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Bitcoin falls to US$81,300 as gold shines ahead of FOMC meeting 2025

The global risk sentiment pulling back ahead of today’s FOMC meeting feels like the market holding its breath, and I can’t help but feel the weight of that tension myself. Investors rushing into safe-haven assets—gold soaring past US$3,030 an ounce, the 10-year US Treasury yield slipping to 4.285 per cent—tells a story of unease but also of resilience in the face of complexity.

Meanwhile, the MSCI US index dropping 1.1 per cent, dragged down by tech giants, and Brent crude sliding to US$71.8 a barrel amid a potential oil glut paint a contrasting picture of vulnerability. Add in Russia’s partial ceasefire, Trump-Putin talks, and a surprising uptick in US economic data, and it’s a lot to process. As a journalist who thrives on digging into the facts, I’m eager to weave these threads together and offer my take on what it all means.

Let’s start with the safe-haven stampede. Gold’s 40 per cent climb over the past year is staggering, and its latest push above US$3,030 an ounce feels like a siren blaring about global fears—economic slowdown, inflation, geopolitical strife, and central banks hoarding the metal like it’s the last lifeboat on a sinking ship.

The 10-year Treasury yield dipping by 2.1 basis points reinforces this flight to safety; investors are willing to accept lower returns for the comfort of US debt. I’ve seen this pattern before in times of uncertainty, like during the 2020 pandemic panic, but what strikes me now is the sheer velocity of gold’s ascent. It’s tempting to call it a bubble—too far, too fast, as some analysts are whispering—but I’m not so sure.

The drivers here are real: central banks like China and India have been buying gold to diversify away from the dollar, and with Russia’s ceasefire talks and Middle East tensions simmering, the geopolitical risk premium isn’t going away anytime soon. Still, I can’t shake the feeling that a correction might loom if the FOMC surprises with a dovish tilt or if global tensions ease more than expected.

Also Read: Startup in the AI era: Building global companies piece by piece

On the flip side, the equity markets are showing strain. The MSCI US dropping 1.1 per cent, with tech mega caps leading the charge downhill, suggests that the risk-on exuberance of recent months is cooling. These stocks—think Apple, Nvidia, Amazon—have been the darlings of the bull run, but they’re sensitive to interest rate expectations, and the FOMC meeting is the elephant in the room.

Everyone’s expecting rates to hold steady, but the real action will be in the dot plot and Jerome Powell’s press conference. Will the Fed signal a longer pause or hint at cuts later in 2025? I suspect the upside surprises in US housing starts and industrial production—data points that landed stronger than anticipated—might give Powell room to strike a cautiously optimistic tone.

That could buoy stocks, as hinted by US equity futures pointing to a higher open. But for now, the market’s nerves are palpable, and I’d wager that tech’s decline reflects a broader reassessment of growth bets in an uncertain world.

Geopolitics is the wild card here, and it’s impossible to ignore Russia’s partial ceasefire amid Trump-Putin talks. This development could dial back some of the risk baked into markets, especially in energy.

Brent crude’s 0.8 per cent dip to US$71.8 a barrel puzzled me at first—shouldn’t Middle East tensions push oil higher? But digging deeper, the talk of a global crude glut makes sense. Supply is outpacing demand, and even with sanctions on Russia, their oil keeps flowing, often through creative crypto workarounds I’ll get to later.

A ceasefire, even partial, might stabilise energy markets further, though I’m skeptical it’ll stick without broader diplomatic breakthroughs. Trump’s involvement adds an unpredictable twist—his deal-making style could either calm things down or stir the pot, and I’m leaning toward the latter given his track record.

Europe’s a bright spot that caught my eye. German stocks climbing after parliament approved big spending on defense and infrastructure feels like a lifeline for a region that’s been stuck in neutral. The ZEW survey expectations leaping to 51.6 from 26 in February is the kind of data that makes me sit up—it’s a signal that investor confidence is rebounding, maybe even hinting at a German economic revival. I’ve covered Europe’s stagnation narrative for years, and this feels like a pivot worth watching. Could it mean Europe starts to decouple from US market woes? Possibly, though it’s early days.

Also Read: Navigating Asia’s business boom: The quantum leadership advantage

Asia, though, is a mixed bag. Indonesia’s JCI index tanking 3.8 per cent over rumours of Finance Minister Sri Mulyani Indrawati’s resignation—rumours she’s since squashed—shows how jittery emerging markets can get. Four straight days of declines is brutal, and it’s a reminder that political stability is oxygen for these economies.

Meanwhile, the Bank of Japan and Bank Indonesia holding pat on rates aligns with the global wait-and-see vibe. Asian equities being mixed in early trading mirrors the indecision I’m seeing everywhere else.

Now, let’s talk gold versus Bitcoin, because this tug-of-war fascinates me. Gold’s red-hot run might be stealing thunder from Bitcoin, which slipped to US$81,300 from US$84,000. A 40 per cent gold surge versus Bitcoin’s more volatile path raises questions about sustainability. I’ve tracked both assets for years, and I see gold’s rally as a fear trade—steady, tangible, a hedge against chaos. Bitcoin, though, is the speculator’s playground, and its dip might reflect profit-taking or a shift in sentiment.

