As a star of the Malaysian fintech ecosystem, Fiuu has reported a 32 per cent increase in total payment volume for the first three quarters of 2025, processing over US$8.3 billion across its network of merchants. This milestone is further strengthened by the company’s new and expanded partnerships with Affin Bank, Pos Malaysia, and PayNet.

It has also recently become the first payment acquirer in Malaysia to enable Samsung Pay Online for e-commerce merchants, a feature that is now live with more than 300 merchants.

In an email interview with e27, Fiuu CEO Eng Sheng Guan spoke about the national records that the company broke this year, which included two national records in the Malaysia Book of Records for its performance in 2024. It was also honoured with the Trusted Payment Partner Award in SEA by Trip.com.

“The biggest lesson we have learned from the process is the evolution of Malaysia’s digital economy. Malaysia ranks among the world’s top adopters of digital payments, even ahead of North America and Europe. In such a fast-moving space, it is easy to innovate for the sake of innovating. However, innovation must meet real-world needs; that is what builds trust in the long run,” he wrote.

“Our recent partnership with Pos Malaysia and PayNet also exemplified this lesson. We recognised the difficulty and inconvenience faced by delivery riders when handling cash-on-delivery transactions. With this partnership, we can now eliminate the need for physical cash while still allowing consumers to pay on delivery.”

Also Read: Clearing the air on Malaysia’s air pollution

In this interview, the CEO provides further details about the company’s mission and its next steps in the Malaysian fintech ecosystem. The following is the edited excerpt of the conversation.

What is the story behind the development of Fiuu? 

The idea for Fiuu was born during my previous venture, an e-commerce solutions company that helped businesses establish their online presence and shopping cart systems. We realised that getting paid was a real bottleneck. Digital payments were complicated, costly, and broadly available only to larger companies with established financial histories, leaving SMEs at a disadvantage.

This gap became the inspiration for Fiuu. Alongside two co-founders, I set out to build a payment platform from scratch, one that would make accepting digital payments simple and affordable for all businesses. Our goal was to empower SMEs and create a level playing field as Malaysia’s digital economy grew. Over time, we expanded beyond a gateway solution to become a full-fledged fintech partner, offering omnichannel payment acceptance, contactless options, and strategic collaborations with leading card schemes and banks.

That same pioneering spirit drives Fiuu today. We have grown to become Malaysia’s largest payment solutions provider and a leading player across Southeast Asia. What makes this journey meaningful is that I have been actively involved through every shift – whether changing consumer habits or evolving regulations – always focused on building something sustainable.

It is this long-term mindset, paired with deep local insight and regional reach, that continues to define Fiuu’s growth story.

What is the problem that you aim to tackle? Why are your solutions better than the existing alternatives? 

The world is more connected than ever before, and with the rapid digitisation of commerce, it is easy for SMEs and even established businesses to be left behind. In today’s environment, not having a secure and reliable way to accept digital payments is not just an operational issue – it is a brand risk.

When we started, digital payments in Southeast Asia were complicated, fragmented, and expensive. We built Fiuu to remove that barrier and make payments accessible, secure, and seamless for every business.

Also Read: Antler backs Malaysian AI startups M3TRIQ, NCSpeech driving innovation in biotech and fintech

Today, Fiuu has evolved into the quiet backbone of Malaysia’s digital economy, helping merchants and partners simplify how they accept, distribute, and manage payments.

What sets us apart is flexibility. Our platform is fully modular, allowing us to customise solutions for enterprises while empowering partners – such as POS vendors and digital solution platforms – to become payment providers themselves, earning revenue from every transaction that flows through their system, without needing to go through compliance or licensing burdens, as we have already built that foundation.

We also bring regional expertise. Having operated across multiple Southeast Asian markets, we understand the local nuances, like regulatory frameworks, consumer behaviours, and market demands – and design our solutions to fit naturally within them.

With over 20 years of experience and millions of transactions processed daily, Fiuu has proven reliability at scale. We are trusted by global brands and financial institutions alike. As Malaysia’s first payment acquirer to enable Samsung Pay Online for e-commerce merchants, we continue to lead the evolution of digital payments in the region.

Who are your users? Why do you choose to aim for this particular segment? What is your user acquisition strategy? 

We serve a diverse range of users, including global brands and financial institutions, regional enterprises, and digital-first merchants. While we initially focused on empowering SMEs, our role has since expanded. Many of the world’s leading companies now rely on Fiuu to power their payment infrastructure because we offer the scale, reliability, and flexibility they need to operate seamlessly across markets.

Our focus is on businesses that demand stability, security, and scalability, whether they’re processing thousands or millions of transactions daily. That is why Fiuu is trusted as the payment layer beneath many enterprise ecosystems, retail networks, and financial platforms.

Our acquisition strategy reflects this focus. We build deep partnerships with banks, fintechs, digital solutions providers, and payment networks, integrating directly into their ecosystems to reach merchants at scale. This includes initiatives such as Merchant Recruitment Partners (MRP) programmes and payment facilitator (PF) partnerships, which enable us to efficiently unlock broader merchant acquisition opportunities through our partners’ existing networks.

Also Read: Malaysian SMEs grapple with a growing “confidence gap” in AI adoption

At the same time, our technology enables fast, low-friction onboarding, allowing businesses, large or small, to go live quickly and grow with us.

What is your strategy to build a sustainable business?

For Fiuu, sustainability means building something that lasts – an ecosystem where every partner grows stronger together. Our broader strategy is to move beyond payments and become part of an integrated financial ecosystem that seamlessly connects commerce, liquidity, and technology.

We are creating a smoother journey for our partners and their merchants – enabling faster onboarding, simplified reconciliation, and access to financial tools that support business growth. It’s a natural extension of our long-term vision to be an enabler of integrated financial services, not just a payment gateway.

Our broader strategy involves building and being part of an integrated financial ecosystem. We are creating a smoother journey, along with our partners such as banks, to enable businesses to onboard faster and access the right financial tools as they grow. That is a big step toward our long-term vision of becoming an enabler of integrated financial services, not just a payment gateway.

That is how we define sustainability. We are creating value through partnerships that simplify complexity and strengthen the entire payment ecosystem for the long term.

Have you raised external funding? Do you have plans to? 

