Dear reader,

The Philippine startup ecosystem’s remarkable growth signals a maturing market increasingly attractive to global investors. The surge in deal flow, foreign direct investment, and digital innovation reflects a dynamic economy underpinned by strong fundamentals. With GDP growth surpassing regional peers and a burgeoning middle class driving consumer demand, the country presents a fertile ground for tech-driven entrepreneurship.

Fintech remains at the forefront, with digital payments gaining widespread adoption, while sectors like cleantech and digital health show immense promise. However, the lack of investors in the US$10–20 million range suggests a funding gap that could hinder startups seeking to scale. Bridging this gap will be critical to sustaining momentum.

Yet, challenges persist. Healthcare infrastructure remains inadequate, with medical inflation and workforce shortages posing systemic risks. The agricultural sector, despite its potential, struggles with productivity and financial inclusion. Likewise, MSMEs—integral to the economy—continue to face limited access to credit.

Government initiatives, combined with venture capital’s growing role, can help address these issues. As international confidence in the Philippines rises, sustained policy support and innovation will be key to ensuring the country’s tech ecosystem realises its full potential in the global market.

Sainul,
Editor.

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REGIONAL

Philippine startups break records in 2024: What’s driving the boom?
The Philippine startup scene is booming with record investments and fintech growth—but can it sustain momentum amid lingering challenges?

Singapore’s AnyMind completes acquisition of e-gifting company AnyReach
This marks AnyMind Group’s 10th acquisition and the fifth M&A of a Japan-based company | AnyGift allows online merchants to integrate e-gifting functionality into their checkout carts.

Malaysia approves US$29.64M initial funding for seven ECF, P2P platforms
The Ministry of Investment, Trade and Industry (MITI) said in a statement that the ECF platforms are pitchIN, Mystartr, Leet Capital, and Crowdo while the P2P platforms are Funding Societies Malaysia, CapBay, and B2B Finpal.

Granite Asia, Japan’s Integral Corporation form joint venture
The joint venture seeks to support high-growth technology companies entering the Japanese market | It also aims to assist Japanese firms in expanding internationally, particularly in Southeast Asia and other growth regions.

SEA embraces crypto payments, but security and merchant adoption lag
For 51% of respondents in the region, the speed and efficiency of transactions are the paramount reasons for embracing crypto payments | However, security risks were cited by 43% of users as a major barrier.

Millennials, Gen Z will shape 79% of SEA’s fintech landscape by 2030: Report
By 2030, UnaFinancial anticipates the total number of fintech users in the region to reach 505.6 million from the current 400 million.

Blibli posts 14% revenue growth in 2024
The Indonesian omnichannel commerce firm’s direct sales business grew 66% to US$51.89M | Meanwhile, its marketplace sales, including travel and lifestyle products on tiket.com, rose 26% due to higher customer demand.

SeaX Ventures unveils US$6M climate fund to back startups focusing on carbon reduction
SeaX Zero plans to invest in 15 to 20 startups by the end of 2025, deploying initial cheques between US$100,000 and US$500,000.

Flagright clinches US$4.3M to bolster AI-native anti-money laundering solutions
The investors include Frontline Ventures, Y Combinator, and Pioneer Fund | Flagright’s no-code platform offers a centralised solution encompassing dynamic risk scoring, automated case management, real-time transaction monitoring, and AML screening.

Singapore Deep Tech Alliance charts new course for impact-driven innovation
The SDTA has marked the past year with significant milestones, including the launch of a non-profit division, which is designed to leverage philanthropic and catalytic capital for projects outside the traditional venture capital model.

Singapore’s Elev8 Venture Partners leads US$50M funding round in smallcase
smallcase has developed a platform for model portfolios of stocks and ETFs, also called smallcases, for individuals to take a diversified approach towards building their long-term portfolios with full transparency and control.

1337 Ventures invests in Philippines-based Betterteem
Betterteem is a business intelligence platform that leverages AI to predict and mitigate employee resignations while enhancing workplace satisfaction | It has secured clients in Thailand, Singapore, South Korea, and the Philippines.

NUS expands BLOCK71 to Tokyo, strengthening Singapore-Japan deeptech collaboration
BLOCK71 Tokyo will serve as a crucial hub for Southeast Asian technology-driven startups seeking to expand into Japan | This follows the inauguration of its first Japanese location in Nagoya in November 2024.

Ex-software company Monday.com exec joins VC firm Entrée Capital
Yoni Osherov previously served as chief revenue officer at monday.com, where he helped scale the company from US$10M to over US$1B in annual recurring revenue | He was also part of the team that took the company public in 2021.

INTERNATIONAL

Elon Musk says xAI acquired X
The combination values xAI at US$80B and X at US$33B (US$45B less US$12B debt | The acquisition places X firmly under the umbrella of Musk’s AI startup, which he founded in 2023 to compete with OpenAI.

Trump says TikTok sale deal to come before Saturday deadline
Trump set the April 5 deadline in January for TikTok to find a non-Chinese buyer or face a US ban on national security grounds due to have taken effect that month under a 2024 law.

Blackstone reportedly eyes TikTok US minority stake
The discussions involve Blackstone potentially joining ByteDance’s non-Chinese shareholders, including SIG and General Atlantic | The proposal aims to restructure TikTok’s US business by spinning off its operations into a separate entity.

Taiwan releases first startup ecosystem report
The document indicates that there are 9,576 Taiwanese startups listed on FINDIT, a government-supported information platform | These startups operate in various sectors, including healthcare, media, entertainment, food, hardware manufacturing, and software.

OpenAI must go for-profit by 2025 to secure US$40B
If the restructuring isn’t completed within the year, the funding could be reduced to US$20B | The Wall Street Journal first reported this, stating OpenAI has been under a two-year timeline since its last financing round to complete the transition.

France fines Apple US$162M over app tracking transparency
France’s Competition Authority stated that the company’s App Tracking Transparency (ATT) feature unfairly disadvantages third-party publishers and advertising service providers | Apple is also required to publish the decision on its website for seven days.

Facebook ads promote illegal West Bank settlements
These ads included calls for demolishing Palestinian homes and fundraising for Israeli military units in Gaza | Meta said the ads were reviewed before being published, but did not clarify whether promoting illegal settlements violated its advertising standards.

Korean AI startup Wrtn raises US$73.5M Series B
The investors included Goodwater Capital, BRV Capital, and Antler | This marks the first time a Korean AI service platform outside the large-language model and semiconductor sectors has surpassed 100 billion won (US$67.76 million) in total investments.

ByteDance pressures US team as TikTok Shop falls short
TikTok’s shopping division failed to hit its goals in the US last year, and leadership is cracking down, company insiders told Business Insider | During a call, Bob Kang, the company’s China-based e-commerce head, singled out the US team as underperforming.