Enter MicroStrategy (MSTR), whose latest move—a Perpetual Strife Preferred Stock (STRF) with a 10 per cent dividend—shows they’re still betting big on Bitcoin. Raising funds to buy more BTC (they added 130 tokens for US$10.7 million last week, bringing their stash to 499,226) is bold, but the pace is slowing, and Wall Street’s enthusiasm might be waning.

MSTR’s stock dropping five per cent Tuesday alongside Bitcoin’s slide tells me the market’s reassessing this strategy. The STRF’s high-yield structure—10 per cent cash dividends, compounding to 18 per cent if unpaid, trading on Nasdaq soon—is clever, offering Bitcoin exposure without direct ownership. But I wonder if this signals desperation or genius as their fundraising spigot tightens.

Geopolitics crashing into crypto is the final piece of this puzzle, and it’s a doozy. Russia using Bitcoin and Ethereum to dodge sanctions—US$192 billion in oil trade rerouted through rupees, yuan, and crypto—is a game-changer. The process is slick: an Indian buyer pays a middleman in rupees, who swaps it for crypto, sends it to Russia, and they cash out in rubles. Sanctions? Skirted.

Reuters’ mid-March reporting nails this trend, and while one Russian exchange got shut down this month after US and EU sanctions, others will pop up. I’ve long argued that crypto’s global reach makes it a double-edged sword—freedom for some, a loophole for others. This isn’t just about Russia; it’s a signal that digital assets are reshaping geopolitics, and regulators are playing catch-up.

So where do I land? The FOMC meeting today is the linchpin—Powell’s words could either soothe or spook markets. Gold’s run feels frothy but grounded in real fears; Bitcoin’s dip is a hiccup, not a collapse. Geopolitics and crypto are intertwining in ways that’ll define the next decade, and Europe’s flicker of hope contrasts with Asia’s stumbles.

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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Saemin Ahn returns to Rakuten Capital as firm continues to expand its global investment portfolio

Saemin Ahn, Managing Partner, Rakuten Capital

Rakuten Capital, the corporate venture capital (CVC) arm of Japanese internet conglomerate Rakuten, has announced the appointment of Saemin Ahn as managing partner. Ahn rejoins the firm after a stint at 500 Global, marking his return to Rakuten’s investment operations, Global Venturing reported.

Ahn was instrumental in establishing Rakuten’s CVC initiative, which was launched as Rakuten Ventures in 2014. Over nearly a decade, he helped steer the fund’s early investments in technology startups across Asia and the US.

Notable investments under his leadership include Carousell, a Singapore-based consumer marketplace for second-hand goods, and OneSignal, a push notification technology provider. Ahn also served as a board member for both companies until his departure from Rakuten Ventures in January 2023.

Following his tenure at Rakuten Ventures, Ahn joined 500 Global, a prominent venture capital firm with investments in tech startups worldwide. Based in Singapore, he focused on Southeast Asian (SEA) markets during his time with the firm.

His return to Rakuten Capital comes as the company continues to expand its global investment portfolio. The unit’s focus spans sectors including fintech, transport, consumer technology, and energy.

Also Read: Bitcoin falls to US$81,300 as gold shines ahead of FOMC meeting 2025

Recent activity includes participation in the pre-Series B funding round of Leal, a Colombian developer of AI-driven customer engagement platforms, and the Series B extension round for Honest, an Indonesian digital financial services provider.

Rakuten Capital’s activity reflects the conglomerate’s broader ambitions in digital services and technology. In Singapore, its digital reading arm, Rakuten Kobo, recently launched Kobo Plus, an all-you-can-read subscription service offering access to over two million eBooks and more than 300,000 audiobooks.

According to a HardwareZone report, the service costs S$9.99 per month and offers a 14-day free trial.

The launch comes amid growing demand for digital content, particularly in Asia. According to Kobo data, Singapore has seen a 31 per cent increase in active digital readers, indicating a shift in consumer behaviour towards e-books and audiobooks.

While the physical book market faces challenges, the global e-book market is expected to grow to US$22.76 billion by 2030, driven by a compound annual growth rate of 4.78 per cent. Asia is projected to lead this growth.

Image Credit: Saemin Ahn’s LinkedIn

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Venturi Partners launches US$225M Fund II for Asian consumer brands

The Venturi Partners team

Singapore-based growth-stage investor Venturi Partners has announced the launch of its second fund, with a target of US$225 million and a hard cap of US$250 million.

The investment platform aims for a first close of US$130 million by the Q2 of CY 2025.

Fund II aims to continue Venturi’s strategy of backing consumer brands that are disrupting their respective sectors across India and Southeast Asia by developing innovative products and services for the evolving Asian consumer.

Building on the success of its initial fund, which raised US$180 million in April 2022 from prominent families in Europe and Asia, the new fund will continue to focus on high-growth areas such as retail, education, healthcare, and fast-moving consumer goods (FMCG).