We have always focused on building a strong, profitable foundation before seeking external capital. That discipline has enabled us to maintain full control over our vision, invest in innovation at our own pace, and reinvest profits in strengthening our infrastructure, regional capabilities, and, most importantly, our people.

Our team has been the driving force behind every milestone we have achieved, and we continue to invest in their growth, expertise, and development as we expand across Southeast Asia.

Also Read: Antler backs Malaysian AI startups M3TRIQ, NCSpeech driving innovation in biotech and fintech

At the same time, we are not closed to opportunities. We are open to strategic partnerships or investments that can accelerate our regional growth, particularly in technology, data intelligence, artificial intelligence, and cross-border payment innovation. But for us, funding is never just about capital. It’s about finding the right partners who share our long-term vision for an integrated, inclusive digital payments ecosystem across Southeast Asia.

What is your 2026 plan? 

For 2026, our goal is to solidify Fiuu’s role as the trusted backbone of digital commerce across Southeast Asia. We are focusing on expanding cross-border payment capabilities, growing acquiring partnerships, and improving interoperability so merchants can operate seamlessly across markets.

We are doing this through continued investment in our technology infrastructure and strategic regional alliances that strengthen connectivity. By enhancing our AI and data capabilities, we are delivering smarter fraud prevention, optimised transaction routing, and deeper merchant insights – ensuring the platform remains robust and adaptive as transaction volumes increase.

At the same time, we are working closely with regional banks, networks, and fintechs to build a more connected financial ecosystem. This includes expanding our footprint beyond Malaysia into high-growth markets such as Singapore, the Philippines, Indonesia, and Thailand, where digital adoption is accelerating and where our capabilities can create immediate impact.

Ultimately, our focus is on creating infrastructure that allows businesses to scale with confidence while accelerating Southeast Asia’s digital economy through speed, trust, and inclusion.

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Image Credit: Fiuu

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For over a decade, Echelon has been a cornerstone of Southeast Asia’s tech ecosystem, a platform where investors, startups, corporates, and governments converge. That core mission, to bring our community together, is not changing. But how we show up for this community must change, because the world is fundamentally shifting beneath our feet.

The relationship with technology, the way we work, and the tools we use are undergoing a transformation unlike anything we have seen before. AI isn’t coming; it’s here. And as a region, Southeast Asia cannot afford to be left behind.

This sense of urgency is what is driving the most significant evolution in Echelon’s history. In a recent post, our CEO, Mohan Belani, shared his personal perspective on this critical moment:

“I’ve been watching our region closely. While the US and China race ahead, we’re stagnating. The attention has shifted away from us. The investments are flowing elsewhere. And I worry that we’re not evolving fast enough to stay relevant in this new world.”

This observation is at the heart of our new direction. The models that brought us here, including the traditional “startup conference” model that we helped build, are no longer sufficient for the challenges that lie ahead. That is why Echelon 2026 is going to be different. It has to be.

Also read: Exhibit smart, spend lean: Your Start Up Booth at Echelon 2026

From fundraising theater to an implementation marketplace

There is a palpable sense of event fatigue in the market. As Mohan notes, “Too many conferences feel the same, talk after talk, panel after panel, everyone nodding along and then going home to do nothing.” The focus has too often been on “fundraising theater”- the endless cycle of pitching and valuation chatter, rather than on building sustainable, tech-enabled businesses.

This is a critical distinction. The challenge for most companies in Southeast Asia today is not a lack of ideas, but a lack of practical implementation. The real work lies in helping established businesses, the SMEs and corporations that form the backbone of our economy – discover, vet, and deploy technology that drives real-world growth and efficiency.

Echelon 2026 is our strategic response to this new reality. We are evolving from a startup-centric event into Southeast Asia’s premier business technology adoption platform. Our focus is shifting from hype to implementation, from theory to tangible ROI.

The three pillars of the new Echelon

This evolution is built on three core pillars designed to address the ecosystem’s most pressing needs. As Mohan puts it, the goal is to move beyond “generic trend pieces or high-level talks” and get into “practical implementation.”

1. An implementation marketplace: We are going deep on AI and other frontier technologies, but with a strict focus on application. We want to see demos, live showcases, and real products. The central question will no longer be “How much are you raising?” but “How does this work, and what can it do for my business today?” This is about connecting qualified buyers with implementation-ready solutions.
2. Actionable insights & hands-on participation: We are moving beyond passive listening. A prime example is the new Echelon AI Workflow Competition, a structured program where developers build production-ready AI solutions for real SME business challenges, with deployment support from partners like IMDA and NTUC LHub. The goal is for people to leave “energized, not exhausted. With clarity, not confusion.”
3. Qualified connections: While our community of investors, startups, corporates, and governments remains our foundation, we are sharpening our focus on curating a network of decision-makers. Echelon 2026 is where business leaders come to solve problems, and where solution providers get direct access to a high-intent audience with the authority and budget to make purchasing decisions.

Also read: e27 recognised among Financial Times’ fastest-growing companies in APAC

An urgent mission for a resilient future

This change is driven by a sense of responsibility and opportunity. For Mohan, the mission is also personal:

“There’s a lot of doom and gloom around AI and job displacement. I understand the fear. But I also see the opportunity. The chance for people to upskill, find new purpose, and genuinely transform their careers and lives. Southeast Asia has the talent, the hunger, and the entrepreneurial spirit. What we need is clarity, direction, and the belief that we can compete on this new playing field.”

This belief is what fuels our commitment to the ecosystem. We are not abandoning our audience; we are ensuring we stay relevant for them as the world changes. Echelon has always been about bringing our community together. This year, we are doing it with a renewed sense of urgency.

The world is not waiting for us to catch up. We cannot afford to watch from the sidelines.

More details will be coming soon, but as Mohan stated, we want you to hear it from us first: Echelon 2026 will not be just another event. It will be the platform where Southeast Asia’s technology transformation begins in earnest.

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In the current funding climate, cash discipline has become the defining skill for early-stage founders. The days of raising capital on promise alone are gone; investors now expect clear metrics, controlled burn, and a path to sustainable revenue. Managing runway is not simply about cutting costs. It’s about deploying every dollar with intent, preserving time, flexibility, and the ability to grow on your own terms.

Below are ten focused principles for managing your startup’s runway effectively.