BYD targets 800K overseas EV sales by 2025
To address potential tariff challenges, BYD plans to assemble vehicles locally while sourcing key components from China | It’s building factories in Brazil, Thailand, Hungary, and Turkey but has no plans to enter the US or Canada due to tariffs.

SEMICONDUCTOR

From lab to fab: Inside Applied Ventures’s stage-agnostic deep tech investments
Applied Ventures’s Global Head Anand Kamannavar speaks about the key focus areas, investment criteria, trends, and expansion.

Malaysian chip designer SkyeChip secures investment from Gobi Partners
The funding will bolster SkyeChip’s talent acquisition, business expansion initiatives, and working capital | SkyeChip designs and develops semiconductors for cutting-edge applications in areas such as AI and high-performance computing.

AI boom drives increased demand for semiconductors: Industry leaders
According to industry leaders at the Nano Electronics Roadshow and Conference, they observed a sharp uptick in semiconductor consumption, with expectations for substantial growth moving forward.

ARTIFICIAL INTELLIGENCE

Unlocking your creativity and productivity with AI content tools
The secret is to recognise the obstacles to productivity and use cutting-edge technologies to go over them.

The creative revolution: AI’s role in the future of art
AI is reshaping creative industries, offering new tools while raising concerns about originality, copyright, and jobs.

Is AI the end of originality or a new dawn for creativity?
The future of creativity extends beyond adapting to AI; it’s about riding the wave to unlock new imaginative dimensions.

AI infrastructure: The unsung hero of technological innovation
While AI’s applications and ethics dominate discussions, the crucial infrastructure powering its development remains a silent force shaping our future.

Responsible technology and AI: Shaping Asia’s digital future
Hong Kong leads responsible AI development in Asia, balancing innovation with ethics through governance, transparency, and inclusivity.

THOUGHT LEADERSHIP

Interpreneurs: The key to successful global growth
Interpreneurs are an evolution of the agile innovators who operate within a distributed workplace that is becoming increasingly global.

From classroom to boardroom: How Singapore’s universities nurture future investment leaders
Singapore’s universities actively foster entrepreneurship and innovation skills among students, enabling them to thrive in dynamic business landscapes.

Beyond the pitch deck: How founders can leverage personal branding for startup success
Personal branding can be a game-changer for startups, attracting the right talent, securing crucial funding, and building a loyal customer base.

How Category Design drives productivity and efficiency
Category Design challenges you and your team to not only think bigger, but differently; it’s your opportunity to lead, not follow.

Mastering LinkedIn: Strategies for building a compelling personal brand
Highlighting three key questions professionals face when building a personal brand on LinkedIn, focusing on unique stories, visibility, and perception.

Doomscrolling, data, and decentralisation: Is social media finally ready for a change?
Endless scrolling harms mental health—can decentralised social media (DeSOC) break Big Tech’s grip and restore meaningful online connection?

Design for success: The entrepreneurial playbook for a competitive market
From breastfeeding struggles to a patented baby bottle design: How one mum-turned-founder built Hegen by listening, iterating and persisting.

Lifted by women, leading with gratitude
Grateful for the women who shaped my career, I now strive to lift others fostering inclusion, mentorship, and empowerment in every role.

Why startups fail: Lessons from immigrant entrepreneurs who beat the odds
Discover why most startups fail and how immigrant entrepreneurs succeed through resilience, adaptability, and strategic problem-solving.

US consumer confidence dips: How it’s hitting Asian stocks, crypto and beyond
Asian markets tread cautiously as Trump’s tariff plans loom, impacting stocks, currencies, and crypto amid shifting economic trends.

US tariffs vs crypto wins: An economic shift
Trump’s 25% auto tariff shakes markets, impacts industries, fuels crypto shifts, and raises big questions on trade, inflation, and policy.

Embracing sustainability: A circular design perspective on e-waste
Explore sustainable design’s impact on tackling e-waste, focusing on responsible product lifecycles and recycling for a greener future.

How fintech in Asia is enabling and making education affordable for everyone
Financing has always been the key barrier for enrolment and retention, and is a top-of-mind issue for schools.

Navigating the diverse crypto regulatory landscape in Southeast Asia
Cryptocurrency regulation and adoption in Southeast Asia vary widely, reflecting each country’s unique circumstances.

How to tackle employee mental health to build a resilient workforce
World Mental Health Day is the perfect opportunity to reflect on how organisations have supported their workforce.

The post Ecosystem Roundup: Philippine startups break records in 2024 | xAI acquires X | AnyMind completes acquisition AnyReach appeared first on e27.

Singapore-based business-process-as-a-service (BPaaS) company AnyMind Group has announced its tenth acquisition with the full takeover of AnyReach, a Japanese e-gifting company.

AnyReach will continue to operate under its existing brand name.

The integration of AnyReach is expected to yield significant synergies, accelerating AnyMind Group’s growth in the e-commerce and e-gifting space. By combining AnyGift with AnyMind’s existing e-commerce management platform, AnyX, and influencer marketing platform, AnyTag, the company aims to create enhanced value propositions for corporate e-commerce strategies and drive further market expansion.

Also Read: AnyMind Group sets foot in Malaysia by acquiring e-commerce enabler Arche Digital

Furthermore, AnyMind intends to leverage its extensive presence in Southeast Asia to facilitate the international expansion of AnyReach’s e-gifting solutions.

As part of the acquisition, AnyReach CEO Kosuke Nakajima will join AnyMind’s leadership team in Japan to spearhead a unified growth strategy.

This acquisition marks AnyMind Group’s fifth foray into the Japanese market through mergers and acquisitions since its inception in 2016. The company has strategically leveraged acquisitions to bolster its business foundation and expand its presence across 15 markets.

AnyReach’s flagship offering, AnyGift, enables online merchants to integrate e-gifting functionality directly into their checkout processes. The platform allows end-users to send both physical products and redeemable gifts without needing the recipient’s address.

Currently, over 700 companies in Japan utilise AnyGift.

This acquisition comes at a time when Japan’s e-commerce market is projected to reach approximately US$257 billion by 2027, indicating significant growth potential in the e-gifting sector.

Konosuke Nakajima, CEO of AnyReach, stated: “We founded AnyReach in 2021 with the mission to create a global e-gifting platform. In less than three years, AnyGift has been adopted by over 700 companies, solidifying its position in Japan. By joining forces with AnyMind Group, which operates in 15 countries and regions, we can expand globally and continue innovating beyond digital gifting, incorporating offline experiences as well. Together, we aim to build the world’s No.1 platform in the gift-tech industry.”

