Aaron Lee, a full-time serial entrepreneur and part-time boxer, had just returned to Hong Kong after completing his education in the US.

However, as an expat, he encountered challenges in finding affordable accommodation in HK, as there were limited options available. The ones that existed charged exorbitant rents and their leasing terms were not flexible. And it got lonely to stay without friends in a flat in HK.

This led Lee to set up Dash Living, a home-sharing platform, which has grown to cover over 1,200 units in Hong Kong and Singapore. 

Besides solving accommodation problems for millennials like himself, Dash also solves one of the biggest challenges that young working professionals face: that is, finding affordable, all-inclusive premium living spaces.

One of the most important characteristics of co-living spaces is a community, and Dash has quickly managed to secure over 13,000 followers across its social media platforms.

“Building a community is certainly a crucial aspect for startups,” Lee said. “While we are more nimble, adaptable, and creative, we are also the underdogs with fewer resources than the big guys. Whether it is tenant communities,  investor communities, brand partners, or collaborator communities, having like-minded people around not only amplifies but also helps shape and nurture a company’s message and culture, ultimately helping it grow.”

In this interview, he shares with e27 how the seven-year-old company managed to build one of the largest co-living communities.

Also Read: Dash Living acquires Singapore’s coliving company Easycity, expands to the Asia Pacific

Create a dedicated community team 

One of the most common challenges facing startups over community hiring is finding the right professionals to do the job. And, beyond that, growing the community in the most organic way possible.

Dash has a dedicated team of community experts, with most of them having experience in the hospitality industry, which he believes makes them professionals at guest service and handling communication.

Dash’s community team engages with tenants almost every day with activities, events, and chit-chats to understand their needs better. 

The startup follows a lean structure where the freshest of employees can work alongside the founder and senior leaders. Lee believes that structuring the team in a way where everyone is viewed as “equals” can contribute to both growth and encourage newer ideas.

Understanding clients

In a world where people switch from one platform to another in a heartbear, Dash believes it is extremely important for businesses to understand the needs of their clients.

Therefore, an important aspect of the Dash community is developing a deep understanding of tenants’ backgrounds and interests. The company goes out of the way to carry out regular surveys to understand tenants’ needs before they check in to their rooms.

Through its in-built chat functionality, the Dash team can speak to the tenants not just about matters pertaining to the co-living space but also outside of their stay.

For example, the Dash team helps tenants with information about car parking spaces and restaurants with a particular cuisine. According to the team, this is some of the kind of instant help that it provides the tenants.

Creating a user-driven community

Once Dash engages with tenants through online and offline touchpoints, it focuses mostly on creating user-generated content, user-generated engagement, and events.

According to Lee, a true community is user-driven and not just merely platform-driven. One of the metrics to measure if a community is thriving is also to observe to what extent it is user-driven.

To encourage this, Dash provides its members with a platform where they can initiate and host events for the community, and as the host, it puts those memories and interesting stories on Dash’s blog (known as Dash Insider).

Responsive community team

Since most of the tenants in co-living spaces have similar difficulties and inquiries, handling queries is not very difficult, according to the founder, which is why being responsive is the most valuable thing.

The company has added features like “in-app messaging” to make the communication process more streamlined. Besides this, it also has a dedicated team to respond quickly to tenants staying in over 600 rooms in HK and 600 rooms in Singapore.

Offering perks 

The community team at Dash also offers its tenants perks that it probably wouldn’t find anywhere else. For example, free gym services for both tenants and their parents and discounts with shopping brands.

Also Read: From co-working to co-living, these 7 brands in Southeast Asia have got you covered

Besides responding and hosting events for the community, the Dash team also manages and explores perks with different vendors, for example, dining, discounts, gym pass, and also free usage of co-working spaces.

Hosting events

Bringing different people together under one roof is an important aspect of community building. The company used to host events at least once a month before the onset of COVID-19. For example, having a bakery workshop for all its tenants.