Know your numbers like a pilot knows fuel

Runway is the measure of how long you can keep operating before the cash runs out. Calculate it monthly: divide your current cash balance by your net monthly burn. Track this trend closely. Set clear triggers for cost reviews and fundraising timelines. When the runway drops below twelve months, adjust spending; at six months, start raising. Numbers drive survival; guessing does not.

Be frugal, not cheap

Frugality means spending with purpose; cheapness means cutting without thought. Eliminate waste (unused software, unnecessary perks, overstaffing) but protect the investments that drive customer value and product quality. A frugal founder builds lean systems. A cheap one erodes momentum.

Use dashboards that everyone understands

Build a single source of truth for financial data. A live dashboard showing cash balance, burn rate, and runway should be accessible to key team members and investors. Keep it simple and visual. When the entire team sees how their actions affect the runway, financial discipline becomes part of the company culture.

Spend to reach milestones, not dates

Tie spending decisions to progress, not time. Hire or launch only when specific milestones justify the investment, not because the calendar says it’s “time to scale.” Spending linked to metrics ensures money follows evidence, not optimism.

Chase revenue early

Even at an early stage, start charging. Early revenue validates the product, extends the runway, and strengthens investor confidence. Perfect is the enemy of paid; start small, refine fast, and learn from every transaction.

Also Read: Founders face a brutal new reality: Tiny exits, tougher buyers, endless earnouts

Track your burn multiple

Measure how much cash you spend for every dollar of new revenue. A burn rate of multiple below two indicates efficient growth; above five signals poor capital use. Monitor it monthly. Efficiency compounds faster than funding rounds.

Hire with discipline

Every hire shortens your runway. Treat recruitment as an experiment with a clear expected return. Delay permanent hires until the need is proven. Contract non-core functions when possible. A small, focused team beats a bloated one in uncertain markets.

Manage cash flow aggressively

Runway depends as much on timing as on spending. Negotiate extended payment terms with vendors and push for faster collections from customers. Invoice early, collect promptly, and keep a close eye on working capital. Startups rarely die from a lack of profit; they die from cash gaps.

Build a buffer before you need it

Begin fundraising when you still have nine to twelve months of runway. Aim for at least eighteen months of operating capital between rounds. Market conditions shift quickly, and leverage belongs to the founder who still has time left.

Communicate transparently

Investors and teams value clarity. Share runway metrics, burn trends, and revenue updates regularly. Transparency builds confidence and prevents panic. Clear reporting also simplifies future fundraising; credibility compounds just like capital.

Also Read: The hustle’s toll: Why some of Southeast Asia’s brightest founders are stepping back

The bottom line

Managing runway is a discipline of control and clarity. Spend with intent, measure constantly, and treat every dollar as a strategic decision. Frugality buys time, but focus creates progress. In a funding environment defined by scrutiny, the startups that master both will be the ones still standing when others run out of runway.

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Runway formulas and benchmark metrics

Core formula

Runway (months) = Current Cash Balance ÷ Net Monthly Burn

• Gross Burn: Total monthly cash outflow (expenses).
• Net Burn: Gross burn minus monthly revenue. Use Net Burn for a more accurate picture once you have revenue coming in.

Benchmark targets

• Healthy runway: 18–24 months
• Warning zone: <12 months
• Critical zone: <6 months >> begin immediate cost control or fundraising

Burn multiple (Efficiency ratio)

Burn Multiple = Net Burn ÷ Net New Revenue

• <1.5 = Excellent
• 1.5–3 = Acceptable
• >3 = Unsustainable

This shows how efficiently your startup converts cash into revenue.

CAC–LTV relationship

Customer Acquisition Cost (CAC) should be ≤ one-third of Lifetime Value (LTV). If CAC rises faster than LTV, your growth is unsustainable regardless of runway length.

Cash flow timing metrics

• Days Payable Outstanding (DPO): Extend where possible
• Days Sales Outstanding (DSO): Reduce aggressively
• Rule of thumb: DPO > DSO keeps cash flow positive

Fundraising rule of thumb

Start fundraising when you have 9–12 months of runway left. Never start with less than 6 months; negotiation power evaporates under time pressure.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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The Singapore Exchange (SGX Group) and Nasdaq have established a strategic partnership aimed at simplifying dual listings and enhancing the integration of the capital markets of the US and Singapore.

The collaboration will introduce a Global Listing Board, creating a harmonised cross-border framework designed to ease capital raising, enhance visibility, and improve access to investors for large companies.

Scheduled to commence operation around mid-2026, the Global Listing Board aims to foster a transparent and efficient environment for global capital formation. The framework is tailored for companies possessing a market capitalisation of SGD 2 billion (US$1.5 billion) and above.

Also Read: SGX turns 25 with historic financials—and a warning for Southeast Asia’s startup ecosystem

This initiative is set to significantly reduce the friction, complexity, and cost associated with pursuing a dual listing on both Nasdaq and SGX. A critical feature of the framework is the streamlining of regulatory obligations and fundraising requirements across the Pacific Ocean. This is achieved through the use of a single set of documents and a simplified review process, allowing issuers to navigate the complexity of dual regulatory regimes more efficiently.

Strategic implications for Asia

The platform has received strong support from institutional asset owners and managers in Singapore, viewing it as a crucial springboard into both the US and Singapore markets for issuers. This regulatory alignment and combination of market liquidity are intended to enable a new wave of growth companies — ranging from innovative start-ups to established industry leaders — to scale agilely and unlock new pools of growth capital.

Chee Hong Tat, Minister for National Development and Chair of the Equities Market Review Group, emphasised the strategic connectivity provided by the partnership. He stated that the “dual listing bridge will bring together the strengths of two major market operators SGX and Nasdaq, and help anchor the listings of dynamic companies in Asia and attract liquidity around these listings”.

Loh Boon Chye, CEO of SGX Group, noted that the proposition for issuers is clear: “access to US market depth and Asian growth in a streamlined pathway”. He expressed the hope of attracting quality, growth-oriented companies with an Asian nexus that seek to expand their investor base while remaining true to their roots.

Regulatory and financial support

The proposed regulatory framework aims to establish prospectus disclosure requirements in Singapore that are comparable to those in the US, which will permit the utilisation of a single set of offering documents for the dual listing process. Implementation details and relevant regulatory processes are currently being finalised.

This move aligns with the Singapore government’s broader efforts, led by the Equities Market Review Group, to strengthen the attractiveness of the local stock market for companies seeking to list and access growth capital. Supporting these efforts is the “S$1.5 billion Anchor Fund @ 65”, established in 2021 by the Ministry of Trade and Industry and Temasek.