Kosuke Sogo, CEO and co-founder of AnyMind Group, commented: “With this acquisition, our 10th M&A deal and fifth in Japan, we are accelerating our expansion in the e-commerce space. By combining our technology and expertise in marketing and e-commerce with AnyReach’s e-gift platform, we will provide new value to enterprise e-commerce strategies, support brand growth, and deliver unique purchasing experiences to consumers worldwide.”

Also Read: AnyMind’s Q3 revenue surges 53% on strong D2C, e-commerce platforms growth

Founded in April 2016, AnyMind Group operates as a BPaaS company across marketing, e-commerce, and digital transformation. The company offers end-to-end solutions encompassing digital commerce, marketing, logistics, customer engagement, data and AI utilisation, publisher monetisation, and creator monetisation.

As of December 2024, the group serves over 1,000 enterprises for marketing, 176 enterprises for e-commerce, 1,818 publishers, and 2,900 creators, with over 1,900 staff across 24 offices in 15 markets, including several in Southeast Asia.

AnyReach, established in 2021, also operates AnyGift Wedding, a wedding gift selection service, and AnyCampaign, a digital gift service for corporate promotions.

The post AnyMind Group acquires Japanese e-gifting platform AnyReach in strategic expansion appeared first on e27.

Granite Asia, a multi-asset tech investment platform based in Singpore, and Integral Corporation, Japan’s publicly listed private equity firm specialising in buyouts, have announced the formation of Granite-Integral.

This joint venture (JV) aims to invest in high-growth companies with strong ties to Japan, supporting technology scale-ups looking to expand into the Japanese market and Japanese companies seeking opportunities for international growth.

Granite-Integral launched with an initial committed capital of US$100 million, with both partners contributing equally. It aims to be a key facilitator of cross-border technology growth between Japan and the rest of the world.

Also Read: Vertex Ventures Japan launches with US$67M fund to propel Japanese startups globally

Integral Corporation will participate in the JV through its technology growth investment arm, Integral GlobalTech Partners Corporation. The JV will combine Granite Asia’s extensive insights and connectivity within the global technology ecosystem with Integral Corporation’s renowned operational value creation capabilities and robust access to the Japanese market.

The core strategy of Granite-Integral revolves around fostering deeper integration between Japan and global markets, facilitating two-way expansion and cross-border growth opportunities.

Japan’s accelerating digital transformation presents a significant opportunity for global technology, automation, and enterprise software companies. However, navigating the country’s regulatory, cultural, and business complexities poses a considerable challenge.

Conversely, as Japanese enterprises seek growth beyond their domestic market, particularly in Southeast Asia and other high-growth regions, they require capital, strategic partnerships, and access to global innovation ecosystems to scale effectively.

“With over two decades of experience investing in technology globally, Granite Asia has consistently identified and nurtured transformative opportunities,” said Jixun Foo, Senior Managing Partner at Granite Asia. “Our partnership with Integral Corporation through Granite-Integral allows us to leverage Japan’s stable and mature market, enhancing the resilience and diversification of our multi-asset investment platform.”

Integral brings to the JV its proven expertise in mid-market private equity, a strong Japanese network, deep insights into the Japanese market, and a renowned capability in operational value creation.

This includes enhancing portfolio company performance through operational improvements, strategic guidance, and value enhancement initiatives honed over years of successful private equity investing in Japan.

“Japan is widely recognised as an attractive yet challenging market for foreign companies due to its unique cultural and regulatory landscape,” said Reijiro Yamamoto, founding Partner and Representative Director of Integral Corporation. “Through our partnership with Granite Asia in establishing Granite-Integral, we combine our deep operational expertise and understanding of the Japanese market with Granite Asia’s extensive experience in technology investments across Asia-Pacific. This collaboration provides a strategic platform to navigate market complexities, enabling high-growth companies to successfully enter and thrive in Japan”.

Also Read: AnyMind Group acquires Japanese e-gifting platform AnyReach in strategic expansion

Granite-Integral will be jointly led by CK Choun, Head of Integral GlobalTech Partners Corporation, and Joe Yan, Operating Partner at Granite Asia.

Granite Asia, headquartered in Singapore, has assets under management totalling US$5 billion and invests across the APAC region.

Integral Corporation, founded in 2007, is an independent Japanese private equity company investing in listed and unlisted companies in Japan.

From Mobile Wallets to Instant Payments: The Next Wave of Fintech in Southeast Asia

The post Granite Asia, Integral form US$100M JV to drive Japan-global tech expansion appeared first on e27.

The financial services industry is expected to grow exponentially as economies become more digitised. As a result, consumers are in a cycle, expecting their financial transactions to be fast, secure, and seamless. This demand behaviour is driving rapid growth in the digital payments market across countries as businesses and consumers seek more efficient payment solutions to match the pace of technological development.

Businesses often rely on banks for their cross-border payment needs. While most continue to do so, the share of non-bank providers is rising steadily. Rising competition is driven by the rapid growth of non-bank cross-border payment providers, spurred by the expansion of e-commerce, digital, and financial inclusion. As a result, transactions in these areas are anticipated to grow substantially, offering businesses new channels to tap into global markets.

The rise of non-bank cross-border transactions

Businesses are turning to non-bank cross-border payment providers mainly for three reasons. First, non-bank providers offer more flexible foreign exchange rates. As a resuly, operational costs and business liquidity for businesses often with smaller capitals are affected.  Second, besides profit maximisation, non-bank providers address challenges related to cost, speed, and technology transparency. Being highly adaptable and frictionless is traditionally associated with cross-border payments. Consequently, being early adopters of blockchain can create trust in these transactions.

Lastly, non-bank providers have long used APIs to their advantage, serving as software bridges that communicate seamlessly with each other. According to the Bank for International Settlements, APIs can make cross-border payments faster and more efficient by reducing manual interventions and facilitating timely data exchange across the payment chain. Integration has two benefits – reducing frontend loads and significantly lowering overheads – allowing businesses to thrive in a more competitive environment.

When it comes to cross-border payments, non-bank providers can bridge the gap for businesses of any size, even if formal financial services elude them. As a result, more companies are turning to non-bank providers like Tranglo to meet their needs, and in this partnership, they have found a niche.

Get to know Tranglo and their mission to address these challenges

Tranglo, a cross-border payment company that started in Malaysia, has gone global with a simple approach to business – by putting people right in the heart of its daily operations. Thousands of companies, including global giants like Singtel, Alipay and Al-Ansari, leverage Tranglo’s cross-border payment solutions daily to help millions of individuals across 100 countries transact.

Owned 60% by NASDAQ-listed CURRENC Group Inc. and 40% by Ripple, Tranglo is now one of Asia’s leading cross-border payment hubs. It provides smart services for foreign remittances, business payments, and airtime top-ups. Armed with a global network, Tranglo prides itself on pioneering technology that makes cross-border transactions faster, cheaper, and more secure. Their products can be described in Tranglo Connect, Tranglo Business, and Tranglo Recharge. 