But it does not just self host events but also helps its tenants organise events.

Lee recalls how a French tenant organised an event for his neighbours on the rooftop with the help of the Dash community team, who helped him plan the event and get RSVPs from interested individuals.

After the pandemic hit, Dash quickly pivoted from offline to online events which include Zoom sessions focused on health and fitness. 

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Image Credit: Dash Living

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Sembrani Nusantara Fund (SNF), a fund operated by Indonesian corporate VC firm BRI Ventures, has led an undisclosed Series A investment Andalin, a local startup providing cross-border shipping solutions.

The round is SNF’s third investment since launching in June 2020. Last December, it announced back-to-back investments into Indonesian drink brand Haus! and local direct-to-consumer shoe startup Brodo.

The fresh funds will go towards establishing freight consolidation infrastructure and expanding Andalin’s branch offices in the international port cities of Semarang, Surabaya, Medan and Makassar. The company will also seek to launch operations in Japan, Thailand, China, Vietnam and South Korea.

This round comes fresh off Andalin’s seven-figure pre-Series A round raised in October 2020.

Established in 2016, Andalin provides digital cross-border shipping solutions in Indonesia to help local micro, small, and medium enterprises (MSMEs) simplify their import-export processes — from freight arrangements to customs clearance and everything in between.

Despite the economic impacts of COVID-19, Andalin claims it saw demand for its services spike in 2020, with shipment volume increasing by roughly 5x and average revenue per client rising by 450 per cent year on year.

The company claimed that it facilitated shipments of goods worth US$20 million in 2020 and was close to EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortisation) positive by the year-end. As it seeks to increase its gross merchandise value to US$100 million, the company said it is on track to raise another round of funding by the end of 2021.

Also Read: Teleoperation: It’s here to revolutionise the logistics and supply chain industry

Nicko Widjaja, CEO of BRI Ventures, said: “With companies like Andalin strengthening the local import-export game, Indonesia will be able to start reducing its trade deficit. Even if you put COVID-19’s impact on global trade aside, very clear patterns still emerge in this market, such as the country’s overall e-commerce gross merchandise volume of US$130 billion in 2020.”

“We see an opportunity in digitising first-mile logistics, simplifying the often convoluted and opaque sourcing process for MSMEs while reducing cost barriers. If all goes well, this will encourage them to undertake more import-export activities,” said Rifki Pratomo, CEO of Andalin. “Andalin will increase the capacity and quality of export-oriented products to and from Indonesia, and hopefully reduce the trade deficit.”

The global freight forwarding market is expected to reach US$207 billion by 2026, up from US$170 billion in 2019.

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Image Credit: BRI Ventures

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PatSnap, a provider of R&D intelligence and IP intelligence platforms for brands and enterprises, has secured US$300 million in Series E financing round, led by SoftBank Vision Fund 2 and Tencent Investment.

Existing investors Vertex Growth, Vertex Ventures Southeast Asia & India, CPE Industrial Fund, Sequoia China, and Shun Wei Capital also participated.

This development comes nearly three years after it secured US$38 million in Series D round in June 2018.

The London- and Singapore-based firm plans to use the fresh funds to further advance its innovation intelligence platform, accelerate product development, and acquire additional domain expertise in the industry sectors where its technology is used by research and development (R&D) and intellectual property (IP) teams.

Also Read: ‘Want VC funding? Your startup needs to be valued at least US$700M in 10 years’: Jeffrey Paine

The funds will also enable the company to expand its sales presence around the world and invest in the growth and professional development of its employees.

PatSnap’s flagship R&D Intelligence and IP Intelligence platforms use machine learning (ML), computer vision, natural language processing (NLP) and other artificial intelligence (AI) technology.

Innovation teams at companies, brands, universities and research institutions use these platforms to get access to market, technology and competitive intelligence as well as patent insights needed to take their products from ideation to commercialisation.

