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

The post How Pyxis aims to help the maritime industry achieve net-zero goals with its electric vessels appeared first on e27.

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.

The post Motion Ventures launches US$100M maritime tech fund in Singapore appeared first on e27.

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.

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.

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.

—

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 Instagram, Facebook, X, and LinkedIn to stay connected.

Image credit: DALL-E

The post Securities Commission of Malaysia’s new regulatory sandbox summarised appeared first on e27.

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.

Join us on Instagram, Facebook, X, and LinkedIn to stay connected.

Image courtesy of the author.

The post Startup in the AI era: Building global companies ‘piece by piece’ appeared first on e27.

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.

The post Arus Oil is powering Malaysia’s circular economy by transforming used cooking oil into clean energy appeared first on e27.

The recent rebound in risk sentiment and the relief rally in US markets, spurred by the easing of fears surrounding a potential government shutdown. The developments over the past few days paint a fascinating, albeit complex, picture of an interconnected global financial system grappling with uncertainty, inflationary pressures, and shifting geopolitical dynamics.

Let’s dive into the details and unpack what this all means, both for the immediate future and the broader economic landscape.

The S&P 500’s 2.1 per cent surge last Friday was a welcome reprieve after it closed in a technical recession the previous day—a term that, while not officially signalling a full-blown economic downturn, certainly rattled investors. The rally was broad-based, with most sectors finishing in positive territory, reflecting a collective sigh of relief that a government shutdown, which could have paralysed federal operations and dented market confidence, appears to have been averted, at least for now. This kind of market behaviour is classic: when a looming threat dissipates, investors pile back in, eager to capitalise on discounted stocks.

Yet, beneath this optimism lies a more troubling undercurrent—US consumer sentiment has plummeted to its lowest level in over two years. The preliminary March sentiment index dropped to 57.9, a stark indicator that everyday Americans are growing increasingly anxious about the economy. This apprehension isn’t unfounded.

With tariffs looming as a potential disruptor, consumers are bracing for higher prices, a fear underscored by their expectation that inflation will climb to 3.9 per cent annually over the next five to ten years. That’s a significant jump from last month’s 3.5 per cent and the highest long-term inflation expectation in over three decades. It’s hard not to see this as a red flag—when consumers start anticipating sustained price increases, it can become a self-fulfilling prophecy as spending habits shift and businesses adjust accordingly.

Meanwhile, the Federal Reserve finds itself in a delicate balancing act. Despite these inflationary fears and a step-down in economic growth, the Fed is widely expected to hold steady at its Wednesday meeting, signalling patience rather than panic. This isn’t surprising—Fed Chair Jerome Powell has consistently emphasised a data-driven approach, and with inflation still above the two per cent target but not spiraling out of control, a pause makes sense.

However, the bond market tells a slightly different story. The yield on the 10-year US Treasury note ticked up 5 basis points to 4.31 per cent, a subtle but telling sign that investors are demanding higher returns to compensate for perceived risks. It’s a reminder that while equity markets may cheer short-term wins, the fixed-income crowd remains wary of longer-term uncertainties, particularly around fiscal policy and trade disruptions.

Also Read: Web3 marketing explained: What it means for brands, ads, and engagement

Speaking of trade, the commodities market offers another lens into this evolving narrative. Gold, that perennial safe-haven asset, climbed 0.5 per cent to breach the US$3,000-per-ounce mark for the first time—a milestone that speaks volumes about investor unease. With US policy uncertainty intensifying, particularly around tariffs and their potential to upend global supply chains, gold’s ascent feels less like a speculative bubble and more like a rational hedge.

Brent crude, too, edged higher by 0.3 per cent to US$71.61 per barrel, buoyed by the dual forces of tighter supply expectations (thanks to trade war jitters) and OPEC+’s decision to ramp up output. It’s a delicate dance—higher oil prices could stoke inflation further, yet they also reflect a market betting on sustained demand despite economic headwinds.

Across the Atlantic, European equities caught a tailwind from positive political developments in Germany, where Chancellor-in-waiting Friedrich Merz announced a deal with the Green Party on a defense and infrastructure package. This news lifted the EUR/USD pair by 0.3 per cent to 1.0876, suggesting a flicker of confidence in Europe’s economic stability amid its own challenges.