Streamlining foreign remittances with Tranglo Connect

At Tranglo, the focus is on maximising affordability, connectivity, and service to help users achieve their growth objectives. Tranglo Connect is their foreign remittance solution for businesses that want to start letting their customers send money home quickly, safely, and reliably from anywhere globally.

This solution works whether the business operates a brick-and-mortar money service business or has a mobile remittance app. Tranglo gives them full access to all payment methods. Businesses are given immediate access to more than 100 countries, payout options at 300+ mobile operators, 2,500+ banks, 80+ wallets and 60+ cash pickup services with thousands of touchpoints, and global switching, forex, settlement and risk management.

Providing transaction flexibility with Tranglo Business

Recognised as one of the top cross-border remittance players globally by the International Association of Money Transfer Networks (IAMTN), Tranglo offers a robust solution for businesses with a Money Service Business (MSB) licence. Tranglo Business provides a flexible payout solution, accommodating a variety of transactions from company to company or individual to individual payments, covering everything from goods and services. 

Powered by single-API technology, their solution connects your business to Tranglo’s extensive network. This network spans over 100 countries and all major currencies. Utilising a real-time gross settlement and currency exchange system, it adapts to your payment habits over time.

Securing mobile payments with Tranglo Recharge

Lastly, with support to over 100 countries, Tranglo Recharge allows for mobile payment at the fingertips with the broadest network for airtime top-ups and mobile credit. Businesses can now offer more accessible and faster cross-border airtime/data reloads that satisfy customers’ needs. Tranglo Recharge also lets customers use or send airtime credit to pay bills in their home countries at their convenience.

Both telcos and non-telcos utilise this solution. Major domestic and international telco providers, along with fintech enablers like ATX, connect users to countries such as the Philippines, Indonesia, Bangladesh, Pakistan, and Nepal.

What sets Tranglo apart

Tranglo’s vision includes unlimited possibilities through inclusive and accessible payments. Since its inception, the company has collaborated with over 3,000 partners and processed over 200 million transactions. It has also surpassed a total transaction value of US$25 billion. This shows their commitment to providing a seamless experience for cross-border payments.

Traditional banks often charge high fees, have slow processing times, and face regulatory complexities. Meanwhile, Tranglo Business uses proprietary technology to integrate directly with financial systems. This eliminates the need for intermediaries, cuts through financial red tape, and enables businesses to manage cash flow more efficiently.

Tranglo customers are part of a trusted network in 100+ countries for maximum coverage. They are given access to an intuitive partner portal with simple API and flexible contracts. This portal is designed to meet any business needs. Tranglo utilises an FX management dashboard with transparent live quotes, a mid-rate spread, an integrated pricing and conversion platform, and trade and wallet tracking. This allows for complete transparency in the transactions.

Its cost-effective and speedy processes allow businesses to operate simply. Businesses can easily sign up with its intuitive API integration. Significantly, Tranglo takes care of their automatic compliance and world-class security monitoring. Tranglo specifies access to 24/7 monitoring and cutting-edge security protocols to keep transactions safe and sound. Businesses can rest knowing that their transactions are in good hands.

For more information, visit their website: www.tranglo.com

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This e27 team produced this article, sponsored by Tranglo

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Featured Image Credit: Tranglo

The post Bridging global payment borders and remittances with Tranglo appeared first on e27.

In the startup world, everyone loves a bull market. Money flows, valuations skyrocket, and founders feel invincible. The problem? Most don’t plan for what happens next. The reality is that the best companies aren’t just built to thrive in a bull run but designed to survive (and even profit) in a bear market.

The difference between a company that fizzles out when capital dries up, and one that endures lies in how they manage their treasury, squeeze margins, and play the long game.

Learning from the past: Business cycles and survivors

The typical startup playbook suggests that solving a problem and growing with external capital is enough. But if you look at the history of business—whether it’s manufacturing, rubber, commodities, or financial services—the real winners aren’t just problem-solvers. They’re the ones who know how to optimize for both booms and busts.

Take the rubber industry in the early 1900s. During demand surges, rubber manufacturers didn’t just expand—they diversified their supply chains, locked in long-term contracts, and built financial reserves. When prices inevitably crashed, the smart players weren’t scrambling for capital. They had war chests to acquire struggling competitors and ride out the downturns. The same logic applies today, whether you’re running a SaaS company or a Web3 startup.

Yet, many modern startups operate like the bull market will never end. We saw this in 2020-2021, when easy capital led to bloated valuations, aggressive hiring, and reckless spending. Fast forward to the current market, and many of those same companies are slashing costs, laying off employees, and scrambling to stay afloat.

Also Read: Bear necessities: Navigate the downturn with innovation

The businesses that survive aren’t the ones that raised the most money in the bull run—they’re the ones that managed their treasury wisely and built bear-proof strategies.

Maximising treasury in a bull market

Bull markets create an illusion that capital is infinite. Founders get comfortable with high burn rates, assuming they’ll always be able to raise more. But the most successful companies know that bull runs are when you build a financial buffer—not when you ramp up spending uncontrollably. When money is cheap, securing enough capital to sustain operations beyond short-term cycles becomes critical.

Apple, even when flush with cash, issued debt at ultra-low interest rates, ensuring liquidity without touching reserves. The best founders take advantage of favorable conditions to create optionality rather than relying on the assumption that another funding round will always be there.

Beyond securing capital, the smartest companies use bull markets to build diversified revenue streams rather than relying on a single growth channel. Amazon’s decision to invest in AWS instead of funnelling everything into retail proved to be one of the most strategic pivots in tech history. Instead of pouring every dollar into customer acquisition, investing in secondary profit centres can create a cushion when primary revenue streams slow down.

At the same time, keeping hiring disciplined during good times prevents the painful cycles of layoffs when market conditions inevitably tighten. Automation, process efficiency, and conservative financial management should be built in early, not just in response to a crisis.

Squeezing profit margins in a bear cycle

Bear markets, rather than being seen as a time of survival, should be treated as an opportunity. The companies that win in downturns are the ones that look at cost-cutting strategically rather than as a panicked response.

Instead of gutting entire departments, reviewing inefficiencies in software spending, renegotiating vendor contracts, and optimising marketing spend can extend runway without compromising execution. Tesla, during supply chain disruptions, prioritised its highest-margin models, ensuring that even if unit sales dipped, profitability remained intact. Leaner operations don’t have to mean shrinking the business—it means making every dollar work harder.

Pricing power is often overlooked in downturns, but the companies that can retain or increase pricing during tough times have a significant advantage. Salesforce, despite market pressures, raised prices because its software had become too embedded in enterprise workflows to be easily replaced. Companies that focus on delivering irreplaceable value can avoid the race to the bottom that kills so many businesses in downturns.