PatSnap’s clients include Dyson, Spotify, Oxford University Innovation and The Dow Chemical Company.

“PatSnap’s mission is to empower innovators to make the world a better place,” said Jeffrey Tiong, founder and CEO of PatSnap. “Our global footprint, leadership and strategic position in the innovation economy have enabled us to attract top investors, customers and talent.”

Companies around the world are under pressure to increase the pace of innovation. And while more money is spent on R&D every year — US$2.4 trillion in 2021, according to R&D World — the returns are dwindling. An article published in Harvard Business Review also noted a 65 per cent drop in R&D productivity.

PatSnap’s AI-powered technology addresses this issue by analysing and connecting the key relationships between millions of unstructured data points across disparate data sources to deliver insights that guide R&D decisions and help accelerate the time it takes to bring new innovations to market.

PatSnap claims it has more than 10,000 customers around the world, supported by more than 700 employees working from the company’s Asian headquarters in Singapore, European headquarters in London, and North American headquarters in Toronto.

Over the past year, PatSnap says it has enabled its customers to significantly accelerate time to insight when dealing with unstructured data by an estimated 12x, leading to an estimated 3x increase in successful product launches.

“We believe in a connected world and are impressed with PatSnap’s AI-centric platform that helps organisations and researchers to connect the dots,” said Levin Yao, Managing Partner of Tencent Investment.

“PatSnap is the clear leader in the connected innovation intelligence category. Its impressive portfolio of customer use cases reinforces its role in enabling companies to significantly improve their ability to identify business opportunities and threats across multiple domains and industries,” Yao added.

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Image Credit: Patsnap

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Beenext joins Indian fintech startup YAP’s US$10M round

Other investors: Flourish Ventures and Omidyar Network India (co-leads), 8i Ventures, DMI Group (The Sparkle Fund), Better Capital.

What it intends to do with the funding: To expand across Bangladesh, Saudi Arabia, Oman, Egypt, Vietnam and Indonesia.

About YAP: Founded in 2015, YAP is a fintech infrastructure provider that enables businesses and platforms to offer their own branded financial services while ensuring regulatory compliance.

As of now, YAP’s infrastructure serves companies in India, Nepal, the UAE, Australia, New Zealand and the Philippines.

Tan Hooi Ling joins fintech firm Wise’s board

The story: London-headquartered Wise has also named Clare Gilmartin, former CEO of Trainline, as a director-designate.

Also Read: Ecosystem Roundup: ByteDance game plan, and does AirAsia foray into food delivery even make sense?

More about the story: Wise will also be expanding its Singapore office and aims to hire over 70 people in expansion, engineering, product and operations roles.

New partnership to support Singapore’s halal startup ecosystem

The story: The Halal Angels Network has partnered with HalalNexus Singapore to support local firms and government to boost the halal startup ecosystem in the region, according to Singapore Business Review.

How it will help: By investing in the government’s startup initiatives and market opportunities in the halal consumer market, including B2C and B2B.

According to HalalNexufs founder Sulaiman Harun: “Halal Angels Network’s focus on halal startups and entrepreneurship will make it easy for us to connect and leverage with other like-minded startups, entrepreneurs and investors. Furthermore, as Singapore is poised to capitalise on the over US$2 trillion halal market size in the Asia-Pacific region, it represents a huge opportunity for halal startups here.”

SK Group kickstarts fellowship programme to support early-stage Vietnamese startups

How will it benefit: This is the second edition of the SK Startup Fellowship Programme. It will provide startups with financial grants (non-equity funds) and up to US$50,000 in funding.

Non-financial support includes a course on financial management from KPMG, training in investor pitching from the Business Startup Support Centre, one-on-one mentoring, workshops with Vietnamese businesses, and networking activities within the startup ecosystem.

Selection criteria: Vietnamese startups who have raised less than US$3 million in funding. Priority is given to tech startups solving social issues.