Asia, too, is showing signs of resilience. Equities there regained their footing last Friday and continued to trade higher in early sessions today, March 17, 2025. Investors are laser-focused on China’s upcoming data dump—fixed asset investments, retail sales, industrial production, and home prices—which could provide critical clues about the health of the world’s second-largest economy. Any weakness in these figures could ripple across global markets, especially given China’s role as a manufacturing powerhouse and consumer market. For now, though, the mood in Asia seems cautiously optimistic, mirroring the relief rally in the US.

Also Read: A shifting global landscape: Trade wars, market sentiment, and the rise of crypto amid uncertainty

But let’s pivot to a wildcard in this global financial tapestry: Bitcoin and its contrasting fates in South Korea and the United States. The Bank of Korea (BOK) has firmly rejected the idea of incorporating Bitcoin into its foreign exchange reserves, citing its wild price swings and the hefty transaction costs of converting it to cash.

The BOK’s stance aligns with the International Monetary Fund’s guidelines, which prioritise liquidity and risk management—attributes Bitcoin, with its volatility, struggles to meet. This conservative approach stands in sharp contrast to the US, where President Donald Trump recently signed an executive order establishing a Strategic Bitcoin Reserve.

It’s a bold move, signalling America’s willingness to embrace cryptocurrency as a strategic asset, perhaps as a hedge against dollar weakness or a play to attract blockchain investment. The divergence is striking: South Korea sees Bitcoin as a liability, while the US views it as an opportunity.

Then there’s North Korea, stealthily emerging as a major Bitcoin player through the exploits of the Lazarus Group. Their audacious US$1.4 billion heist from Bybit on February 21, 2025—mostly in Ethereum, later partially converted to Bitcoin—has catapulted the rogue state into the ranks of top government holders, with 13,562 BTC valued at US$1.14 billion.

It’s a chilling reminder of how cybercrime can reshape national wealth, turning digital theft into a treasury-building exercise. This development adds another layer of complexity to Bitcoin’s role in global finance, blurring the lines between legitimate investment and illicit gain.

Bitcoin’s price action itself remains a rollercoaster. I am eyeing a key resistance level at US$86,700, with failure to break through potentially sending it tumbling to US$77,859 or even US$71,011 if selling pressure mounts. Last week’s choppy movements reflect a market caught between bullish enthusiasm and bearish caution.

CryptoQuant analyst Darkfost noted on X that Bitcoin’s open interest hit a record US$33 billion in January, only to see nearly US$10 billion wiped out between February 20 and March 4 amid political uncertainty tied to Trump’s actions. This 90-day futures open interest drop of -14 per cent suggests a market reset, clearing out excess leverage and possibly setting the stage for a more stable recovery. It’s a pattern we’ve seen before—painful liquidations paving the way for cautious growth.

I see a world at a crossroads. The relief rally in US markets is a fleeting victory, a sugar high that masks deeper structural concerns. Consumer sentiment’s nosedive and rising inflation expectations signal a populace bracing for tougher times, potentially exacerbated by tariffs that could jack up costs across the board.

The Fed’s patience is prudent, but it risks being perceived as indecision if inflation accelerates unchecked. Gold’s record highs and oil’s upward creep underscore a flight to safety and supply-side worries, while Europe and Asia’s gains hint at a fragile global recovery that could easily falter. Bitcoin’s tale—shunned by South Korea, embraced by the US, and hoarded by North Korea—epitomises the chaos and opportunity of our digital age.

The post Europe rises, Asia watches, Bitcoin sideways and gold shines: A world on edge appeared first on e27.

Kuala Lumpur, Malaysia – 16 January 2025 – Over 400 business owners, marketers, and advertisers gathered at Hotel Maya in Kuala Lumpur for TikTok’s highly anticipated Ramadan Ready for SMBs: Elevate Your Brand’s Story on TikTok event. This exclusive event provided small and medium-sized businesses (SMBs) with the latest strategies and tools to maximize brand presence during the Ramadan season.

Power-packed day of insights at Ramadan Ready for SMBs

The Ramadan Ready for SMBs event was a power-packed day filled with valuable insights from industry-leading experts. TikTok SMB Account Managers Michelle Lau and Eric Chen shared actionable strategies on leveraging TikTok’s innovative ad formats and creative solutions. Attendees gained a deeper understanding of consumer behavior during Ramadan and learned how to craft authentic brand messages that resonate with TikTok’s diverse and engaged audience.