Also Read: Livspace raises US$90M in Series D round led by Kharis Capital, Venturi Partners

Nicholas Cator, founder of Venturi Partners, stated, “Our investment philosophy remains unchanged. We back brands that create meaningful change and deliver innovative solutions to consumers. We take an active ownership approach with our portfolio companies, working closely with founders to help unlock growth and scale their businesses. With this second fund, we are excited to continue partnering with ambitious entrepreneurs across the region.”

Venturi’s first fund has a portfolio of seven high-growth consumer companies spanning education, food and beverage subscription services, beauty and personal care, retail, and home interiors. Notable investments include Livspace, Country Delight, Believe, Pickup Coffee, DALI, K-12 Techno, and JQR.

Founded in 2020, Venturi Partners is an Asia-focused investment platform that empowers consumer-facing businesses to establish disruptive brands in India and Southeast Asia. The firm offers growth funding to consumer-centric, purpose-driven brands within sectors like retail, education, healthcare and FMCG that demonstrate a commitment to generating a positive global impact.

Venturi Partners’s investment platform is designed for families seeking to participate in Asia’s long-term consumer growth trends. This platform is founded on shared values and enduring partnerships, with a core objective of providing operational value-add to entrepreneurs shaping the future leading brands in Asia.

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LLM prompting, fine-tuning, RAG, or AI agents: Which AI is better for marketing?

Digital marketing is riding the AI wave, and it’s not just about flashy buzzwords. With the rise of large language models, businesses—big and small—now have a suite of tools to automate, optimise, and personalise their marketing efforts. But with multiple AI strategies available, which one really fits your business?

Let’s break down four key approaches shaking up the scene: LLM prompting, Retrieval-Augmented Generation (RAG), fine-tuning, and AI agents.

LLM prompting: Your fast track to creative content

For startups and small businesses, LLM prompting is the easiest way to dive into AI-powered content creation. Whether it’s ad copy, blog posts, or social media updates, a well-crafted prompt can unlock a flood of creative ideas.

However, don’t expect a plug-and-play solution. LLMs are great for ideation, but they’re working off a static knowledge base—meaning they might miss out on the latest trends and require a human touch for fact-checking and context.

Pro tip: Feed your LLM with structured inputs like brand guidelines, historical campaign data, or key marketing frameworks to get more tailored results.

RAG: Real-time data meets intelligent marketing

For marketers who live by the numbers, RAG systems bring a whole new level of dynamism. Unlike standard LLMs, RAG marries AI-generated content with live data, ensuring that your marketing insights are both timely and relevant.

Imagine running a campaign that adapts in real-time to shifting market trends—whether it’s seasonal events or regional consumer behaviour—RAG has you covered.

Consider this: a campaign referencing a trending political figure or seasonal event will resonate better if it pulls the latest data rather than relying solely on historical information. In essence, RAG transforms your marketing strategy into a data-driven engine that keeps pace with a rapidly evolving landscape.

Pro tip: Try playing with free-to-try RAGs for marketing, like DAPTA AI or SOMONITOR to understand if they could bring significantly more in-depth responses in your daily marketing routines than context-aware LLM prompting.

Also Read: How AI and automation are shaping the future of work

Fine-tuning: Locking in your brand’s unique voice

Generic AI can only take you so far. For brands that demand consistency, fine-tuning LLMs on proprietary data is the way to go. By training your AI on past campaigns, customer interactions, and specific brand guidelines, you ensure that every piece of content stays true to your identity. Think of it like customising a suit—the better the fit, the more confident you feel.

Even global giants like McDonald’s benefit from this approach, as their vast digital footprint allows their AI to churn out highly polished, brand-consistent material. For many businesses, though, finding the right balance between cost and customization remains key.

Pro tip: Open your favourite LLM and try prompting, “Generate a square banner for a Coca-Cola ad.” You’ll likely get a well-designed and polished banner. Now, try the same with “Generate a square banner for a Gojek ad.” Since Gojek is a more localised brand and less familiar to the LLM, the result may be significantly weaker.

Because the LLM has much less knowledge about Gojek compared to Coca-Cola, companies like Gojek could benefit greatly from fine-tuning their AI for ad creative generation. By training the model with more Gojek-specific content, they can elevate their AI-generated creatives to the same quality level as Coca-Cola’s, ensuring brand consistency and stronger engagement.

AI agents: The autonomous marketing mavericks

Moving beyond content generation, AI agents are poised to revolutionise marketing execution. These aren’t just recommendation engines—they’re proactive tools that can interact with platforms (like Meta) to launch campaigns, optimise bidding strategies, and adjust content in real time based on engagement metrics.

For companies scaling up their marketing efforts, AI agents offer a powerful way to automate routine tasks while still leaving room for strategic human oversight. This leap towards autonomous marketing can be a game changer for businesses looking to transition from zero to one.

Pro tip: Today, many AI vendors label their solutions as ‘Agents,’ but don’t be misled. Ask yourself: Does this software truly interact with other systems to complete a task from start to finish? Does it engage in multi-step reasoning across several interactions, or does it simply generate a single output? If the answer is NO, then it’s most likely a RAG system, not a true AI agent.