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Image Credit: Grab

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Indonesia’s Sharia-based P2P lending platform ALAMI has acquired BPRS Cempaka Al-Amin for under US$10 million, DealstreetAsia has reported citing undisclosed sources.

BPRS Cempaka Al-Amin is a Sharia-compliant P2P lending platform.

As per the DSA report, this deal will provide the bank with the fresh capital to comply with new rules set out by the Indonesian Financial Services Authority (OJK). The ruling body has mandated rural banks in Jakarta must have a minimum paid-up capital of IDR 100 billion (US$6.95 million).

Neither ALAMI nor BPRS Cempaka has confirmed the development with DealStreetAsia.

A person with the knowledge of the matter told e27 that there’s a conversation around ALAMI’s acquisition of a BPRS, but declined to share details.

Also Read: ALAMI is on a journey to popularise sharia-based finance in Indonesia. Here’s how they do it

Launched in 2017, ALAMI partners with sharia banks to provide invoice financing services for small and medium-sized enterprises (SMEs). It recently expanded its services to provide P2P lending solutions upon securing a P2P license from OJK and claims to have grown three times year-on-year.

The company announced in January that it had raised more than US$20 million in an equity and debt funding round co-led by AC Ventures and Golden Gate Ventures. Other investors participating in the funding round included global fintech fund Quona Capital.

This influx of capital came a year after its US$1.5 million seed funding round led by Golden Gate Ventures, which ALAMI claimed to be the first sharia-based VC funding in Southeast Asia.

In September 2020, Nikkei Asia reported that despite the COVID-19 pandemic, Islamic finance thrived in Indonesia as banks and fintech companies “rushed” to seize opportunities in the market. E-payments platform LinkAja launched its sharia-compliant service in April as the market saw a rising demand for halal products and services in various aspects of life.

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Image Credit: Unsplash

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Esensi Solusi Buana (ESB), an Indonesia-based restaurant management platform, has raised US$3 million in a Series A funding round led by Beenext.

AC Ventures, Skystar Capital and Selera Kapital also participated.

ESB plans to use the fresh money to introduce new features to its technology stack and expand its partnerships with restaurants. It aims to emulate the path of Toast, a similar company from the US that is currently valued at US$8 billion.

ESB noted the F&B industry in Indonesia accounts for over US$57 billion in annual revenue and will continue growing rapidly driven by increasing numbers of middle-class consumers. Despite this, the industry struggles with losses due to operational inefficiencies from manual inventory planning, disorganized waste management and fraud.

The startup was founded two years ago with the goal of solving that problem by building an end-to-end SaaS platform for F&B businesses. Its suite of solutions includes a cloud-based mobile ordering system that syncs up automatically with restaurants’ POS system, kitchen management system and enterprise resource pricing (ERP).

According to ESB, these technology stacks allow restaurants to reduce time to serve customers and eliminate errors in information entry.

The firm disclosed that it has experienced growth of 12x in the number of partners over the period of 2020 and seen less than five per cent churn from its user base. Notable clients include local F&B groups such as Boga Group, MAP Boga and Ismaya Group.

Also Read: What new digital solutions mean for Indonesia’s F&B sector

“We’ve had good feedback from our merchants and brands, and over 90 per cent of them continue to utilise our system as they’ve experienced the operational benefits ESB has to offer,” noted Eka Prasetya, COO of ESB.

ESB also helped F&B business during COVID-19 lockdown restrictions by launching solutions for restaurants to deliver independently and enable contactless dining. With this function, restaurants can serve delivery orders without having to incur the commission cost charged by delivery platforms, allowing them to increase their margins.

Within six months of launching, ESB claims to have generated over 20 million annual orders for its customers.

“ESB is empowering and enabling restaurants to focus on what they do best, serving their customers with great food, and letting ESB take care of the technology,” said Teruhide Sato, Founder and CEO of Beenext.