A key highlight of the event was the exclusive insights into how brands can connect authentically with audiences during Ramadan. Experts also shared proven campaign strategies covering all phases of the season—Pre-Ramadan, Ramadan, Hari Raya, and Post-Raya—offering a roadmap for businesses looking to maximize their reach and engagement.

Real-world success stories showcased how brands have effectively leveraged TikTok’s advertising tools to boost awareness, engagement, and sales. The event also featured interactive workshops where attendees learned how to optimize campaign performance and measure success using key performance indicators (KPIs), ensuring they left with practical strategies to enhance their marketing efforts.

Also read: From pre-dawn browsing to Eid rush, here is a look into SEA’s Ramadan shopping boom

A deep dive into Ramadan’s cultural significance

A major highlight was the panel discussion featuring experts from Nestlé and Applecrumby, who shared how aligning brand messaging with values such as reflection, generosity, and community can create meaningful connections with audiences. Their insights emphasized how Ramadan is not just a religious period but also a cultural moment that shapes consumer behavior and purchasing decisions.

The panel also addressed the evolving digital landscape and how platforms like TikTok are transforming the way brands engage with consumers during Ramadan. Experts highlighted the growing preference for short-form, visually compelling content that resonates with audiences in an authentic and relatable way. By leveraging creative storytelling, interactive features, and influencer collaborations, brands can capture attention, drive engagement, and foster a sense of community throughout the Ramadan season.

Ramadan Ready for SMBs draws big audience, high engagement

With over 400 attendees actively participating in discussions and workshops, the event provided a dynamic platform for SMBs to network and gain firsthand knowledge from industry experts. Sponsored by Digitor and WORQ, the event underscored TikTok’s commitment to empowering businesses with the right tools to succeed during high-impact seasons like Ramadan. Digitor is a digital marketing solutions provider, while WORQ is a coworking and innovation space designed to support entrepreneurs and businesses.

Beyond the insightful sessions, the event also served as a hub for meaningful collaborations, with attendees exchanging ideas, exploring potential partnerships, and sharing success stories. The high level of engagement demonstrated the growing interest among SMBs in leveraging TikTok’s powerful ecosystem to enhance brand visibility and connect with audiences in a more impactful way. This strong turnout reinforced the importance of digital-first marketing strategies in today’s competitive landscape, particularly during key cultural moments.

Also read: Audience engagement on TikTok: Greater creative ownership is key to win the platform in 2025

Looking ahead: Making every Ramadan count

The overwhelming response to Ramadan Ready for SMBs highlights the growing interest among businesses to tap into the cultural power of Ramadan through TikTok’s innovative solutions. As brands gear up for their 2025 Ramadan campaigns, the insights shared during the event will serve as a crucial guide in crafting impactful and authentic brand stories.

For those who missed out, stay tuned for more TikTok SMB events coming soon!

—

This article is produced by the e27 team

We can share your story at e27 too! Engage the Southeast Asian tech ecosystem by bringing your story to the world. Reach out to us here to get started.

Featured Image Credit: TikTok

The post 400+ attendees join TikTok’s Ramadan Ready for SMBs event in Kuala Lumpur appeared first on e27.

IdeaSpace, the startup accelerator and early-stage venture investment arm of the MVP Group of companies in the Philippines, has announced the appointment of Alwyn Rosel as its new Executive Director alongside QBO Innovation.

Rosel, a veteran of the startup ecosystem with 13 years of experience, succeeds Jay Fajardo.

Rosel’s appointment, effective immediately, coincides with National Women’s Month. She has served as deputy director at QBO Innovation for the past four years and has held senior roles at AIM-Dado Banatao Incubator, UPSCALE Innovation Hub, and VXI Global.

Additionally, she has in the past worked with e27.

“I take on this challenge and opportunity to serve the startup community. The cornerstone of my work is to sustain the ecosystem so that we help more startups that have immense potential to contribute to the economy and national development,” stated Rosel.

Also Read: Mapping the future: 30 most exciting startups in the Philippines

Over the past 13 years, IdeaSpace and QBO have together invested over P300 million (US$5.2 million) in resources and supported over 35 startups. They also incubate over 250 startups and support over 700 organisations. The organisations currently conduct over 100 programmes and capacity-building activities annually.