Also Read: AI agents redefine art: Unlocking boundless creative possibilities in a new digital era

Choosing the right AI strategy for your business

There’s no one-size-fits-all when it comes to AI in marketing. Small businesses might start with LLM prompting or dip into AI agents to get an edge, while larger enterprises can leverage RAG for its real-time insights and fine-tuning for brand consistency.

Ultimately, AI isn’t here to replace human marketers—it’s here to amplify creativity and strategic decision-making, letting you focus on the big picture while the tech handles the grunt work.

In today’s fast-evolving digital landscape, the key is to match your AI strategy with your business’s scale, resources, and goals. Whether you’re refining your ad copy or automating entire campaigns, the future of marketing is all about using the right tool for the job.

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.

Join us on InstagramFacebookX, and LinkedIn to stay connected.

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Meet the winners of East Ventures’s IndoBuild AI inaugural Demo Day in Jakarta

Indonesia’s growing artificial intelligence (AI) ecosystem marked a significant milestone with the conclusion of IndoBuild AI’s inaugural Demo Day, held on March 13. Spearheaded by East Ventures, a venture capital firm in Indonesia and Southeast Asia (SEA), the event showcased the country’s emerging AI talents tackling real-world challenges across key sectors.

IndoBuild AI, launched earlier this year, serves as a platform designed to equip AI innovators with resources to develop practical solutions while providing exposure to potential investors and stakeholders.

The Demo Day offered ten curated finalists the opportunity to present their AI-driven projects addressing challenges in healthcare, education, lifestyle, government, and agriculture—sectors crucial to Indonesia’s economic and social development.

The event attracted support from government officials and industry experts, highlighting the importance of AI mastery in shaping the country’s digital future.

Izak Jenie, Expert Staff for Health Digitalisation of the Minister of Health, underscored the critical role of AI adoption in Indonesia’s national progress at the event.

“As we stand at the inflexion point of AI, mastering this is no longer optional but essential for shaping Indonesia’s future to unlock new opportunities, enhance efficiency, and hopefully strengthen our nation’s global competitiveness,” he said.

Also Read: East Ventures and Temasek Foundation launch CIIC 2025 to boost climate tech innovation

The judging panel comprised Andrian Kurniady, CTO in Residence at East Ventures; Izak Jenie; and Hokiman Kurniawan, Co-Founder and CEO of Meeting.ai.

The panel evaluated the finalists’ ability to solve pressing issues through innovative AI applications.

Lentera.ai emerged as the first winner of its platform, offering science-based insights into health products. Designed to support manufacturers, content creators, and marketplaces, Lentera.ai aims to empower users with reliable information in a market often overwhelmed by unverified claims.

The second-place winner, LeaseSync, presented a large language model-powered platform that automates the analysis and management of Indonesian lease agreements. This solution addresses a common pain point for businesses navigating complex legal documentation.

The winners received a total cash prize of IDR15 million (US$913) from East Ventures. Supporting partners, including Alibaba Cloud, AWS, and Google Cloud, provided additional perks and benefits, reinforcing the collaborative effort to nurture Indonesia’s AI landscape.

“IndoBuild AI must continue to be encouraged as it serves as a forum for solution creators like us to express what is worrying and turn it into solutions that can answer the community’s needs,” said Javear Pendang of Lentera.ai. “We are grateful that the solution presented by Lentera.ai has also become a concern for the panellists and was finally chosen as the winner.”

Also Read: East Ventures, SV Investment secure first close of US$100M cross-border fund

Reflecting on the event, East Ventures’ Co-Founder and Managing Partner, Willson Cuaca, emphasised the firm’s ongoing commitment to AI development in the country.

“The conclusion of this event is not the end of our efforts; rather, it strengthens our commitment to shaping Indonesia’s AI ecosystem. We look forward to taking an even more active role in driving impactful initiatives, investments, and partnerships that empower transformative AI solutions in Indonesia,” he said.

Image Credit: East Ventures

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How Pyxis aims to help the maritime industry achieve net-zero goals with its electric vessels

Tommy Phun, Founder and CEO, Pyxis

Singapore’s push towards greener waterways took a major leap forward with the official launch of the country’s first solar-powered ferry, the Pyxis R.

Developed by Singapore-based maritime electrification startup Pyxis, the Pyxis R builds on the success of the company’s first electric vessel series, Pyxis One, which was introduced last year.

Now part of the fleet of leading river cruise operator WaterB, the Pyxis R marks a significant milestone in sustainable maritime transport. It offers a cleaner and more energy-efficient way to experience the city’s iconic river.

Unveiled at the “Our River, Reimagined” event held on March 17 at the ArtScience Museum, the Pyxis R introduces a groundbreaking innovation to Singapore’s maritime landscape—Vehicle-to-Grid (V2G) technology. The project is the result of a strategic partnership between Pyxis Maritime, SP Mobility, The Mobility House Asia Pacific (TMH), and WaterB, formed through a Memorandum of Understanding (MOU) to pilot practical V2G solutions on the water.

According to Tommy Phun, Founder and CEO of Pyxis, the Pyxis R was designed to “reimagine the waterways” with smart, solar-assisted electric vessels that minimise environmental impact while optimising efficiency.