“ESB’s data-driven and hardware agnostic approach enable the platform to solve a pressing pain point for merchants today,” opined Adrian Li, Founder and Managing Partner of AC Ventures.

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Image Credit: ESB

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Singapore’s container haulage platform Haulio raises pre-series A

Investors: Supply Chain Angels (lead), B7 Capital, GHS Ventures, Guava Capital, iSeed SEA, Iterative, PSA unboXed.

What the funds will be used for: Expansion across Southeast Asian markets within the next three years.

About Haulage: Founded in 2017, Haulage aims to digitise port logistics for companies, clients and drivers. It works by bringing hauliers and shippers into one single platform to better streamline fleet management and trucking services.

The firm claims to have moved over two million tonnes of cargo since launching its portal in May 2017, averaging 300 containers a day.

Batumbu receives digital lending licence in Indonesia

The story: Batumbu, a subsidiary of Validus, has received approval from the Indonesian Financial Services Authority (OJK) to operate as a licensed digital financing platform.

About Batumbu: Founded in 2019, Batumbu offers short-term financing solutions for SME entrepreneurs. The company claims to have disbursed over US$153 million to MSMEs since starting its operations, recording close to 650 per cent annual growth in 2020.

Also Read: Ecosystem Roundup: ByteDance game plan, and does AirAsia foray into food delivery even make sense?

So far Validus has regulatory approvals in Singapore (Validus Capital) and Thailand (Siam Validus).

Ouch! bags US$364K seed funding for its insurance platform

Investors: Vynn Capital, Temokin, undisclosed angel investors.

What the funds will be used for: Product and business development.

About the startup: Ouch! is a mobile app for users to purchase, manage and learn about digital insurance products.

More about the story: The company is slated to revamp its app in April and has plans to introduce “something big in the future”. It also intends to raise more funding later in 2021.

74% of Singaporeans are shopping online after COVID-19: Visa study

The story: According to the study, 71 per cent of respondents are using home delivery services more habitually, while 25 per cent have started using home delivery for the first time.

67 per cent of Singaporeans have also reduced spending on international travel, out-of-home entertainment (63 per cent), luxury items (59 per cent), and fine-dining (57 per cent).

How the data was compiled: Survey conducted on 1,000 Singaporeans aged between 18 and 65.

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Image Credit:  Nilantha Ilangamuwa

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The rise in the use of video conferencing and business communication platforms like Zoom and Slack in 2020 quickly helped businesses operate virtually despite Covid-19 social distancing restrictions across Asia. However, while internal communications recovered quickly, the challenge lay in deal-making with new business partners or supporting nascent partnerships inked just prior to or during the pandemic.

The Hyper Interdisciplinary Conference in Singapore 2021 (HIC SG 2021) addressed these issues and more, centred around its theme of re-learning and adaptability. Hosted by Leave a Nest Singapore virtually out of Singapore on Feb 27, 2021, the full-day conference addressed current critical issues such as climate change, poverty, and healthcare needs.

HIC SG 2021 drew more than 500 startups, academic researchers, and multinational corporations (MNCs) from over 14 countries, bringing interdisciplinary experts to blend ideas and formulate solutions to these critical issues.

Collaboration to address critical issues

HIC SG 2021 envisions accelerating “knowledge manufacturing” across disciplines to solve deep issues in Southeast Asia and the world by discussing four key topics: the evolution of decentralized economies in Southeast Asia, unleashing foodtech for healthy living, evolving proof-of-concept (POC) collaborations without physical gatherings, and solving global issues with project design.

The first session on decentralized economies in Southeast Asia featured one such Southeast Asian-Japanese collaboration, between the world’s second-largest drone company Malaysia’s Aerodyne Group and Japan’s Autonomous Control Systems Laboratory, which was the first drone-maker to list publicly in December 2018.

Also read: Meet these 5 verified investors that are ready to connect with you today

The second session, meanwhile, focused on foodtech to unleash the potential of food for healthy living by leveraging science and technology. It tracked how Japan’s Rohto Pharmaceutical pivoted and expanded its remit to agriculture and food-related projects, taking a more holistic view of the healthcare sector.