And while some companies are forced to retreat during bear markets, the strongest players go on offense. JPMorgan’s acquisition of Bear Stearns during the 2008 financial crisis wasn’t just about survival—it was about consolidation and long-term positioning. Acquiring struggling competitors at discounted valuations is a move that pays off when markets rebound.

Also Read: Beyond growth: Why succession planning matters for startups

The startups that truly win aren’t the ones that maximise every bull run or minimise every bear cycle—they’re the ones that build in a way that makes both irrelevant. This means designing businesses that don’t rely on external capital to survive and that have the flexibility to adapt to market conditions. Every founder should assume that at some point, raising capital will be impossible.

Having at least 18-24 months of runway, even without outside funding, should be the goal. Too many startups focus on raising money as their main goal instead of making money. When profitability is prioritised, fundraising becomes an option rather than a necessity.

The long-term mindset: Winning beyond market cycles

The best founders aren’t playing the short-term game of riding market cycles—they’re building businesses that can withstand any environment. Maximising treasury in a bull run and squeezing profit margins in a bear cycle isn’t about reacting to market conditions, but anticipating them.

VC-backed startups and first-time founders can learn a lot from businesses that have been through decades of ups and downs. The key takeaway? Build like the market won’t always be in your favor. Because it won’t be. Those who plan accordingly won’t just survive the next cycle; they’ll come out of it stronger, ready to dominate when the next opportunity arises.

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Inclusion and diversity is an interesting yet polarising topic — one that’s very close to my heart. Let me be clear upfront: this piece is not a research article with data studies and market facts about I&D boosting business performance.

Rather, it’s a true reflection of how I’ve been personally lifted by women in my life — celebrating them and what I can give back, not from a transactional perspective, but because it’s the best we can do as human beings.

As a Malaysian-Australian who grew up in Brisbane and worked in the coal mines (yes, actual coal mines!), I’ve experienced my fair share of both ignorant and casual racism. Beyond race and gender (which I honestly believe many corporates still get wrong), I truly believe inclusion should extend to what you study, your background, and your ultimate will to achieve something meaningful.

Anyways, it’s March — Women’s History Month (and IWD earlier this month too) —so I’m not going to take the spotlight with my own personal Asian upbringing story (perhaps I’ll save this for another writeup sometime). Instead, I want to share how I have personally been lifted by women and how I now dedicate myself to lifting them too, through two major areas:

• Old school industries like mining, in Australia
• Operating startups in Southeast Asia, including my own

First of all, I want to make it very clear — I grew up raised by women (my mum and sister, while my dad worked overseas). In fact, my friends often point out certain ‘feminine’ elements to my behaviour at times.

And before going further—my mum is one of the strongest figures in my life, women-or-not, period. She left her own family, did long-distance with my dad, and raised my younger sister and me single-handedly when moving to Australia—no friends, family, or anyone supporting her directly. And she did a very well done job.

My first industry (mining) was a challenging ground. For me personally, it was already tough enough being a ‘baby-faced Asian supervisor managing over 60 operators. I was way out of my comfort zone. But I had the pleasure of working with some of the most amazing, strong women who shaped my career trajectory.

Specifically, I had direct women managers who took my career to the next level, and I have nothing but eternal gratitude for them. My first manager saw that I was initially struggling to transition into my new role, coming off my first graduate year which was (looking back now) absolutely traumatising (I later realised I was being bullied by the corporate hierarchy).

Also Read: Meet the trailblazers: 7 female founders from SEA selected for EY’s Entrepreneurial Winning Women 2025

Though our time together was brief before she left for Canada, I remember discussing my development goals to explore something more commercial (I was in deep engineering at the time, punching out drawings and plans). Shortly after she departed, I received a secondment offer for a McKinsey project at our operations — working with financial controls. This became one of the most pivotal moments in my career.

My second manager is, to this day, a very dear friend. We were both thrown into the deep end together — she from a commercial and contracts background, me from engineering — tasked with optimising haulage production on site. We had intense meetings, endless discussions, and even caught up often after work.

We built a whole new team and strategy together — not just sharing the highs, but supporting each other through the absolute emotional lows. Our strong friendship continues even though we’ve parted ways professionally. BHP always emphasised strong I&D initiatives — and I’m proud to have adopted that culture for my future teams.

Fast-forward to operating startups in Southeast Asia. About two years after leaving mining and moving to Singapore, I found myself at a startup called Quqo, managing a team of three young women.

If I could brag a bit, I believe our team was the tightest-knit one in the company. We had our own special bond — gifting each other for birthdays and Christmas, celebrating our little team wins with bubble tea. I treated them almost like my younger sisters and, as their line manager, stood up for them when necessary.

Beyond this, it was all about development and learning from one another. We ran marketing and communications (let’s be real — I don’t have an actual background in any of these, I just knew what needed to be done for the business). I gave these young ladies complete freedom for creativity and regularly aligned tasks to their personal goals.

Our digital marketer wanted to learn more paid advertising skills, so I got her involved with LinkedIn campaigns. Our graphic designer wanted more experience with UX/UI. Our operations admin was studying for her MBA and wanted broader business exposure. In return, they gave me a sense of belonging in Vietnam—a completely different culture from my own — spoke English for me (despite my terrible attempts at Vietnamese), and taught me valuable skills in marketing and design.

Also Read: Two decades on: Women in tech see culture shift and growing satisfaction

At LFG, my own travel startup, we operated with a predominantly “girl-squad” of interns for our marketing and product teams. Not because of I&D quotas or trying to look like a woke Gen Z startup, but because they genuinely understood the vibe and needs of the LFG brand. These women helped me not only shape but execute the vision I wanted: fun, outgoing, unhinged — like your personal travel buddy.

Since we couldn’t honestly pay them much as interns, I made it my utmost effort to help them achieve personal growth goals through referrals, learning opportunities, and chances to develop different skills they wanted to improve. At the end, as students to whatever master, I believe this is all we can ask for.

To sum it all up: I’m absolutely grateful for the women who have lifted my career, teams, and business. And I believe, putting all formal I&D initiatives and programs aside, all we can do as humans is help empower one another and give the right people the right chances to shine.

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Wake up, check phone; eat lunch, check phone; go for a walk, check phone; watch TV, check phone; the phone is the new cigarette. Scrolling, clicking, liking, and sharing. A quick check-in turns into 15 minutes, then 30, and before we know it, we’ve lost hours of our day.

The average internet user now spends about two and a half hours per day on social media, much of it engaged in “doomscrolling”, the obsessive consumption of negative news and content that doesn’t bring any joy to our lives. The internet,  the tool that connects the world, has become a time sink of algorithmic manipulation designed to capture and commodify attention.