Also Read: Electrifying Southeast Asia: Unleashing the radical potential of electric vehicles

Featuring a highly efficient aluminium catamaran hull, the Pyxis R requires only the power equivalent of three to four hairdryers to cruise along the Singapore River.

In this interview with e27, Phun explains how the company aims to contribute to the effort towards net zero and what is coming up next for the company. The following is an edited excerpt of the conversation.

How does Pyxis R contribute to Singapore’s broader push towards a net-zero maritime industry? What specific emissions-reduction targets are you aiming for?

Singapore has set net-zero goals for the maritime industry, and Pyxis R is a crucial milestone in that journey. An important feature of Pyxis R is its vehicle-to-grid (V2G) capability, which allows excess solar-generated energy to be exported to the electricity grid.

This innovation improves overall energy efficiency and helps advance the goal of achieving net-zero emissions.

What are the key technological advancements powering Pyxis R? How do they enhance efficiency and sustainability in maritime operations?

Pyxis R is powered by an integrated solar-assisted charging system that helps extend its range and reduce reliance on shore-based charging.

In addition to its vehicle-to-grid (V2G) capability, Pyxis R is also equipped with smart energy management systems and IoT-enabled monitoring. Its real-time data analytics enable predictive maintenance, ensuring reliability while minimising downtime.

These innovations make Pyxis R, not just a cleaner alternative but a smarter one – enhancing efficiency, reducing operational costs and supporting Singapore’s transition to a net-zero maritime industry.

Also Read: Thinking out loud: Are electric vehicles as sustainable as we believe?

How has the reception been from stakeholders in the maritime sector, including shipping companies, regulators, and port operators?

The momentum for maritime electrification is stronger than ever, and the response has been overwhelmingly positive. Maritime companies view the Pyxis electric product lines as a significant step toward achieving sustainability targets while providing long-term cost benefits.

Operators are also excited about the potential for integrated smart charging infrastructure, which we are actively developing alongside partners, including SP Mobility.

Singapore has been proactive in implementing green maritime policies. How does Pyxis R align with these regulations, and what challenges do you anticipate in compliance and implementation?

Pyxis R is designed to align with the country’s green plan by supporting the transition to electric vessels and promoting a net-zero maritime industry. One of the key challenges we anticipate is attracting talent and transforming the workforce.

As the industry shifts toward electrification and digitalisation, there is a growing need for maritime professionals with expertise in electric propulsion, energy management and data-driven fleet operations.

We are actively working with industry partners and educational institutions to build a strong talent pipeline, ensuring that the next generation of maritime professionals has the skills needed to build a sustainable future.

Do you see the potential for Pyxis R to expand beyond Singapore? What are the opportunities and hurdles in bringing this technology to regional or global markets?

Absolutely. Many coastal cities across Asia and beyond are facing the same pressure to decarbonise their maritime industries.

For instance, Japan has been actively exploring green port initiatives, and we have signed an MOU with one of the world’s largest shipping companies, Mitsui O.S.K Lines (MOL) to expand into the country.

Also Read: Driving the future: How Auve Tech’s autonomous shuttles are reshaping urban mobility

The challenge lies in adapting our technology to different regulatory environments and ensuring the infrastructure is in place for seamless adoption. However, with growing global interest in green port ecosystems, we see immense potential for expansion into the region.

What’s next for Pyxis following the launch of Pyxis R? Are there additional innovations or partnerships in the pipeline to further transform the maritime sector?

The launch of Pyxis R marks a significant step in our commitment to innovating for a greener maritime industry. We are currently developing the next pipeline of new vessel models tailored to different maritime use cases.

Additionally, we are expanding our marine charging infrastructure and refining our Electra platform for smart fleet management.

Beyond Singapore, we are also in discussions with regional partners to bring our vessels to other markets. Our goal is to create a fully connected, electrified maritime network, and we are excited about the journey ahead.

Image Credit: Pyxis

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Motion Ventures launches US$100M maritime tech fund in Singapore

Singapore-based Motion Ventures, Rainmaking’s corporate innovation and venture development arm, has launched its second fund, a US$100 million initiative dedicated to maritime technology.

The fund will target solutions that digitise and decarbonise the global maritime supply chain. It will support startups developing more asset-intensive hardware solutions, reflecting the growing demand for tangible progress in sustainability, vessel operations, and port modernisation.

Over the next 18 to 24 months, Motion Ventures Fund II plans to invest between US$250,000 and US$10,000,000 in at least 25 companies.

Also Read: It’s about time: Why global trade will sink without maritime innovation

The new fund has already secured over half its target, with most of its Fund I backers reinvesting at the first close and others in advanced discussions. “This demonstrates strong confidence in our model and the traction we’ve built. We’ve also welcomed new sources of strategic industry capital, including pre-eminent family offices and institutional investors with existing exposure to maritime innovation,” Shaun Hon, founder and General Partner of Motion Ventures, said.