Also Read: Why crypto can’t escape the Nasdaq and what it means for the next 30 days

This fund is designed to support promising high-growth enterprises and market leaders in their public fundraising in Singapore’s public equity market, including listings on the new Board.

Adena Friedman, Chair and CEO of Nasdaq, highlighted the importance of cooperation, stating: “In a world of increasing complexity and sometimes fragmenting markets, this initiative demonstrates that cooperation, smart regulation, and shared standards can create opportunity at scale that benefits both global and regional economies.”

The post SGX, Nasdaq forge a global bridge for dual listings appeared first on e27.

A decade ago, marketing innovation was centralised. Brands worked with big-city agencies and creative hubs that dominated the advertising world. But the post-pandemic shift to remote work — and the rise of AI-powered collaboration tools — broke that model open.

Today, marketing success is no longer confined by geography. A brand in London can brainstorm with a designer in Cebu, test copy written in Ho Chi Minh, and analyse campaign data visualised in Warsaw — all within the same 24-hour cycle.

This evolution has given rise to offshore creative teams — not as cost-saving measures, but as strategic growth partners. They are now the unsung heroes behind some of the most agile and high-performing marketing operations across industries.

Why global companies are going offshore — and thriving

Offshore marketing teams are no longer seen as “external vendors.” They’ve become extensions of the brand itself. According to the 2024 Deloitte Global Outsourcing Survey, 78 per cent of global businesses now use offshore partnerships to drive innovation, not just reduce operational costs.

The reasons are clear:

• Speed and scalability: Time zones are now an asset. When one team signs off, another begins — enabling continuous campaign iteration.
• Access to specialised skill sets: From PPC managers to growth hackers, offshore markets offer a deep talent pool of professionals trained in modern tools like HubSpot, Marketo, and Meta Business Suite.
• Global creative diversity: Offshore teams bring multicultural insights that shape campaigns with universal appeal — crucial in an era of personalisation and inclusivity.

Offshore talent and the new creative tech stack

Offshore teams are not only using new technology; they are also learning how to use it well. The greatest global marketing teams are using AI-driven analytics and human creativity to make campaigns that are smarter and based on facts.

Also Read: Why AI is essential to understanding consumer behaviour for marketing success in 2025

According to the 2025 HubSpot State of Marketing Report, 63 per cent of marketing leaders indicated that their offshore partners “significantly improved campaign performance” by using tools like predictive analytics, A/B testing, and marketing automation.

Here’s how offshore professionals are leading the transformation:

• AI-assisted copywriting: Offshore marketers are using generative AI to create high-converting ad copy at scale while maintaining human tone and cultural nuance.
• Performance optimisation: Data analysts offshore use advanced dashboards to monitor ad performance in real time, enabling faster decision-making.
• Cross-platform mastery: From TikTok to LinkedIn, offshore social strategists often have hands-on expertise across diverse markets and demographics.

Emerging markets, emerging skill sets

The Philippines, India, Vietnam, and Colombia are now creative and technical powerhouses, making specialists who can combine storytelling with data.

The Philippines is a good example. The country’s schools focus on English language skills and media literacy, which helps marketers think strategically and talk to Western audiences clearly.

Meanwhile, India and Vietnam are developing large cohorts of data-driven marketers — professionals who bridge the gap between creative ideation and measurable ROI.

According to LinkedIn’s 2025 Global Skills Report, digital marketing, data analysis, and SEO strategy are among the top five fastest-growing skill categories in emerging markets — a sign that the talent evolution is accelerating.

How offshore teams turn campaigns into conversions

Offshore teams aren’t just supporting campaigns — they’re building them. Many now handle end-to-end processes, from market research to creative production and performance tracking.

A strong example is the rise of offshore growth marketing units, which integrate:

• SEO and content marketing to establish long-term organic visibility
• Paid media expertise to optimise ad spend through granular audience segmentation
• CRM integration, ensuring that leads flow directly into automation systems like HubSpot or Salesforce
• Data-driven storytelling transforming analytics into narratives that connect emotionally with customers

This full-funnel expertise makes offshore marketing teams especially valuable for startups and scale-ups that need enterprise-level capabilities without enterprise-level budgets.

Also Read: Generative engine optimisation: The missing strategy in Asia’s marketing playbook

The hybrid creative model: Collaboration redefined

As more and more people work from home, many businesses are adopting a hybrid creative approach that combines in-house strategists with execution teams based in other countries.

This methodology creates a “follow-the-sun” workflow, where creative assets, ad improvements, and data reports move easily between time zones. The result? Campaigns go out faster, testing happens continuously, and conversion rates rise.

Cross-cultural collaboration is another way that hybrid models encourage new ideas. When people from different backgrounds share their points of view, ideas move faster, and marketing becomes not just global — but truly human.

Offshore hiring as a long-term strategy

Hiring people from other countries isn’t a short-term solution. It’s a planned change in the way marketing is done today.

Businesses are learning that being flexible is important for success as they move more of their activities online. Distributed teams make this possible. Brands become more agile, resilient, and competitive on a global scale by combining creative talent from other countries with local leadership.

A 2025 Gartner Report highlights that companies using distributed marketing structures — including offshore teams — experience 27 per cent faster campaign turnaround times and 32 per cent higher engagement rates than those relying solely on local teams.

The bottom line: Global creativity is the new currency

Teams that think outside the box will be in charge of marketing in the future. Offshore creative professionals are changing the way we tell stories online by integrating the accuracy of data with the understanding of people.

Creativity moves faster than ever in our modern times. And for businesses that are open to working with people from all over the world, the next big campaign may be made thousands of miles away — by a team that views your industry in a new, global manner.

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In early June this year, when Stefan Figueiredo Pereira from the Hong Kong Representative Football Team (HKRT) converted a penalty to secure a 1–0 victory over India, a record-breaking crowd of more than 40,000 erupted in joy. The sea of red jerseys roared as one, waving flags and chanting until their voices cracked.

Long after the final whistle, the passion lingered. As fans streamed out of Kai Tak Sports Park, one detail stood out. Alongside face paint and team flags, many carried power banks printed with the images of their football heroes. To outsiders, they might have looked like simple charging devices. But for fans, they were souvenirs of history, badges of loyalty, and symbols of identity.

