaly detection, and enhanced privacy compliance.

This new category of network infrastructure is considered foundational to the rise of Physical AI (AI systems interacting with the real world across robotics, autonomous vehicles, drones, and industrial automation). These applications demand real-time responsiveness and adaptive decision-making at the network edge, making AI-RAN the critical enabler.

“We believe AI-RAN is the foundation of the next technology revolution – much like the iPhone reshaped the mobile era,” said Xin Huang, founder and CEO of SynaXG. “With four years of pioneering work and strong global partners, we are ready to scale and lead the next generation of AI-native wireless networks and Physical AI.”

Also Read: Funding deeptech: Balancing potential and complexity in the search for capital

The global momentum behind the sector has accelerated sharply. In one of the most significant signals of confidence to date, NVIDIA announced a US$1 billion investment in Nokia, granting it a 2.9 per cent equity stake and deepening their strategic collaboration to embed AI into next-generation 5G and 6G radio networks. The partnership focuses on integrating Nokia’s RAN software with NVIDIA’s CUDA platform, establishing a unified AI-native foundation for future telecom infrastructure.

Industry-wide coordination is also rising. The AI-RAN Alliance, comprising more than 80 members, is spearheading research and standards across Asia-Pacific, while operators such as Indosat Ooredoo Hutchison have become among the world’s first to roll out commercial AI-RAN deployments—highlighting Southeast Asia’s growing leadership in the domain.

SynaXG’s global ambition aligns with rising regional momentum

With fresh capital in hand, SynaXG plans to accelerate product development, expand its global engineering teams, and deepen collaborations with telecom operators and enterprise partners worldwide. Early traction with AI-RAN chip providers and network equipment companies suggests that SynaXG is positioning itself not just as a participant but as a potential category leader.

“We believe that the deep AI capabilities of SynaXG’s team will position the company very well for capturing significant opportunities in a market driven by the demand for significantly more computing capacity,” said Heang Chhor, Managing Partner at Qualgro. “SynaXG has the potential to become a global player, growing out of Singapore.”

AI-RAN is shaping up to be one of the most consequential technological shifts since the emergence of cloud computing. By merging AI and telecom infrastructure into a single, adaptive computing fabric, AI-RAN unlocks applications previously considered unfeasible—from large-scale industrial automation to real-time public safety systems and next-generation smart cities.

SynaXG’s full-stack portfolio — spanning L1/L2/L3 RAN software, virtualised distributed and centralised units (vDU/vCU), radio units, and heterogeneous compute-optimised systems — positions it to serve operators transitioning from conventional RAN to AI-native architectures. As telecom providers increasingly seek software-driven agility and AI-enhanced intelligence, demand for such solutions is expected to rise sharply.

Preparing for the next stage: a global Series A

To support global rollouts and scale deployments, SynaXG is now preparing for its Series A fundraising. The company aims to broaden commercial adoption of AI-native RAN systems across international markets, leveraging Singapore’s growing reputation as a strategic base for deep-tech scaleups.

Also Read: How early-stage deeptech startups can attract and retain the right talent

Singapore’s dominance in AI investment, coupled with Asia’s expanding telecom modernisation efforts, creates a fertile environment for innovators like SynaXG. Although Southeast Asia’s deeptech funding dipped 34 per cent year-on-year in 2024, its share of regional venture capital rose to a record 17.6 per cent, indicating strong underlying momentum despite the temporary capital contraction.

Against this backdrop, SynaXG’s emergence as a well-funded AI-RAN pioneer demonstrates how Singapore’s deep-tech ecosystem is evolving from research-driven to globally competitive. With accelerating sector growth, strategic global partnerships, and its upcoming Series A, SynaXG is on course to become one of Asia’s most influential forces in AI-native wireless networks.