Southeast Asia’s story of opportunity

The third session explored how PoC projects continued without face-to-face meetings in the Covid-19 era. Satoshi Yamanaka, senior manager at Mitsubishi Electric’s Center for Future Innovation, explained how the Japanese MNC continued working with several Southeast Asian startups.

He said: “At the Center for Future Innovation, we act as the focal point through which the startup ecosystem can actively collaborate and connect with all 10 of Mitsubishi Electric’s business units.”

The team has only two members — Yamanaka and Kenji Minefuji — a rare occurrence in the corporate innovation space. Together, Yamanaka and Minefuji have over 30 years of experience in R&D, engineering and technology development across several of Mitsubishi Electric’s diverse business units. Their shared expertise and extensive knowledge of the Japanese MNC’s inner processes have led to the Center for Future Innovation making several pivotal collaborations happen between Mitsubishi Electric and innovative Southeast Asian startups.

Mitsubishi Electric provided funding support for Azura Marine Indonesia, which has developed solar-powered electric motors that help fishermen save costs and the environment.

Also read: Scaling communities like startups

Another collaboration was with Thailand’s System Stone, which has developed Factorium, a mobile-based factory maintenance system that encourages preventive maintenance to reduce repair time by more than 30% and repair cases by 25%.

Its POC project involves testing Factorium’s data integration architecture by linking it to Mitsubishi Electric’s factory automation systems, which is used by many Thai manufacturers.

“For us, Southeast Asia represents a big opportunity, driven by the use of English as the region’s second language and its timezone difference of less than two hours from Japan,” he added.

Yamanaka noted that Japan’s treasure trove of technologies can be adapted to address issues prevalent in Southeast Asia, such as reducing factory downtimes and making its fishing industry more sustainable.

Bolstering partnerships in a pandemic

Seeing through both projects through 2020 became essential, as both factories and fisherfolk in Southeast Asia needed to automate quickly to keep costs low to survive the pandemic.

“Despite Covid-19 putting an end to face-to-face meetings, we continued to build on our POC projects. With System Stone, our Thailand team was directly involved with the POC so we had strong local support on the ground.

“Meanwhile, for Azura Marine, we stayed on point by keeping our shared vision in mind, to improve fishermen’s livelihoods and make fishing sustainable,” Yamanaka enthused.

Azura Marine Indonesia co-founder Nadea Nabilla said open and constant communication is key to maintaining trust.

System Stone CEO and co-founder Sittikorn Nualrod meanwhile noted the importance in understanding Mitsubishi Electric’s value propositions at the local Thai, regional Singaporean, and central Japan offices before any virtual meetings.

Also read: Twilio’s annual State of Customer Engagement report

The final session of HIC SG 2021 was focused on solving global issues with project design. The session featured Mitsui Chemicals Singapore R&D Centre’s nanocellulose applications across a range of interdisciplinary chemical reactions.

Mitsui Chemicals works with industry stakeholders such as companies and research institutes to catalyze innovation and create multiple products and services that are in harmony with society and the environment.

Its nanocellulose applications include collaborations with food and beverage packaging industry players to create sustainable or zero-waste foodware.

Building on the learnings of the four sessions and various interdisciplinary collaborations highlighted in HIC SG 2021, the theme of adaptability may continue in the next edition of the HIC in 2022. Moving forward, HIC will keep expanding on the theme of Japan-Southeast Asia collaborations, particularly with regards to Japanese MNCs tapping the Southeast Asian startup ecosystem to spur further innovation.

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Bali and Riau Islands have climbed up the digital competitiveness index as the provinces with the most promising digital ecosystem in Indonesia for the tech industry to grow in, according to a recent report by East Ventures.