That moment outside Kai Tak wasn’t an isolated scene. It points to a broader trend: everyday objects are turning into cultural symbols. Nowhere is this more evident than in the rise of intellectual property (IP), which is driving what might be called functional fandom. They’re becoming canvases for self-expression and brand identity.

For marketers, it’s a signal: the next brand platform isn’t confined to screens or shelves, but in what people carry, charge with, and hold close.

The rise of functional fandom

Behind this shift lies the unstoppable rise of intellectual property (IP). Across Asia, the IP economy is booming. The gross merchandise value (GMV) of IP-themed goods jumped nearly fivefold in the past year, with sales and order volumes more than doubling. Characters like LABUBU, with its mischievous grin, or Japan’s fluffy Chiikawa, have grown from niche icons into mass-market phenomena.

Today’s fans expect more than shelf-bound collectibles. They seek products that blend form and function — items they can use daily yet also signal belonging. A product that is both practical and personal has become a social marker. For brands, that creates a high-frequency, high-visibility channel that lives in pockets, not feeds.

Also Read: Labubu made it viral but Fuzozo made it strategy: Inside the AI toy wave

Data backs this up. According to the inaugural Powered Up Index 2025 by CHARGESPOT, Asia’s largest shared power bank provider, over a third of IP-themed rentals came from new users, and nearly one in ten kept devices as collectibles. A humble utility had become a platform for self-expression.

Functional devices have always carried cultural meaning, and power banks are becoming the latest canvas for that expression. At recent events such as ComplexCon Hong Kong, collaborations between artists, designers, and utility providers drew long queues, suggesting that people increasingly treat everyday tools as extensions of personal identity rather than purely practical items.

Similar experiments in Taipei, where familiar character designs were applied to limited-run devices and even retired units were repurposed as part of an installation, highlight a broader shift: the boundary between technology, culture, and self-expression is blurring. What was once a purely functional object is now part of how individuals signal taste, belonging, and affiliation.

The shift isn’t unprecedented. Pagers once were clipped to belts, cell phones were adorned with jewel cases, and headphones were worn like fashion accessories. Functional utilities have always found ways to signal identity. Power banks are simply the latest to join the club, but in an era of rising device dependence, their role is amplified, offering marketers a rare opportunity to move from sponsored moments to sustained presence — living not just around people, but with them, in their pockets, hands, and daily rituals.

Portable passion: The next wave of brand engagement

If fandom explains why people want these objects, dependence explains why they need them. And in Hong Kong — a city where a low battery can strand you financially and socially — that dependence transforms power banks into powerful tools for brand engagement. According to the Powered Up Index 2025, most Hongkongers feel battery anxiety once their charge dips below 30 per cent. That’s not just a stat; it’s a clear opening for marketers to turn need into connection.

The Hong Kong Representative Football Team offers a useful illustration of how everyday utilities can become carriers of cultural meaning. In 2024, CHARGESPOT released limited-edition power banks to commemorate milestones from HKRT’s debut at Kai Tak Stadium to goalkeeper Yapp Hung Fai’s 100th cap. Ahead of the upcoming Asian Cup qualifiers, another series featuring new player imagery has already attracted attention, signalling how fans treat these items as more than simple accessories.

What stands out is how quickly these objects moved beyond the confines of match days. They appeared on public transport, in casual photos, and in the daily routines of supporters, effectively turning a sporting activation into a mobile narrative that travelled across the city. With the devices reaching other Asian hubs such as Singapore, Tokyo and Taipei, a local story began circulating regionally, showing how functional items can quietly extend the cultural footprint of a team long after the final whistle.

Also Read: From following to fandom: Why startups should invest in building engaged online communities

In a world where digital ads are skipped and branded content is buried in feeds, power banks offer something different: in-hand storytelling that meets fans where they are, literally. For marketers, it’s a chance to reimagine media not as something we push, but something people carry, use, and share.

Rental stations as IP activation hubs

It’s not only the devices themselves that matter. The places where people borrow and return them — thousands of stations embedded in the city’s fabric — are becoming just as important. These aren’t just charging points; they’re evolving into programmable, brandable media surfaces. From compact kiosks in cafés to large-format screens in shopping centres, every surface can be reimagined: broadcasting trailers, unlocking digital rewards, or distributing collectibles. 

An upcoming collaboration with The Football Association of Hong Kong, China (HKFA) illustrates how this can take shape. Power bank stations across the city were re-skinned with visuals tied to the Hong Kong Representative Team’s match against Bangladesh in the AFC Asian Cup 2027 qualifiers. Hundreds of screens lit up with fan chants and team imagery, echoing the public excitement building around the tournament.

Rather than serving as straightforward functional infrastructure, these stations became part of a wider fan journey where identity, utility, and engagement converged. Similar activations with well-known entertainment IP across Hong Kong have shown how city infrastructure can double as narrative and cultural touchpoints. For marketers, this signals an emerging programmable media network that turns everyday rental stations into urban canvases, integrated seamlessly into the rhythm of daily life.

From everyday matches to everyday lives

The lesson for marketers is simple: the future of branding won’t just be streamed or displayed. It will be carried, pocketed, and recharged. A power bank isn’t just a backup device; it’s a mobile billboard, a badge of fandom, and a shared social signal.

Whether it carries the face of a football player, the grin of LABUBU, or the magic of Disney, these limited-edition power banks don’t end up in drawers. They travel across transit lines, coffee shops, and borders, becoming part of the stories people carry.

In a world where attention is fleeting, the most surprising marketing platform may be the one that fits in your hand and keeps you powered through it all.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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In Southeast Asia, much of the regional tech media coverage is on the larger, more mature startup ecosystems. However, the rapid acceleration of startup ecosystem development in the less developed corners of ASEAN has largely gone unnoticed. Cambodia occupies one such corner where there exists much excitement and a great concentration of blue ocean opportunities.

From 2008 to 2019, I had the opportunity to witness the development of the Thai startup ecosystem from its very beginnings to its more mature stage prior to the pandemic. I chronicled this development in my third book, Building Startup Ecosystems. For the past five years, I have had the pleasure of occupying a front row seat to the emergence of the Cambodia startup ecosystem. The positive vibe permeating the Cambodia startup community is indeed eerily reminiscent of the early startup community-building days in Thailand.