Big Tech’s social media platforms, once hailed as the ideal way to connect with friends, have become echo chambers of outrage, distraction, and ad saturation. With traditional platforms like Facebook and TikTok facing criticism over privacy violations, misinformation, and questionable engagement tactics, a new wave of decentralised social media (DeSOC) is emerging.

Could they offer an escape from the attention economy’s grip? Could blockchain-based alternatives finally provide users with a more meaningful way to interact online?

How social media became an addiction machine

It boils down to the bottom line, revenue has shaped how social media grew over time. Understood as a very lucrative business model, the more time spent glued to our screens, the more users can be targeted with advertising. Algorithms are optimised not for meaningful engagement but for addiction. That’s why controversy, doom, and outrage always seem to rise to the top of your feed.

The consequences are profound. The US Surgeon General, Vivek Murthy, has called loneliness an epidemic, linking social media overuse to declining mental health. A 2024 Harvard study found that 81 per cent of adults who identified as lonely also experienced anxiety and depression, while 73 per cent said technology had contributed to their isolation.

In a world where one in three Americans reports feeling lonely every week, what are we really gaining from our endless scrolling? We’ve traded real-world interactions for relationships with influencers, celebrities, and AI-generated personalities. It’s time to ask whether there’s a better way to engage online.

Also Read: Rising trend in Vietnam: Young professionals embracing social media content creation

The rise of decentralised social media

For years, traditional social media platforms have operated as walled gardens, closed ecosystems where user data is harvested for profit, and decisions are made by a handful of executives beholden to advertisers and shareholders. Decentralised social networks are aiming to change that dynamic, putting users back in control of their time, data, and communities.

Decentralised social media, aka DeSOC, leverages blockchain technology to create networks that are user-owned and community-driven. Farcaster, an emerging decentralised protocol, is leading the charge with Warpcast, an application that prioritises engagement over manipulation.

Meanwhile, MeWe, a privacy-focused network, has already migrated 1.6 million users onto Web3 infrastructure to ensure they retain ownership of their data and identities, even if Big Tech collapses. They have also avoided manipulation of users for advertising.

Then there’s Wunder social, a newcomer adopting an invite-only model to foster genuine interactions. With verified users and zero bots, Wunder is designed to prioritise quality over quantity.

Can DeSOC scale?

The biggest challenge for decentralised platforms isn’t technology, it’s adoption. Facebook, Twitter (now X), and TikTok have entrenched network effects; we stay because everyone else is there. But the landscape is shifting. As privacy concerns grow and users become more aware of algorithmic manipulation, the appetite for alternatives is increasing.

The difference this time? Web3 technology is maturing, and cultural attitudes are evolving. If DeSOC platforms can offer an experience that feels just as seamless, without the surveillance and constant interruptions via ads then momentum could build quickly.

Also Read: AI and metaverse: A look at the collaborative bond of emerging Web3 technologies

The future of social media: A tipping point?

Will we quit Facebook tomorrow? Probably not. But we’ve reached an inflection point where users are beginning to question the value of the time spent online. 

Not too long ago, cigarettes were an everyday indulgence, marketed as sophisticated, and even encouraged. But as the true cost of tobacco became undeniable, the price of smoking kept rising, both in dollars and in damage to our health. Today, our relationship with social media is following a similar trajectory. The more we learn about its harmful effects on mental health, relationships, and productivity, the more we recognise the cost of our time online. 

Doomscrolling isn’t free. Every hour spent chasing algorithmically served content is an hour not spent on joy, on relationships, on creativity, or on simply being present. If decentralised platforms can provide real benefits via data ownership, transparency, and authentic interactions, traditional social networks may not have the same pull factor. 

In the coming years, the battle won’t just be for users’ attention, it will be for trust. The question is no longer if we need a better way to engage online, but when we’ll finally break free from the systems designed to keep us hooked.

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Almost 50 per cent of our waking hours are spent thinking about topics other than our current activities. Even though it’s normal, this mental straying might make it difficult for us to efficiently record and use our thoughts.

So, the question is, is there a better approach to capture these transient concepts for later use? The secret is to recognise the obstacles to productivity and use cutting-edge technologies to go over them.

The barriers to thought capture

Distractions, task switching, time consumption, procrastination, and intricacy all contribute to our thoughts never being completed. Let’s examine each of these challenges in more detail:

• Distractions: The average cost of distractions throughout a workday is 2.1 hours or over 26 per cent of an eight-hour workday. The substantial loss of time impairs both creativity and production.
• Task switching: The costly fallacy of multitasking can result in a 40 per cent reduction in productive time. We become less efficient and focused when we switch tasks.
• Time consumption: Typing takes up to 2.5 hours of a person’s workday on average, which is a significant amount of time devoted to a single form of expression. 
• Procrastination: Fear of failing (seven per cent), low self-confidence (eight per cent), perfectionism (seven per cent), low energy (28 per cent), and task aversion (50 per cent) are the main causes of procrastination. All of these things have the potential to impede work progress and completion.
• Complexity: An individual’s mind produces more than 6,000 thoughts per day. Many of these ideas are intricate and challenging to express, which increases the risk of them being overlooked or underdeveloped.

The costs of not capturing ideas can be high. If objectives are not met, there is a 42 per cent reduction in the probability of accomplishing goals that are not documented. In addition, those who don’t regularly write down their ideas frequently experience lower levels of happiness and fulfilment.

Also Read: Can generative AI usher us into the gilded age of ad creativity?

The time required to do activities grows; an average worker spends more than 11 hours a week writing by hand or organising their thoughts. It takes significantly longer for people who have dyslexia to complete this procedure.

Conventional techniques for gathering thoughts

Typewriters, transcribing machines, and paper and pencil are examples of traditional idea-capture techniques. Each of these approaches has advantages and disadvantages.

Pencil and paper

• Pros: More adaptable than computerised techniques, enabling impromptu and unstructured note-taking.
• Cons: Because notes must be kept in physical notebooks, they are less accessible and more difficult to arrange. This approach can be especially difficult for the 20 per cent of people worldwide who suffer from dyslexia.

Typing

• Pros: More efficient than handwriting and simpler to arrange and modify.
• Cons: Due to digital disruptions, it can be time-consuming and annoying. People with dyslexia find it less approachable as well.

Transcription

• Pros: Speedy and practical, enabling the expression of ideas that can subsequently be recorded.
• Cons: Thoughts may not always be clear from transcription and may not always be accurate, which could result in misunderstandings.

Transforming the art of thought capture

With the use of artificial intelligence (AI), there is a new cutting-edge technology suite of content creation tools that transform spoken words into structured, written text, thereby addressing the shortcomings of conventional techniques.