Bali has moved up to the fourth position, up to three positions from last year’s result, while Riau Islands moved up to seventh from tenth, just below Jogjakarta which has been widely known as a centre of tech talents in Indonesia.

Bali, with its capital city Denpasar, is also reported to have the second-best digital infrastructure in the country after DKI Jakarta. This assessment was concluded from the number of villages in the province that have received 3G and 4G networks.

As for Riau Islands, the proximity of its largest city Batam to Singapore have turned this province into a destination of digital investment. There were also several collaborations between Indonesia and Singapore in the form of projects such as Nongsa Digital Park.

“[The index revealed that] digital competitiveness between provinces in Indonesia tend to be dominated by provinces in the Java island followed by Sumatra and Borneo. Provinces in the Eastern part of the country tend to score the lowest,” the report details. “This pattern remains consistent in both 2020 and 2021.”

In the report, the top three positions were still dominated by DKI Jakarta, West Java, and East Java –a position that remains consistent since the report’s previous edition in 2020.

Also Read: In brief: Haulio, Ouch! raise funding; Indonesia’s Batumbu receives digital lending license

East Ventures explained that there are six factors that they considered in deciding a province’s digital competitiveness: Human resource, ICT use, ICT spending, entrepreneurship and productivity, labour, infrastructure, funding, regulations and government capacity.

Bali and Riau Islands received top scores particularly in the human resource as well as entrepreneurship and productivity factors.

In general, the report stated that the country’s digital competitiveness index increase from 27.9 in 2020 to 32 in 2021. This indicated a more even distribution of opportunities in provinces across the country, particular between top- and middle-tier provinces.

COVID-19 and the growth of the digital economy

The report also highlighted changes in the national digital economy as affected by the COVID-19 pandemic.

The statistical survey agency in Indonesia revealed in August 2020 that the national aggregate number of internet users in the country increased six per cent within just three month –from 48.4 per cent in 2019 to 54.4 per cent in 2020.

There was also an increase of users accessing the internet from home from 95 to 96 per cent, followed by a decrease from users accessing from office (32 per cent to 30 per cent) and school (15 per cent to 13 per cent). This change was certainly related to the lockdown measures implemented in some parts of the year.

Commenting on the urgent need for digital transformation in a post-pandemic era, Coordinating Minister of Economic Affairs Airlangga Hartanto stated in the report that the government will put greater focus on developing talents through various training programmes.

Another factor that is just as crucial is access and connectivity, represented by the installation of fibre optic cable across Indonesia, and the country’s effort to get corporations to set up their data centre in Indonesia.

“We already have a full geospatial data that we just have to integrate with the data centre at the development planning agency (Bappenas). In the past few years, we have been encouraging cloud data centre to move to Indonesia. We have been in talks with the Singapore government about setting up a data centre in Batam, West Java, and one more province. In the future, we will also be working on a 5G prototype,” he stated.

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Image Credit: Hazmi Abdun Nazir on Unsplash

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Action in the SEA startup ecosystem is unending. Amidst all the fund raising and merger talks, we at e27 are also gearing up for our first exciting project in 2021– e27 Luminaries.

Our contributors this week, have shared their valuable experiences with battling burnout, growing a tech team and foraying into emerging markets. Cosy up and catch up on all the missed action from our community.

We would love to hear views or counter views. It’s a simple two-step process that will earn you a byline on e27 and add you to our league of popular contributors.

Managing 2021

A game changer: Why direct access to payment systems matters in a consumer-centric world by Venkatesh Saha International Expansion at TransferWise

“This is a momentous occasion not only for our journey in Singapore, but also a regulatory milestone that heralds the maturing of the local fintech industry. By giving firms access to FAST, previously the exclusive domain of banks, regulators are enabling greater competition and innovation in the payments space.

This is ultimately to the benefit of consumers because if there is one thing that the pandemic has shown us about payments, it is that speed, reliability and near-universal access have never been more important in a world powered by instantaneous digital interaction.”