“The fact that the majority of Fund I investors have followed on, alongside new strategic LPs, reinforces that our model isn’t just working; it’s scaling. With Fund II, Motion Ventures now has the largest maritime corporate consortium in venture capital, meaning our LPs include representation across the maritime value chain. For the startups in our portfolio, this means they gain a competitive advantage of ecosystem access for deeper industry collaboration, real-world pilots, and faster adoption pathways,” he added.

Fund II has already invested in OceanScore and Fernride, bringing the total number of deals across its first and second funds to 30. The VC firm has also expanded its industry consortium to 17 major maritime and supply chain stakeholders.

The new fund builds on the success of Motion Ventures Fund I, launched in 2021, which has already generated two profitable exits. It has made joint investments with SEEDS Capital in startups, including Pyxis. Since its inception in 2021, the firm has evaluated over 8,000 startups through its rigorous investment process.

Jan Holm, Advisor to Motion Ventures, said: “By pairing ambitious founders with strategic backers, Fund II represents a crucial step forward: bringing together fresh solutions, both digital and hardware-based, and fast-tracking their path to scale.”

The VC firm follows a consortium-driven approach, with the Motion Ventures Alliance providing portfolio companies access to over 80 seasoned maritime executives for mentorship and pilot opportunities.

The maritime digitisation market is projected to reach US$423.4 billion by 2031, driven by regulatory and customer pressures.

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Securities Commission of Malaysia’s new regulatory sandbox summarised

The Securities Commission of Malaysia (SC) published the new Guidelines on Regulatory Sandbox on 17 February 2025, enabling fintech businesses to deploy capital market products or services in a sandbox environment.

The SC’s regulatory sandbox was first announced on 1 October 2024 during the SCxSC Summit, the SC’s annual fintech event. 

This article looks at the SC sandbox’s requirements including a summary of the expected conditions to be fulfilled by an applicant.

Overview of the SC’s regulatory sandbox

The SC provides regulatory oversight for Malaysia’s capital markets, which include diverse investment products like collective investment schemes, listed and unlisted equities, bonds, derivatives, and digital assets (e.g. cryptocurrencies).

An applicant may be a local or foreign fintech business that may wish to test a new innovative product or service within a controlled and supervised environment by the SC. 

In contrast, the Central Bank of Malaysia, a regulator which supervises financial institutions and related intermediaries such as banks and insurance companies, had  issued an updated Financial Technology Regulatory Sandbox Framework on 29 February 2024, covering fintech products and services that may fall under the Central Bank of Malaysia’s supervision. 

What  are the main benefits of the sandbox?

SC may exempt fintech applicants from specific regulations for the sandbox duration. This may assist an applicant who faces challenges in meeting existing regulatory requirements to experiment or roll out their products and services under a more relaxed regulatory framework, but within a well defined space and duration agreed with the SC. 

Additionally, the opportunity to engage with the SC’s team and the bilateral sharing of information may assist to shape a more practical regulatory framework in future. At the very least, it may lend insights into the regulator’s expectations on the application of existing regulations.

Who can apply to be in the sandbox?

The SC has set out eligibility criteria that must be satisfied by the applicant.

Diagram 1: Eligibility criteria set out in the SC’s Regulatory Sandbox Application Guide

When it comes to the applicant, the entity and the senior management involved must have the necessary resources in place to implement the testing plan set out during the sandbox stage and commercialisation plan. 

The proposed product or service must fulfil the conditions such as new and intended for use in the Malaysian market, must be beneficial to the Malaysian capital market and does not fit any existing capital market regulations.

Also Read: Bridging the digital divide: Addressing Malaysia’s skills gap

Pre-consultation is mandatory before formal sandbox participation

An applicant must engage the SC to arrange for a compulsory pre-consultation before submitting the formal submission. 

A pre-consultation does not guarantee admission into the sandbox and is not a replacement for consultancy services or legal support. In other words, an applicant has to conduct its own due diligence and evaluation on how it will meet the evaluation criteria prescribed by the SC.

What to include in a business plan to the SC?

According to the SC’s Regulatory Sandbox Application Guide, the business plan should contain details on the applicant’s organisation, structure of its management team, capital market product or service to be offered, process flow of the model, and how the applicant fulfils the eligibility criteria.

Diagram 2: Business plan checklist set out in the SC’s Regulatory Sandbox Application Guide

In addition to the above, the Application Form for the Regulatory Sandbox sets out more detailed details that will need to be addressed and specified by the applicant in the application.

For instance, it is crucial for an applicant to highlight how the proposed product or service to be tested under the sandbox may not fully fit or will be in breach of any existing regulatory framework or could not be complied with (i.e citing such specific regulation or law to highlight areas of non-compliance).

How to apply to be in the sandbox?

After the pre-consultation meeting, the applicant can submit the relevant application form and supporting documents and information as set out in the via email and physical format to the SC. 

When to apply to be in the sandbox?

According to the SC’s website, submissions will open on 15 April 2025 until 31 May 2025. The review may be expected to take around 30 working days or longer depending on the proposal. Successful applicants will receive at least 12 months’ testing period, allowing a real world testing plan under controlled environment.

In contrast, there is no time limit for a fintech business to apply to the Central Bank of Malaysia’s regulatory sandbox.