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At first glance, the sharp drop in US jobless claims to 191,000, the lowest level in over three years, should have sparked optimism. Fewer Americans filing for unemployment typically signals labour market resilience, which in turn supports consumer spending and broader economic activity. Despite this positive development, market participants remained unmoved, with equities trading in narrow ranges and volatility suppressed.

This disconnect underscores a deeper uncertainty about the path ahead, particularly as monetary policy remains in flux. National Economic Council Director Kevin Hassett’s public call for a 25 basis point interest rate cut at the upcoming December FOMC meeting adds another layer to the narrative, suggesting growing political and economic pressure on the Federal Reserve to pivot toward easing. While such a move may be anticipated by some, markets appear to be holding their breath, waiting not just for confirmation of a cut, but for evidence that it will mark the start of a durable easing cycle rather than a one-off adjustment.

Equity markets reflected this indecision. The S&P 500 inched up by 0.1 per cent, the Nasdaq gained 0.2 per cent, and the Dow Jones Industrial Average slipped by 0.1 per cent, painting a picture of consolidation rather than conviction. This sideways movement aligns with the broader implication that investors should maintain exposure to high-quality US equities while selectively exploring non-US value and mid-cap opportunities for alpha generation.

The emphasis on quality suggests that in an environment of ambiguous macro signals, investors are prioritising balance sheet strength, earnings visibility, and resilient business models. Meanwhile, the fixed-income market responded with modest yield increases. Ten-year US Treasury yields rose 3.5 basis points to 4.098 per cent, and two-year yields climbed 3.9 basis points to 3.523 per cent.

This upward move may seem counterintuitive ahead of an expected rate cut, but it likely reflects positioning shifts and the market pricing in both near-term easing and longer-term inflation or growth concerns. With spreads widening, however, bonds are regaining appeal as a defensive asset class, particularly for those looking to front-run the Fed’s pivot and lock in relatively attractive yields before they decline further.

Also Read: Markets rally on Fed easing bets: Here’s why Crypto’s move is different

In foreign exchange markets, the US dollar rebounded, but an important shift emerged in yen dynamics. The Japanese yen advanced 0.1 per cent to 155.10 against the dollar following reports that key members of Prime Minister Takaichi’s government would not oppose a potential Bank of Japan rate hike in December.

This development marks a subtle but significant shift in Japan’s policy stance, long anchored to ultra-loose monetary conditions. If the BoJ does act, even modestly, it would further narrow the yield differential between Japanese and US assets, likely fuelling additional yen strength. For global investors, this suggests a reorientation of capital flows and potential repricing of carry trades that have underpinned certain risk strategies for years.

In commodities, Brent crude rose 0.9 per cent to settle at US$63.26 per barrel, while gold held steady at US$2,407 per ounce, consolidating for a fourth consecutive day. Gold’s stability amid choppy risk sentiment reaffirms its role as a defensive hedge, especially as geopolitical uncertainties linger. Oil, meanwhile, remains hypersensitive to supply-chain disruptions and Middle East tensions, though demand concerns continue to cap its upside.

Turning to Asia, regional equities traded mixed, with Chinese markets showing signs of recovery. The rebound in China, supported by both policy expectations and valuation support, has prompted a strategic barbell approach, favouring both high-growth tech names and high-dividend, stable earners.

This duality captures the dual forces shaping China’s market: optimism over long-term innovation potential and pragmatism around near-term economic uncertainty. With US futures pointing higher, the global equity backdrop appears supportive, but the lack of strong directional momentum suggests that traders remain cautious until clearer signals emerge from next week’s labour market data.

The cryptocurrency market, however, diverged from this cautious stability, declining 1.36 per cent over the past 24 hours. This pullback encapsulates three distinct but interrelated dynamics. First, a significant leverage unwind occurred in Bitcoin markets, with US$86.78 million in liquidations, 58.98 million of which came from long positions. This surge in long squeezes, up 20 per cent from previous levels, coincided with a 4.4 per cent drop in perpetual futures open interest and elevated funding rates of plus 0.0027 per cent.