Innovate or die: The only mantra you need for 2021 and beyond by Rakesh Patni, co-founder and CCO at Augmenteed

“The past 12 months, where COVID-19 has severely impacted businesses across the globe, have demonstrated that those corporations with a mature digital strategy and capabilities fared much better than those who perhaps failed to invest sufficiently in the preceding years before the pandemic struck.

To those organisations that have suffered from the major disruptions to commerce, digital transformation is imperative.

In the industrial context then, what are the key drivers of this transformation? What can we expect in the coming decade? We can broadly classify them into four categories.”

Managing markets

Why building user communities is far better than paid advertising by Angelique Parungao, marketer at Amity

“Paid advertising has been a go-to solution for marketers to capture and target their intended customers. According to Hubpsot, Google ad spending can go between US$9,000 to US$10,000 per month — and that’s only the median spending.

But with the staggering cost, why do businesses still prefer paid advertising?

For one, online ads such as paid-per-click ads get you immediate visibility against your competitors. Second, paid advertising also enables companies to control their spending based on the types of ads and how much visibility they want vis-a-vis the costs.

All costs, all promises?”

Why Absolute Pricing Authority and Costco branding concept are good for emerging markets by Chia Jeng Yang, Principal, Saison Capital

“Akshay Bajaj of SIG and I talked about the concept of Absolute Pricing Authority, the Costco model, and its relevance for emerging markets recently. I would like to share our conversation with the community at large.

So let us start with understanding what “brands” are: They are mental associations meant to increase conversions behind a job to be done and a particular action.

What if we want to build a brand that tries to tackle the job of ‘confidence in the lowest possible price of the market’ –which is defined as the brand with ‘Absolute Pricing Authority’. Costco Founder and former CEO Jim Sinegal mentioned in a recent lecture that he prides Costco on having the concept. It means customers can be absolutely sure that Costco has the lowest prices anywhere. There’s only one company at a time that can deliver on this promise!”

Managing your growing team

The danger of expanding too quickly and how you can keep your tech team artificially small by Shanice Ng

“Everyone likes the glamour of having a big team and expanding the company quickly. However, from past experiences, we have personally seen many companies grow their headcount too quickly when they face resource constraints for a limited time, and struggle to pay their staff in lull periods. To end up in a predicament like these companies is extremely dangerous for the company’s cash flow and team culture.

Instead of focusing on just quickly growing our headcount whenever we face resource constraints, we invest heavily in productivity by looking at three core areas.”

How to build an organisation of data scientists in a data-driven world by Gautam Kotwal, Chief Data Officer, Gojek

“Today, with the advent of the cloud and new and emerging technologies that allow firms to accumulate and analyse big data efficiently, companies that are not fostering a cadre of data-savvy employees are not only at a disadvantage. Simply put, they are not going to survive.

But survival does not only rest on the shoulders of a company’s engineers, data analysts and scientists. It is a responsibility shared with every member of the organisation, including creatives, writers and facility managers. With insights from data at the heart of every business decision, top-to-bottom integration of data must be embedded in the very culture of an organisation.

All employees must think like data scientists. And companies have to equip them with the right tools, knowledge and support to build a data-centric environment that they can keep learning from, and allows them to experiment.”

Managing mental health

Feeling deflated, defeated and downright tired as a founder? You are not alone by Bernard Ang, founder, Cara Unmask

“For us founders, failing fast, failing early is the mantra but how many of us are equipped mentally to embrace failures, one after another and be able to march forward relentlessly till we reach scale.

As a young founder, I harboured dreams that I could change the world, create a tiny ripple in this vast ocean. Like some, I chose the route of spending any free time I had on a side tech project while slaving away in a corporate day job. I was bootstrapping myself and it was incredibly exciting.

Little did I realise, balancing two intense jobs would take a toll on me. I started to stumble, committing every mistake there was to make in the founder’s rulebook and before I knew it, I had burnout without even being aware of it.”

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