This approach has a number of significant benefits:

• Simple to use: To arrange their ideas, users can choose to start a new document or utilise one of the templates. Then, speaking into their desktop or phone app, they pause and resume as necessary.
• AI-generated questions: The AI asks conversational questions to elucidate concepts further, assisting in their development.
• Built-in Features: It has features that are intended to get beyond typical obstacles to productivity, such as:
• Document types: Users can turn their thoughts into infographics, emails, ELI5 (Explain Like I’m Five) summaries, journal entries, and social network postings, among other formats.
• Describe changes: Users can give the program instructions on how to reorganise their ideas. For instance, it can rewrite material to make it more succinct or turn bullet points into paragraphs.
• Collaboration: Users can work together on ideas from any location and on any device by using shareable links.
• Progressive Web Application (PWA): Installing this as a PWA enables cross-platform accessibility and ease of use.

Also Read: After failure, rekindling our creativity and finding balance

The advantages

• Speed: Users can quickly and effectively capture their thoughts because it is three times faster than typing.
• Accessibility: Designed with neurodivergent populations in mind, it makes efficient idea capture accessible to a wider range of individuals.
• Accuracy: Preserves the uniqueness of the user’s concepts by eschewing the distortions and hallucinations that are frequently connected with AI.
• Focus: Keeping users in the now lessens the cognitive strain that comes with writing by hand or typing.

Using AI-powered transcription tools to capture free-form spoken phrases is the most straightforward approach to organising and utilising complicated concepts. It helps people become more creative and productive by removing the obstacles that come with using traditional methods. This guarantees that no idea is wasted and that every notion has the potential to be realised.

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This article was first published on July 22, 2024

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The statistics are harsh: 90 per cent of startups fail. About 10 per cent shut down within their first year, and a staggering 42 per cent fail because there is no market need for what they offer. This raises an urgent question: what separates the startups that thrive from those that fade away?

Interestingly, many of the world’s most successful startups—WhatsApp, Duolingo, Noom—were founded by immigrants. In fact, 80 per cent of America’s billion-dollar startups have at least one immigrant founder or a top executive. These founders succeed not just because they work hard, but because they think differently about risk, resilience, and opportunity.

This article explores why most startups fail and what immigrant entrepreneurs do differently to overcome those challenges.

The common reasons startups fail

• No market need

One of the biggest reasons startups fail is that they create products that no one actually wants. Founders, especially first-timers, often fall in love with their idea and assume there is demand without thoroughly validating the market. This false confidence leads to wasted time, money, and effort—often with disastrous consequences.

In 2009, Triangulate, an AI-powered dating startup, launched Wings, a Facebook-integrated app designed to match users based on their social media activity. The company raised US$750,000 in funding and believed that leveraging behavioural data and machine learning would revolutionise online dating.

However, users weren’t drawn to algorithm-driven compatibility—they still prioritised factors like physical appearance and direct interaction, just as they did on platforms like Match.com. Without enough engagement to refine its technology or attract further investment, Triangulate quickly burned through its funding. Despite attempts to pivot, it ultimately shut down.

• Running out of money

Startups frequently underestimate how much money they need to survive long enough to reach profitability. Raising capital isn’t enough—managing cash flow effectively is crucial. If a company scales too quickly before ironing out operational kinks, financial problems will inevitably follow.

Quincy Apparel, a direct-to-consumer brand launched in 2011 by two Harvard grads, aimed to provide stylish, well-fitting workwear for young professional women. The demand was clear, and their concept resonated with customers. However, high return rates due to fit issues quickly drained their cash reserves.

Investors, eager for rapid growth, pressured the founders to expand before they had perfected their production process. With mounting costs and no additional funding, the company folded in under a year—not because the idea was bad, but because they ran out of time and money before they could make it work.

• Weak teams and internal conflicts

A startup’s fate is not determined solely by its idea—it hinges on the strength of its team. Many ventures collapse due to founder disputes, weak leadership, or hiring the wrong people. A visionary founder is not enough; execution requires a team with the right balance of skills, experience, and decision-making capability.

Also Read: Tips on building your startup out of that spark of frustration  

One recurring issue in failed startups is co-founders who are too similar, leading to redundancy in skill sets and decision-making bottlenecks. Another is the reluctance to delegate: founders often try to do everything themselves rather than surrounding themselves with experts. In high-stakes environments, disagreements over vision and execution can quickly escalate, leading to breakdowns that cripple the company.

• Poor business model

Even when a startup has a great idea and strong leadership, it can still fail if it lacks a viable path to profitability. Some founders assume that user growth alone will eventually translate into revenue—but if the math doesn’t add up, the company is doomed.

MoviePass, a subscription service that promised unlimited theater visits for just US$9.95 per month, banked on the assumption that casual moviegoers would offset frequent users, keeping costs under control.

Instead, heavy users took full advantage of the service, rapidly depleting the company’s capital. MoviePass never had a sustainable monetisation plan beyond investor funding. After multiple pivots and last-ditch attempts to raise capital, the company finally shut down.

What immigrant founders do differently

Immigrant founders defy the typical startup failure traps by leveraging their experiences of uncertainty, adaptation, and resourcefulness. They approach entrepreneurship with a unique perspective, shaped by their backgrounds, and this often gives them an edge in building resilient, scalable businesses.

• They build businesses with a global mindset

Many immigrant founders identify opportunities that others overlook, often because they have firsthand experience with economic and social barriers. Rather than catering to a single market, they design solutions with a global reach.

Jan Koum, a Ukrainian immigrant, co-founded WhatsApp after recognising how expensive and unreliable international communication was. Unlike other messaging platforms, WhatsApp prioritised simplicity, low data usage, and privacy—needs shaped by Koum’s experiences growing up in a country with restricted communication. This focus on a universal problem allowed WhatsApp to scale rapidly, ultimately selling to Facebook for US$19 billion.

• They focus on practical, proven needs

Rather than chasing innovation for the sake of it, immigrant founders often focus on improving existing systems, solving fundamental problems in smarter ways.

Also Read: Clean cap tables, happy VCs: How SPVs streamline startup fundraising for future success

Saeju Jeong, a South Korean immigrant, didn’t just create another weight-loss app when he co-founded Noom. Instead, he applied psychology and behavioral science to help users make sustainable lifestyle changes. By addressing the underlying causes of weight gain rather than just calorie counting, Noom became a billion-dollar company with a loyal user base.

• They master bootstrapping and resourcefulness

With limited access to funding, many immigrant founders bootstrap their companies longer, ensuring financial discipline and a clear path to profitability before scaling.

Luis von Ahn, a Guatemalan immigrant, built Duolingo with a mission to make language education free. Instead of relying on heavy venture capital investments, he focused on sustainable monetisation models, such as offering a premium subscription while keeping the core product free. Today, Duolingo is a public company worth over US$5 billion.