Also Read: US tariffs on semiconductors and autos put Malaysia’s trade at risk

What happens after the sandbox?

The legal requirements relaxed by the SC during the sandbox stage will likely expire, unless an extension period is granted by the SC. If the test meets the goals presented to the SC, the participant would likely be offered to be regulated and roll out the product or service in Malaysia, as required by the law. 

If the goals are not met, or the applicant fails to comply with the SC’s conditions during the sandbox, the applicant may likely need to cease its service and wind down the business based on the agreed cessation plan submitted to the SC. 

Any other issues to be mindful of?

An applicant must ensure that all the directors, major shareholders and senior management of the applicant fulfils the fit and proper criteria set out by the SC.

Additionally, the applicant must demonstrate their readiness to offer the product or service and have a testing plan (including key milestones, outcomes, and timelines of the test, type of clientele/ investors, infrastructure and technology to be deployed, human resources etc. to demonstrate readiness to test and to carry out its operations).

Considering that the proposed product or service may usually be delivered via an online platform, the SC expects the applicant to implement governance controls, frameworks, policies and procedures commensurating to its business and in compliance to the SC’s Guidelines on Technology Risk Management. Therefore, the applicant must have robust and sound cybersecurity measures in place.

Final thoughts

Fintech businesses applying to the SC’s new regulatory sandbox should consult a legal counsel to assess their business plan, particularly to identify specific regulatory impediment in Malaysia’s legal landscape related to their proposed capital market product or service. This ensures compliance and help address potential regulator queries during evaluation.

Interested applicants should refer to the SC’s Regulatory Sandbox section to obtain all relevant information and documents including the guidelines and the application form on the sandbox programme.

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Startup in the AI era: Building global companies ‘piece by piece’

A fascinating trend emerged from our company’s inaugural “Zero to 100” pre-startup education program. The behaviour of the 50+ participants, ranging from their 20s to 40s, signals an emerging paradigm shift in Korea’s startup ecosystem. Most notably, we’re witnessing the dissolution of the traditional “full-time entrepreneurship” model.

A significant portion of employed participants expressed their intention to launch startups part-time while maintaining their current positions. Even more striking was that over half preferred co-founding ventures rather than shouldering all responsibilities alone.

They sought collaboration with individuals possessing complementary expertise. As one participant explained, “While entrepreneurship is my dream, I realistically can’t abandon my livelihood. However, we can certainly share our expertise.”

This approach aligns with the global “fractional entrepreneurship” movement, where individuals participate as co-founders or executives across multiple startups. Similar to specialists practising part-time at various hospitals, these professionals distribute their expertise across different ventures. As the concept of “lifetime employment” fades, experts are allocating their time and capabilities more flexibly across organisations.

Our “Zero to 100” graduates exemplify this evolution. One team developing a startup-focused YouTube channel comprises a video production CEO and a startup event company executive who utilise their spare time for the project.

Another team preparing to enter Singapore’s F&B market consists of industry specialists and a spatial designer collaborating with our venture studio team. They initially chose to collaborate virtually without physical space, sharing their expertise on an hourly basis.

This approach proves particularly advantageous for international expansion strategies. The traditional method of establishing overseas subsidiaries by dispatching staff from headquarters is becoming obsolete in the startup sector. Instead, minimising trial-and-error through fractional collaboration with local experts is gaining prominence.

A team preparing for Singapore market entry noted, “Efficiently leveraging local experts’ time is far more effective than learning everything from scratch.”

Also Read: How AI and automation are shaping the future of work

Artificial intelligence is accelerating this transformation. As AI increasingly handles middle management and administrative tasks, spatiotemporal constraints are dissolving.

We’re entering an era where product planners from Korea, IT developers from Vietnam, and marketers from Singapore can form virtual entrepreneurial teams. This represents a significant shift from vertical, rigid organisational cultures to horizontal, flexible networks. Pyramid-like hierarchies are transforming into web-like collaborative structures.

For mid-career professionals with 10-20 years of experience in their 40s and 50s, this presents both challenges and opportunities. While the lifetime employment era allowed focus on a single domain, today’s professionals must accumulate diverse experiences across multiple fields. Though seemingly unstable, this approach may actually provide greater security.

These changes promise to revitalise the startup ecosystem by facilitating the free circulation of expertise previously confined within corporations and enabling diverse experimentation. One participant articulated, “We’re no longer pursuing ‘my company’ but rather ‘our projects’—gathering expertise as needed and dispersing when new opportunities arise.”

The transformation has already begun. As the “lifetime employment” framework crumbles, we’re entering an era where careers are designed around “multiple roles” rather than “single workplaces.” Entrepreneurship and global expansion are evolving from “all-in” to “piece-by-piece” approaches. We stand at the inflection point of transition from “all-in” to “smart-in” strategies.

This article was originally published in Korean here

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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Arus Oil is powering Malaysia’s circular economy by transforming used cooking oil into clean energy

Arus Oil founder and CEO Syazwan Majid

From a grassroots community initiative to a game-changer in Malaysia’s waste-to-energy sector, Arus Oil is tackling one of the country’s most overlooked environmental issues: improper disposal of used cooking oil (UCO). Backed by 1337 Ventures, the startup is building a tech-driven circular economy, connecting households and businesses with biodiesel refineries to transform waste into clean energy.