My arrival in Cambodia in January 2020 afforded me the opportunity to work with local founders at the onset of the pandemic. I was impressed with their strong resilience and their drive to not merely survive but to be a driving force in the accelerated economic and social development of their country post-pandemic. I have identified and categorised over 240 tech startups in Cambodia in 26 different sectors. Such a number and variety in a country the size of Cambodia is quite respectable, and post-pandemic, they enjoy several tailwinds.

Favourable economic growth and young demographics

The favourable economic growth and young demographics that continues to distinguish Cambodia among its ASEAN neighbours provides a very favourable marketplace.

Cambodia is one of the fastest-growing economies in the world. According to a 2023 IMF Report, Cambodia’s 6.1 per cent real GDP growth projection ranked it 14th globally. In September 2024, the Asian Development Bank (ADB) upheld its economic growth forecasts for Cambodia of 5.8 per cent in 2024 and 6.0 per cent for 2025.

E-commerce revenue is expected to continue its impressive growth. The Compound Annual Growth Rate (CAGR) through 2029 is expected to be 9.98 per cent. Cambodia’s e-commerce market has much room to grow compared to its more mature neighbouring markets. Cambodia’s emerging e-commerce market represents only 4-5 per cent of GDP, while in the more mature neighbouring markets like Thailand and Malaysia, their e-commerce markets represent approximately 25 per cent of GDP.

Cambodia also has a very favourable demographic relative to other ASEAN members. More than 60 per cent of Cambodia’s population is under 35. This represents the highest percentage of the population that is digitally native. Ahead of second-place Philippines at 45 per cent and third-place Indonesia at 28 per cent.

Also Read: Homegrown AI: Mongolia’s blueprint for developing nations

Another advantageous demographic for Cambodia is its working-age population, which is expected to grow by 24 per cent in the 2021-2050 period. This is the largest in the region. In comparison, the working-age population is expected to grow by only one per cent in Vietnam and decrease by 23 per cent in Thailand during this period.

Cambodia’s digital economy and digital infrastructure

What is perhaps less known is the rapid development of the digital economy and digital infrastructure in Cambodia. In the past decade, Cambodia’s hard and soft digital infrastructure has rapidly expanded, guided by a comprehensive suite of digital strategic frameworks, plans, laws and roadmaps.

In addition to these policy-enabling laws, the Royal Government of Cambodia (RGC) has developed an equally broad range of digital services and platforms in support of local startups. They include Bakong (blockchain-powered digital payments infrastructure), CamDX (unified yet decentralised data exchange), CamDL (hybrid permissioned blockchain Web3 experimental platform) and CamDigiKey (easy and secure mobile application eKYC system).

Active startup event space

The Cambodia startup community is a buzz with numerous startup events organised throughout the year. I have identified and recorded over 230 startup events that occurred in 2024. The variety of events in terms of size, format and featured topics is also quite impressive.

Events range from small informal meet-ups to large tech conferences and expositions. An inspiring characteristic of the Cambodia startup community is the proliferation of grass-roots informal groups that meet on a regular basis, such as Khmer Coders, Startup Grind Founders, La French Tech Cambodge and Cnai Connects. We do have perennial TEDx and BarCamp events as well.

Dynamic sub-ecosystems and communities

There are several communities of mutual support that have developed, which further enhance the vibrancy of the ecosystem. They include the well-organised and mature social impact sub-ecosystem, the women entrepreneurship community, and the emerging communities of stakeholders rapidly coalescing around key technologies such as blockchain, AI, Big Data and Robotics.

Also Read: Exit or be left behind: The harsh new reality for SEA startups

Funding environment

Currently, the most active funding sources for local pre-seed startups are public sector-sourced grants and NGO operated incubator and accelerator programs. At the Early Seed stage (US$50-100k), there is a very active angel investor community, and crowdfunding platforms (both local and global) are utilised by local startups. At the Early Seed Stage, the Choice Accelerator is active, but stands as the lone institutional investor.

At the Seed Stage (US$200-500k), there is a persistent funding gap, which may present an excellent opportunity for investors to engage. In 2024, there were two notable funding deals. They included Global pharma giant Sanofi’s strategic investment in PillTech and Nasdaq-listed Grab Holdings’ Acquisition of Nham24.

Breakout year for Cambodia

The year 2024 was very much a breakout year, given the sheer number and frequency of local startups and supporting stakeholders venturing abroad. This provided an opportunity to showcase local innovations and learn from more mature ecosystems.

The pitch

The Cambodia startup community is open for business and positioned well with a bounty of blue ocean opportunities to be harvested, a dynamic and rapidly expanding ecosystem, favourable economic growth and demographics, a comprehensive suite of digital public goods, a full startup event calendar, strong mutual support communities, easy access to the larger ASEAN marketplace and investment opportunities at the seed stage where such opportunities have largely dried up elsewhere in ASEAN.

In aggregate, these factors make Cambodia an ideal base to launch a startup targeting not only the Cambodian market but the vast ASEAN market as well.

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Growing startups and securing investment depend not on a “title of expertise,” but on execution—the ability to take action that meets real needs. When I first joined my organisation, I knew little about entrepreneurship. Over the past decade, observing countless founders up close taught me that what startups ultimately need are networks—the people and capital that connect and accelerate their growth.

Early stage: When setbacks became my first real lesson

Nurturing startups outside Seoul was never easy. I rushed from meeting to meeting, but geography and time were constant barriers. I still remember one early attempt—emailing a well-known accelerator partner to introduce our portfolio companies.

Their reply was brief and cold: “Please send it to the company’s representative email address.”

My heart sank.

In that moment, I learned a hard truth: before anyone will listen, you must first build your own credibility as the connector.

A new approach: Breaking through with digital networking

Still, giving up was not an option. To help startups raise investment, I had to find a new way forward.

I turned to the digital world — starting with Facebook, where Korean investor networks were most active at the time, and LinkedIn, the global hub for professional connections.

Working at a government-affiliated organisation gave me some initial credibility and opened doors for early introductions. But proving that the startups I supported were truly viable and innovative — that was an entirely different challenge.

Before reaching out to investors and tech experts, I rebuilt my profile as a trust signal. I invested in a professional studio photo, commissioned a clean banner, and crafted every line of my bio and organisational experience with care—clear, specific, and outcomes-focused.