• They adapt faster and see obstacles as normal

Most entrepreneurs struggle with setbacks, but immigrant founders often see them as part of the journey. Having already navigated challenges like cultural adaptation and visa restrictions, they are more resilient in uncertain environments.

Noubar Afeyan, an Armenian immigrant from Lebanon, faced skepticism when he championed mRNA vaccine technology through Moderna. Rather than retreating, he remained steadfast in his vision, pushing forward despite industry doubts. His persistence paid off when Moderna became a key player in COVID-19 vaccine development.

The startup playbook for success

If you’re launching a startup, here’s what you can learn from successful immigrant founders:

• Validate market demand before scaling. Don’t build a product without confirming there’s demand. Use MVPs, surveys, and pilot programs before investing heavily.
• Control costs and bootstrap. Venture capital is useful, but overspending before profitability is a trap.
• Solve real problems. Some of the most successful startups focus on unsexy but essential needs.
• Hire smartly. Surround yourself with industry experts and complementary skill sets.
• Pivot when necessary. If something isn’t working, change the strategy

Startups fail for many reasons, but immigrant founders show that resilience and adaptability can make the difference. They don’t wait for perfect conditions or unlimited funding. They build, adjust, and push forward despite uncertainty. Success comes from learning, adapting, and moving forward—no matter how many times the answer is no.

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Three major policy shifts in Europe, the UK, and Canada signal a changing landscape where sustainability, energy security, and geopolitical strategy are becoming deeply intertwined.

• The European Union’s decision to exempt 80 per cent of companies from the Corporate Sustainability Reporting Directive (CSRD) marks a retreat from the bloc’s previously ambitious ESG disclosure requirements, a move that reduces regulatory burdens but also weakens transparency.
• In the UK, the Energy Secretary’s decision to re-engage with China on energy investments represents a pragmatic shift in policy, balancing economic needs with political caution.
• Meanwhile, Canada’s US$270 million investment in Inuit-led Arctic conservation is as much about environmental stewardship as it is about reinforcing national sovereignty in a region of increasing strategic competition.

These developments are not isolated. Instead, they reflect a broader recalibration in which economic pragmatism, environmental commitments, and geopolitical considerations are being reassessed. For businesses, this evolving landscape presents both risks and opportunities, requiring them to navigate shifting regulatory frameworks, supply chain expectations, and investment climates.

The changing role of sustainability reporting in business strategy

The EU’s decision to scale back CSRD requirements could have far-reaching consequences for global sustainability reporting, particularly for financial institutions and multinational corporations that rely on standardised ESG disclosures to assess risk and guide investment decisions.

The rollback relieves small and medium-sized enterprises (SMEs and startups) from compliance costs, but it also introduces new challenges for businesses that depend on ESG data for supply chain assessments. Large corporations still subject to CSRD will find it increasingly difficult to ensure sustainability compliance among their smaller suppliers, particularly those outside of Europe.

This shift is likely to have a ripple effect on other markets, including Singapore, where SGX-listed companies have been gradually increasing their sustainability disclosures in line with global standards. Singapore now faces a choice: whether to follow Europe’s relaxed approach or position itself as Asia’s leader in sustainability reporting by maintaining stringent ESG reporting.

Also Read: Running without mobile phones is future of connected movement

Companies operating in Singapore will need to monitor how regulators respond to this shift and assess whether maintaining voluntary ESG disclosures will offer a competitive advantage in attracting global investment.

Alliance by development: The UK’s pragmatic approach to energy security

While the EU recalibrates its sustainability priorities, the UK is re-evaluating its stance on economic cooperation with China. The decision to resume energy talks reflects a growing acknowledgment that geopolitical tensions cannot completely overshadow economic imperatives, especially in sectors critical to the green transition.

China remains a dominant force in renewable energy technology, particularly in solar panels, wind turbines, and battery storage. Western nations seeking to decarbonise their economies will find it difficult to entirely exclude China from their energy strategies. The UK’s engagement with China could set a precedent for a more nuanced approach to economic diplomacy—one where selective cooperation on climate and energy is pursued alongside broader strategic competition.

For businesses, this means that engagement with China is likely to remain a complex but necessary reality, requiring careful risk management and diversification strategies. Companies involved in renewable energy must assess the long-term stability of partnerships with Chinese suppliers and investors, as political dynamics could still shift abruptly.

The role of indigenous governance in climate policy and geopolitics

While the UK grapples with energy pragmatism, Canada is reinforcing its presence in the Arctic through an Indigenous-led conservation strategy that blends environmental policy with national security interests.

By placing Inuit communities at the forefront of Arctic stewardship, the Canadian government is strengthening its sovereignty over a region increasingly viewed as a strategic asset due to its natural resources and new shipping routes emerging from melting ice caps.

This move highlights a growing trend where environmental policies are being used not just to combat climate change but also to assert territorial control. Businesses operating in natural resource extraction, conservation technology, and sustainable infrastructure must recognise that Indigenous governance models are becoming central to environmental regulation.

Firms looking to expand operations in regions with contested governance will need to engage proactively with Indigenous communities, ensuring their business strategies align with local conservation and governance priorities.

The emerging playbook for businesses

These policy shifts—Europe’s sustainability reporting retreat, the UK’s selective engagement with China, and Canada’s Arctic conservation strategy—illustrate how economic, environmental, and geopolitical factors are converging in new ways. Companies that operate across multiple jurisdictions will need to navigate an increasingly fragmented regulatory landscape where ESG standards vary widely between regions.

Also Read: The key to tackling climate change: Electrify shipping

Businesses involved in supply chains that stretch between Europe, Asia, and North America will have to reassess their compliance (and carbon) strategies, ensuring they remain aligned with shifting investor expectations and regulatory requirements. The trend of selective engagement with China suggests that businesses should avoid over-reliance on any single geopolitical stance, opting instead for diversified partnerships that mitigate exposure to sudden policy reversals.

The increasing role of Indigenous governance in environmental policy also signals a shift towards more localised regulatory frameworks, requiring companies to adapt their stakeholder engagement strategies.

A more complex business environment

The intersection of sustainability, energy security, and geopolitics is becoming more complex, with governments making strategic decisions that balance regulatory burdens, economic competitiveness, and geopolitical leverage. Businesses must prepare for an environment where ESG compliance is no longer just a matter of following global best practices but is increasingly influenced by national interests and strategic considerations.

The companies that thrive will be those that proactively adapt to these shifts—embracing sustainability not just as a compliance requirement, but as a strategic differentiator, engaging in global supply chains with an awareness of geopolitical risks, and recognising the growing role of localised governance in shaping climate and environmental policies.

The future will belong to businesses that can navigate this shifting landscape with agility, foresight, and a commitment to long-term resilience.

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