The spot-to-perpetual ratio of 0.21 further signalled an over-leveraged long bias, leaving the market vulnerable to even minor price corrections. As small dips triggered margin calls, cascading sell-offs amplified downside pressure. The Fear and Greed Index’s decline to 25, down from 27 just a day earlier, confirms a waning appetite for speculative risk.

Also Read: December Fed cut countdown: The 25 basis point move that will reshape every asset class

Second, Ethereum’s much-anticipated Fusaka upgrade, launched on December 3, failed to sustain bullish momentum. Despite the technical improvement aimed at reducing transaction costs, ETH dipped 1.5 per cent as traders appeared to treat the event as a classic buy-the-rumour, sell-the-news scenario.

The upgrade itself represents a meaningful step forward for Ethereum’s scalability and user experience, but short-term market dynamics often prioritise positioning over fundamentals. With ETH’s 14-day relative strength index at 65.75, the asset remains in neutral territory, not yet oversold, but lacking immediate upside catalysts. This opens the door for further consolidation as the market digests the upgrade’s real-world impact.

Third, Binance’s announcement of a dual-CEO structure, appointing Yi He alongside Richard Teng, introduced a layer of governance uncertainty. While the move ostensibly balances innovation with compliance, markets interpreted it as a sign of internal recalibration, possibly influenced by lingering regulatory scrutiny and the indirect role of founder Changpeng Zhao.

The resulting 3.75 per cent weekly decline in BNB reflected broader concerns about platform stability and regulatory risk, which spilt over into the wider crypto ecosystem. In an environment already marked by caution, such leadership shifts can amplify bearish sentiment, particularly when they raise questions about strategic direction.

Taken together, these three forces, leverage flush, post-upgrade selloff, and governance concerns, explain the crypto market’s retreat. The rise in Bitcoin dominance to 58.7 per cent further underscores a flight to perceived safety within the digital asset space, as altcoins underperformed amid risk-off flows.

Looking ahead, all eyes turn to tomorrow’s US jobs data. A strong report could rekindle the positive correlation between Bitcoin and the Nasdaq, currently at plus 0.53, by reaffirming the narrative that crypto behaves as a risk asset in a growth-friendly macro regime. Conversely, any sign of labour market weakness might accelerate the Fed’s pivot, potentially reviving demand for yield-sensitive assets, including crypto.

For now, Bitcoin’s US$3.04 trillion Fibonacci support level stands as a critical test of market resilience. In a world where macro signals are improving, but sentiment remains subdued, the path forward will hinge on whether fundamentals can finally overpower fear.

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Southeast Asia’s tech ecosystem showed renewed resilience in November 2025, pulling in US$328M across 21 deals, says a Tracxn data. This is a sharp rebound that underscores improving investor sentiment.

The surge represents a 203.7% jump year-on-year and a 21.9% rise from October, signalling that capital is once again flowing more confidently into the region after several uneven months.

A striking feature of November’s activity is its capital concentration: the top 10 deals accounted for over 81% of total funding, reflecting a continued “power law” dynamic where standout companies capture the lion’s share of investment.

Early-stage momentum remained strong—10 early-stage rounds and eight seed deals made up more than 85% of activity—highlighting investors’ ongoing conviction in SEA’s emerging venture pipeline.

The month’s performance was anchored by major raises, with Ampersand leading at US$80M, followed by Roojai (US$60M) and Olares (US$45M). Additional deals from Moladin, Paywatch, and deeptech players such as Transcelestial and LightSpeed Photonics added further depth to the landscape.

While November’s total sits well below the billion-dollar peaks seen in late 2024 and mid-2025, it marks a clear recovery from recent troughs, suggesting that SEA’s funding environment is stabilising, and potentially primed for a stronger 2026.

REGIONAL

The US$328M comeback: SEA tech posts massive 204% YoY funding spike: Southeast Asia’s tech ecosystem rebounded strongly in November 2025, securing US$328M across 21 rounds, driven by early-stage momentum and top deals that captured over eighty-one per cent of total funding.