The goal was simple: make credibility visible before making any ask. Only then did I begin expanding my network with targeted connection requests to investors and operators.

Also Read: How network aggregators can thrive in a disconnected world

Content strategy: Turning writing into a bridge of trust

Once I had grown my networks to over 3,000 connections on each platform, I began to write. I shared insights from an investor’s perspective — startup appeal factors, funding trends, expert interviews, and even film reviews about entrepreneurship. I posted these articles on social media and in investor group chats.

The result was astonishing. Within a short time, my name became more widely recognised, and the “barrier to investor persuasion” began to lower.

Investors who had already encountered my content started responding more positively — open to collaboration, conversation, and new opportunities.

Global expansion: When LinkedIn unlocked the world

Then came a new mission: global expansion and overseas investment attraction.

It felt almost impossible at first. But everything changed the day I connected—through LinkedIn—with an influencer and startup community manager at a global tech company in Singapore.

Soon after, a LinkedIn connection introduced me to e27, Asia’s leading startup and tech media platform. I began contributing articles on investment and tech trends, and before long, I was honoured as a top contributor and thought leader for two consecutive years.

That recognition became a powerful bridge—connecting me with accelerators and innovation leaders across Silicon Valley, Singapore, the Middle East, Europe, and Africa. It proved that when you consistently share insights your audience truly needs, opportunities find their way back to you.

Expanding into practice: Turning insight into collaboration

Our organisation is based in Osong, a national biotech cluster in Korea, where we nurture startups in beauty tech, medical devices, and biotechnology.

Through multiple surveys, I found that many of these startups were eager to enter the US market. With that insight, I began ongoing online networking, which eventually led to co-hosted IR sessions and global expansion seminars with experts, investors, and institutional leaders in Los Angeles and Houston.

It was a reminder that meaningful partnerships aren’t built overnight, but through persistence, trust, and visible action.

Also Read: Rethinking communication, connection, and empathy in the age of AI

Writing and influence: When action opens unimaginable doors

Helping startups grow requires more than just networks or content. Real opportunities emerged when writing and execution came together. Sharing stories and insights on social media unexpectedly opened new personal and professional doors.

As a result, I found myself stepping into new and exciting roles:

• Collaborations with global tech accelerators,
• Being named one of the “Global Women Influencers” and recognised as a leading “LinkedIn Influencer,” with features in Korean and global media.
• Serving as a Global Ambassador for the WomenTech Network.

Each milestone reaffirmed a single truth — that influence is not built through visibility alone, but through consistent contribution, credibility, and meaningful connection.

The final lesson: Write, record, share

In the end, the fastest way to reach investors was not by chasing them, but by continuously sharing credible, in-depth insights that they genuinely want to read.

I still write regularly about complex topics such as quantum computing, AI, and climate tech, translating them into accessible language so that investors and founders can meet in the middle, through understanding.

To any founder out there dreaming of global growth, I would say:

“Start writing. Start recording. Start sharing — today. The results waiting for you may be far greater than you can imagine.”

Credibility compounds when it’s shared — write to be understood, execute to be believed, and connect to be remembered.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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The recent cooling of risk sentiment across global financial markets has sparked a pronounced defensive rotation, revealing a market grappling with conflicting signals on growth, monetary policy, and the sustainability of the AI-driven rally that has underpinned equity performance for much of the year. This shift lies in a confluence of macroeconomic data, corporate earnings uncertainty, and a reassessment of valuation premiums, particularly among the so-called Magnificent Seven tech stocks.

The S&P 500’s 1.6 per cent decline, which pushed it below its 100-day moving average, and the Nasdaq 100’s sharper 2.4 per cent drop underscore a growing investor wariness. This pullback occurred despite robust headline earnings from major technology firms, suggesting that earnings quality and forward guidance now matter more than top-line results alone. The market’s reaction reflects a maturing phase of the AI investment cycle, where speculative exuberance gives way to scrutiny over capital discipline and return on investment.

Nvidia’s post-earnings decline of 3.2 per cent, despite reporting record revenue of US$57 billion for the quarter ending October 2025, up 22 per cent from the prior quarter and exceeding its own guidance, highlights this tension. The company’s announcement of US$500 billion in AI chip orders for 2025 and 2026 combined speaks to immense underlying demand, yet investors are increasingly concerned about the pace and efficiency of capital deployment.

Analysts have begun questioning whether the current infrastructure build-out is inherently speculative, with data centre investments potentially outstripping near-term revenue generation. This scepticism has catalysed a broader reevaluation of AI-linked equities, triggering a selloff that spilt over into other risk assets, including cryptocurrencies. The market is no longer rewarding growth at any price. Instead, it demands proof of sustainable, profitable scaling.

This tech-driven equity weakness directly influenced the sharp deterioration in crypto market sentiment. Bitcoin fell 3.7 per cent during the session, and the broader crypto market shed 6.22 per cent in 24 hours, mirroring a four per cent intraday drop in the Nasdaq. The correlation between Bitcoin and the Nasdaq-100 has surged to 0.88, its highest level since March 2025, firmly re-establishing crypto’s role as a high-beta risk asset rather than a diversifying hedge.

This tight linkage means that any fear of an AI bubble or a broader tech valuation correction now directly translates into selling pressure on digital assets. The market has effectively priced in a future of unfettered AI growth, and any hint of a slowdown in hyperscaler spending or a more rational approach to capital expenditure is met with immediate repricing.

Also Read: Singapore crypto adoption hits new high as 61 per cent now hold digital assets

Compounding this sensitivity to equity market moves is a sudden and severe repricing of Federal Reserve policy expectations. The delayed release of the September US jobs report delivered a mixed but ultimately hawkish signal. While nonfarm payrolls showed a stronger-than-expected gain of 119,000 jobs, well above the 75,000 forecast, the unemployment rate simultaneously ticked up to 4.4 per cent, its highest level since late 2021. This combination of resilient job creation with a rising jobless rate, driven by an expanding labour force, has muddied the Fed’s data-dependent outlook.

The market has responded by aggressively pricing out the prospect of near-term monetary easing. The probability of a 25 basis point rate cut at the Fed’s December 10 meeting has collapsed to just 30 per cent, a sharp decline from the 55 per cent chance priced in a month earlier. This higher-for-longer rate environment increases the opportunity cost of holding non-yielding assets like Bitcoin and elevates volatility across all risk markets, as evidenced by the VIX index sitting at 26.4.