In this Q&A, founder and CEO Syazwan Majid shares insights on Arus Oil’s journey, the challenges of scaling a sustainable business, and the role of AI-powered logistics and digital incentives in driving industry-wide adoption.

Edited excerpts:

What inspired you to start Arus Oil, and how did it evolve from a community-driven initiative to a full-fledged business?

Arus Oil was founded to tackle a widespread and overlooked environmental issue: improper disposal of used cooking oil (UCO). We began as a community initiative to raise awareness and later evolved into a business opportunity when we realised households and businesses lacked convenient, rewarding ways to recycle UCO.

Also Read: Funding the green transition: Southeast Asia’s climate tech leaders of 2024

We saw a gap in the market: biodiesel refineries needed a steady supply of UCO, but the collection process was fragmented. We created an efficient, tech-driven collection network to transform a waste problem into an energy solution, bridging households, F&B businesses, and biodiesel producers in a seamless ecosystem.

Can you explain how your waste-to-energy process works and how the collected UCO is converted into biofuel? What makes it different from other waste-to-energy startups?

Our process begins with collecting UCO from households, restaurants, and food manufacturers. The oil is then filtered and refined to remove impurities before being supplied to biodiesel refineries. Through a transesterification process, it is converted into biodiesel, a cleaner-burning alternative to fossil fuels.

We leverage digital tracking and automated payment systems, ensuring full transparency from collection to conversion. Unlike traditional players, we integrate both household and commercial waste streams while making participation rewarding through our incentive-driven platform.

How does Arus Oil leverage digital platforms and mobile technology to streamline waste collection and payments?

We have developed a user-friendly mobile platform that allows customers to schedule pickups, track their contributions and carbon savings, and receive instant payments. The app also features a real-time dashboard for collectors, optimising routes and reducing operational costs.

Our traceability system ensures transparency and builds trust among consumers and industry stakeholders.

What are the biggest challenges you’ve faced in scaling the company, and how have you overcome them?

One of our biggest challenges has been changing consumer behaviour—encouraging households and small businesses to recycle their UCO rather than dispose of it improperly. To address this, we introduced financial incentives, a seamless digital platform, and strategic collection points in high-traffic locations.

Another major challenge was logistics efficiency and cost. Unlike traditional waste collection, UCO requires specialised handling. We are tackling this by integrating AI-powered sensors and predictive analytics into our collection infrastructure.

Our hardware solutions provide real-time data on fill levels and contamination, allowing for automated scheduling, on-demand collections and on-time payments. This enhances accessibility for waste generators by ensuring timely pickups while minimising logistics costs and environmental impact.

Could you share more about your key corporate partnerships and how they contribute to Arus Oil’s growth?

We have established key partnerships with communities, corporates, hypermarkets, shopping malls and F&B chains, integrating our UCO collection model into their sustainability programmes. These collaborations enhance consumer awareness and provide us with strategic collection points and access to large customer bases.

Additionally, we work closely with biodiesel refineries, ensuring a steady demand for our collected UCO and strengthening our supply chain. Our key partners include Shell, IPC Shopping Centre (IKANO), TNG eWallet, Lit & Lull, and IOI Properties.

Are there any upcoming tech innovations or features you plan to introduce to enhance efficiency or user experience?

We are developing AI-powered hardware solutions to improve accessibility for waste generators and optimise logistics. These innovations will enable real-time monitoring of collection points, ensuring timely pickups while minimising inefficiencies.

Additionally, we are working on AI-driven route optimisation to enhance logistics efficiency and reduce fuel consumption. Our digital tracking system will further strengthen traceability, ensuring every litre of UCO is verifiable from source to refinery.

Currently, Arus Oil operates primarily in Klang Valley. Are there plans to expand nationwide or into other Southeast Asian markets?

We have already expanded operations to Sabah and Brunei and are actively exploring other states in Malaysia, as well as regional markets like Vietnam, the Philippines, Cambodia, Indonesia and Thailand.

Also Read: FlyORO soars into green skies with its sustainable aviation fuel blending solutions

Given the scalability of our model, we aim to establish strategic collection hubs across Southeast Asia.

What are the next steps for Arus Oil in terms of scaling operations and increasing waste-to-energy adoption?

Our focus is on increasing collection volumes, expanding partnerships, and enhancing our digital infrastructure. Key initiatives include deploying more collection points and introducing AI-powered hardware solutions, making UCO drop-offs even more convenient.

Additionally, we are engaging with policymakers to advocate for mandatory UCO recycling regulations, further driving industry growth.

Do you foresee regulatory challenges or opportunities in growing the waste-to-energy sector in Malaysia and beyond?

Regulations present both challenges and opportunities. While restrictions on UCO exports exist, governments are increasingly prioritising sustainable energy solutions. We see a major opportunity to collaborate with regulatory bodies to develop industry standards and incentive programs, positioning Arus Oil as a key player in shaping the waste-to-energy landscape in Malaysia and beyond.

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