Singapore’s SynaXG scores US$20M to shape the future of AI-powered wireless networks: Investors include Qualgro, Vertex Ventures, and January Capital; The new funding enables SynaXG to expand engineering, speed product development, and scale AI-RAN deployments as global Physical AI demand surges.

bolttech acquires Kenya’s mTek to expand embedded insurance to East Africa: mTek is one of Kenya’s leading digital insurance innovators. Its paperless, mobile-first platform allows customers to compare, purchase, and manage insurance policies seamlessly.

Tonik secures US$12M to power profitability push as digital bank eyes 2026 breakeven: Investors include Diligent Capital, Plio Limited, and Altara Capital. Tonik’s fundraise sends a signal that SEA’s digital banking landscape is transitioning from experimentation to sustainable, regulated growth.

SEA neobank Circle Asia to launch Vietnam’s AI paylater card: The new card will use Pismo’s API-based platform to offer instant credit approval, flexible installment options, and virtual payments without requiring a bank account.

Google DeepMind starts research team in Singapore: The research team will focus on advanced reasoning and LLMs, according to research scientist Yi Tay, who will lead the group. The team will work on developing and improving models such as Gemini and Gemini Deep Think.

PulseTech lands US$3M to wage war against Bangladesh’s counterfeit medicine crisis: With the help of AVV and Iterative, PulseTech plans to expand into South and Southeast Asia, where fragmented supply chains and counterfeit drug risks mirror Bangladesh’s challenges.

TusStar strengthens Singapore’s AI ecosystem through new SEA partnership: TusStar, SEA Bound and AI Singapore have partnered to accelerate people-centric agentic AI adoption, bringing global AI firms to Singapore while enabling local enterprises and mid-career talent to co-develop industry-ready AI solutions.

REPORTS, FEATURES & INTERVIEWS

Online travel becomes 2025’s breakout winner as accommodation prices lift SEA’s GMV: Accommodation rate hikes drive sharp value growth, pushing online travel GMV toward US$33 billion and strengthening revenue performance across ASEAN’s digital markets.

From US$40B to US$300B: SEA’s digital economy ends a transformative decade: With 71% internet penetration and strong revenue growth, SEA is closing the gap with mature global markets, shows the e-Conomy SEA 2025 report.

Autonomous vehicles, ads, and new dining models: The future of SEA mobility takes shape: With GMV hitting US$51B in 2025, SEA’s delivery platforms push deeper monetisation, diversifying beyond delivery as autonomous vehicle pilots reshape mobility’s next phase.

SEA e-commerce surges to US$185B as video commerce becomes the new growth engine: SEA’s e-commerce sector surges on video commerce adoption, rising seller participation, strong monetisation, and growing grocery and non-grocery demand.

Why agritech is key to securing long-term food resilience in Indonesia: An analysis by Foundry Collective highlights how digital innovation and new business models can build food resilience in Indonesia through a three-part framework known as the 3R Pathways: Robustness, Recovery and Reorientation.

The Singapore workplace in 2025: Job hugging, emotional salary, and a whole new approach to leadership development: More workers in the island nation’s workplace choose to stay put in their current roles rather than chase faster progression or higher pay elsewhere.

INTERNATIONAL

Elon Musk warns AI risks, urges focus on truth: He said that AI must focus on truth, beauty, and curiosity. He warned that AI systems can absorb false information from the internet, leading to faulty reasoning and dangerous conclusions.

Nexus Venture closes US$700M fund for AI, fintech, consumer startups: Nexus Ventures VIII will target companies at the inception, seed, and series A stages. It has invested in 130+ companies and achieved 30+ exits, including IPOs. Its portfolio includes Postman, Apollo, Zepto, and Delhivery.