This macro-induced risk aversion triggered a violent process of leverage unwinding in the crypto markets. As Bitcoin broke below the critical US$87,000 support level, a cascade of liquidations was set off, with over US$636 million in long positions being forcibly closed. This selling pressure was amplified by the fact that open interest in perpetual swap markets had recently risen by nearly five per cent to US$856.5 billion, indicating that traders had been adding leveraged long positions near the market’s peak.

The resulting feedback loop of margin calls and stop-loss triggers pushed the Fear & Greed Index into Extreme Fear territory at a reading of 11, its lowest point since March. This dynamic illustrates a key vulnerability in the current crypto market structure. High leverage in a low-liquidity environment can turn a modest price move into a full-blown panic, stripping away any illusion of its independence from traditional financial drivers.

In this climate of uncertainty, capital has rotated into traditional defensive sectors. Consumer Staples rose 1.1 per cent, led by a 6.5 per cent jump in Walmart’s share price, as investors sought refuge in stable, cash-generative businesses with inelastic demand. This flight to safety extends beyond equities, with gold holding firm above US$4,000 as a classic hedge against both economic slowdown and policy uncertainty. For investors, the implications are clear.

Also Read: AI stocks soar while crypto bleeds: What’s really driving the great market divergence?

A broad, diversified portfolio that extends well beyond the narrow leadership of the tech sector is now a prudent necessity. Being selective among the Mag7 is paramount, as not all AI plays are created equal, and the market is now differentiating between those with real earnings power and those riding on pure narrative.

Looking ahead, the critical questions hinge on the Federal Reserve’s next move and the long-term capital discipline of the tech giants. The December FOMC meeting is a pivotal event, and a failure to deliver the expected rate cut could unleash another wave of volatility. The more profound, unanswered question for the market’s structural health is whether the hyperscalers, Microsoft, Amazon, Google, and Meta, will maintain their current breakneck pace of AI-related capital expenditure into 2026. Their 4Q earnings calls will provide the first real glimpse into their 2026 guidance.

A decision to spend at a more measured, rational pace would be a sign of mature, shareholder-friendly discipline that benefits their own balance sheets. Such prudence would be a double-edged sword, as it would likely inflict significant pain on the vast ecosystem of downstream semiconductor, hardware, and software companies whose growth is entirely dependent on this torrent of spending.

The market’s current weakness is a reflection of its fear that the golden age of unconstrained AI capex may be coming to an end, forcing a painful but necessary reassessment of valuations across the entire technology and crypto landscape.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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Cultural moments shape how people connect, celebrate, and make decisions across Southeast Asia. For brands and partners operating in this diverse region, the opportunity is not just about seasonal timing. It is about understanding the communities they serve and showing up with relevance and respect. This is where e27 plays a critical role.

In January, e27 partnered with TikTok for Business in Kuala Lumpur to help more than 400 small and medium-sized business leaders prepare for Ramadan and Hari Raya. The event, Ramadan Ready for SMBs, was a showcase of how e27 enables partners to educate, engage, and activate business communities at scale. It demonstrated what happens when the right content, audience, and on-ground execution come together with precision.

Why cultural moments matter for Southeast Asia’s business ecosystem

Across Malaysia and the wider region, Ramadan is a moment of reflection, generosity, and community. It influences everything from purchasing habits to brand loyalty to how people engage online. Yet many SMBs lack access to the insights, frameworks, and best practices that larger organisations rely on.

Partners turn to e27 because this gap is exactly where e27 creates value. As a platform that connects Asia’s innovation ecosystem, e27 helps translate complex opportunities into accessible, practical knowledge for thousands of business owners. Cultural moments require both sensitivity and strategy. e27 provides the bridge between partners who have the expertise and communities who need guidance.

Also read: The mindset shift turning mobile growth into a self-sustaining loop

Inside Ramadan Ready for SMBs

The Kuala Lumpur event brought together more than 400 entrepreneurs, advertisers, and marketers for a day of programming designed to help SMBs navigate Ramadan campaigns with confidence. e27 curated a learning experience that integrated insights, real-world examples, and hands-on exercises.

TikTok SMB Account Managers Michelle Lau and Eric Chen led sessions on the importance of authenticity during Ramadan and how brands can craft stories that resonate with community values. They shared case studies of businesses that improved awareness, engagement, and sales by aligning messaging with reflection, generosity, and togetherness.

A panel featuring Nestlé and Applecrumby added another layer of depth. Speakers highlighted how short-form, visually compelling content helps brands participate in cultural conversations. They also stressed how collaborations with trusted creators strengthen community connection.

Workshops later in the day equipped attendees with practical strategies for optimisation, measurement, and creative development. Participants left with clear steps they could immediately apply to their upcoming Ramadan campaigns.

Also read: Marketing’s next big challenge? Making AI feel human

How e27 delivers impact for partners

From planning to on-site management, e27 ensured a seamless experience for both partners and attendees. Audience outreach was strategically designed to maximise participation. Communications were timed to support strong attendance, and the flow of the program was carefully coordinated to keep energy and engagement high throughout the day.

TikTok’s Daniel R. highlighted the quality of the collaboration, commending e27’s professionalism, proactivity, and project management. He noted that every detail, from pre-event coordination to on-ground execution, reflected the team’s readiness and capability. For partners like TikTok for Business, this level of delivery is essential. It ensures their expertise reaches the right audience and creates real impact within local business communities.

This is the value of e27’s partnership model. Whether through roundtables, webinars, or large-scale ecosystem events, e27 works closely with partners to amplify their knowledge, reach their audiences, and deliver programs that strengthen Southeast Asia’s innovation ecosystem.

Also read: Rethinking connection: Why belonging is the new currency of global teams

Looking ahead

The success of Ramadan Ready for SMBs showed how powerful community-first programming can be when guided by the right insights and executed with intention. It also reaffirmed e27’s role as a connector that brings partners and business communities together to learn, collaborate, and grow.

As brands prepare for Ramadan 2026 and other cultural milestones across the region, the lessons from this event will continue to influence how they build authentic and impactful campaigns. For partners, there is clear opportunity to replicate this model across new markets and moments. For e27, this is one example of how strategic partnerships can translate into meaningful outcomes for the wider ecosystem.

Interested in creating impact with us? Contact Innovate here.

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