InMobi founders buy back US$250M stake from SoftBank: This reduces SoftBank’s holding in the company from roughly 35% to between 5% and 7%. The buyback was financed through debt, with InMobi’s founders pledging their shares as collateral.

Binance names co-founder Yi He as new co-CEO: He will join Richard Teng in a dual leadership structure. Yi He, a longtime Binance executive, has been with the company for more than eight years and currently serves as its Chief Customer Service Officer.

Taiwan may launch first stablecoin by late 2026: The timeline depends on the passage of the “Virtual Assets Service Act,” which is set for review by the Cabinet this week. The Cabinet is scheduled to review the act this week, following three prior meetings that produced a high level of consensus.

SEMICONDUCTOR

EY, Nvidia partner on physical AI platform: Built with Nvidia’s computing infrastructure, the platform helps companies deploy and manage AI systems for robots, drones, and edge devices. The lab offers facilities to prototype, test, and deploy robotics and automation solutions.

Nvidia CEO unsure China would take its H200 chips if US export restrictions were relaxed: Jensen Huang said that Nvidia cannot offer downgraded chips to China, as the country would likely reject them. The US has imposed export restrictions on advanced AI chips since 2022 to limit China’s access to sensitive technology.

Nvidia says US$100B OpenAI investment is still pending: Nvidia, the world’s most valuable company, revealed a letter of intent in September to deploy at least 10 gigawatts of its systems for OpenAI, but a definitive deal is still pending.

AI

Reimagining weight loss with AI: How Welling AI stands out: Rather than rely on manual calorie logs, Welling AI users can record meals through voice, text, or photos. The platform uses AI to analyse food choices and provide tailored feedback, replacing tedious tracking with a conversational interface.

Why your AI pilot failed: Inside the 7 mistakes that cost enterprises millions: AI pilots fail for predictable reasons: from static models to centralised bottlenecks. Understanding these seven errors is the key to unlocking real business value.

How AI is transforming Asia’s universities and the future of talent: Asian universities are rapidly integrating AI, with Hong Kong and Singapore leading bold initiatives reshaping education, workforce readiness, and industry partnerships as the region races to build future-proof talent for an AI-driven economy.

Preserving memories in the age of AI: How technology helps us remember who we are: AI powered storytelling helps families preserve memories and identity, turning personal moments into lasting emotional legacies.

AI or human? The wrong question in a world that demands both: The founders who thrive in the next decade won’t be the ones who avoid AI, nor the ones who blindly automate everything. It will be the leaders who strike the right balance: Human where it matters. AI where it scales. And transparency woven throughout.

THOUGHT LEADERSHIP

Why SEA and India would take centre stage in startup and VC world in the next decade: Vertex Ventures SEA & India’s US$541M fund underscores SEA’s rising startup potential, driven by growing consumer markets, SME digitisation, healthcare needs and AI, despite structural challenges.

From job-hopping to growth-hacking: What SMEs can learn from Gen Z’s approach to work: Gen Z grew up with YouTube tutorials, online courses, and side hustles. We don’t wait for permission to learn. That’s good news for SMEs, who often can’t afford the formal training programmes of larger corporations.

Why institutional money is flowing into crypto, even as fear grips retail: Markets held steady as soft labour data and strong services activity boosted expectations of a December Fed rate cut, lifting equities, weakening the dollar, and sustaining cautious crypto gains driven by rising institutional adoption.

Asia’s Fifth Industrial Revolution: Leading the next wave of sustainable prosperity: Asia’s unique strengths position it to lead the Fifth Industrial Revolution by aligning human-centric innovation, sustainability, and resilience for shared prosperity.

The future of consumer tech: Founders who design for human agency, not dependency: Founders are rejecting extractive consumer tech models to build agency-driven systems where users become stakeholders rather than products.

The culture conundrum: Why private equity’s best CEOs still fail and how Moneyball thinking can fix it: Data-driven analytics reveals the real driver of PE returns is firing toxic employees in month three, not cap table optimisation.

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