Jay Fajardo was instrumental in streamlining the organisational structure and sharpening the strategic vision of IdeaSpace and QBO.

During his leadership, he established Ideaspace Ventures. In 2024, Ideaspace Ventures supported seven startups and achieved an average portfolio Multiple on Invested Capital (MOIC) of 1.5X over four years.

Fajardo also strengthened QBO Innovation’s position as a leading startup community builder.

IdeaSpace and QBO continue their commitment to fostering innovation through partnerships, including the Regional Startup Enablers for Ecosystem Development (ReSEED) Program with the Department of Science and Technology (DOST) and collaborations with Smart-PLDT Innovation Generation and the US Embassy in the Philippines.

IdeaSpace was established in 2012 to support Filipino tech entrepreneurship and is backed by major Philippine corporations.

QBO Innovation, created in 2016 through a public-private partnership, focuses on providing a platform for startup collaboration and growth.

The post IdeaSpace names Alwyn Rosel as new Executive Director, succeeding Jay Fajardo appeared first on e27.

Many startup founders believe they are building a business. If your business can’t function without you, have you built a business or just another more stressful job?

In this article, I hope to challenge that mindset and explore how to build a business that gives you freedom, no matter what freedom means to you.

The myth of the hardworking founder

Everyone, not just founders, loves to humble brag about how hard we work: long hours, little to no vacations, and constant sacrifices. We know this version of success is not ideal, but we are far from finding an alternative.

The belief that relentless hustle leads to success is deeply rooted in entrepreneurial culture. Social media is sadly filled with stories of sleep-deprived founders working tirelessly, treating exhaustion as a badge of honour.

However, building a business should allow you to choose how you spend your time rather than being trapped by constant hustle and external pressures. Otherwise, all that hard work traps you in a cycle of self-employment where you’re constantly grinding to keep things running, with no clear way to step back or scale.

Why this happens to founders

One of the most common struggles I hear from working with early-stage founders is the feeling that you can’t step back because no one else can do what you do. This belief keeps you stuck in an exhausting loop of working longer hours, taking on every critical task, and constantly putting out fires.

The harder you work, the more the business depends on you, making it impossible to scale or take a break without things falling apart. Instead of creating a sustainable business, you end up building a system that relies entirely on your effort, trapping you in the very situation you want to escape.

Many founders fall into the hustle trap, believing that working harder automatically leads to growth. While dedication is essential, not all hard work translates into high-value work. You might spend too much time on tasks that could be delegated, outsourced, or automated. This behaviour stifles growth and keeps you in a cycle where your presence is crucial for the business to operate smoothly.

Also Read: How to create harmony between work and life as a Founder

Debunking the ‘lifestyle business’ stereotype

Some argue that stepping away from daily operations means building a lifestyle business as if it signals a lack of ambition or a refusal to make something serious. However, many successful, high-growth companies scale precisely because their founders remove themselves from day-to-day execution.

Consider Steve Jobs, Elon Musk, and Jeff Bezos. None of them remained tied to daily operations forever. Instead, exceptional founders focus on vision, leadership, and strategy. The key is designing a business that can function independently of you by building a business with scalable systems, processes, and a capable team.

What freedom looks like for different founders

Freedom isn’t just about working less; it means different things to different people. For some, it’s financial independence. For others, it’s the ability to focus on meaningful problems instead of daily execution. Instead of asking, “How many hours should I work?” ask, “Am I working on things that truly matter to me?”

Successful founders design businesses that allow them to choose how they spend their time. You should prioritise tasks that align with your strengths and passions while delegating or automating the rest.

First steps to escape the founder trap

If you find yourself feeling trapped in your own business, here are three simple steps you can take to regain some of your freedom and enhance your company’s potential:

• Step one: Identify what’s keeping you stuck

Take a moment to list your daily tasks. Assess which truly require your unique expertise and which could be effectively outsourced, automated, or delegated. Holding on to certain responsibilities out of habit is common, so this reflection can help you pinpoint where to make changes.

• Step two: Delegate or automate key functions

Start documenting your workflows and training others to take on these responsibilities. Consider investing in automation tools and developing standard operating procedures (SOPs) to streamline operations. You can focus on what truly matters by delegating or automating tasks that don’t need your direct involvement.

• Step three: Redefine your role as a founder

Evolve your role from execution to strategic leadership. Successful founders prioritise vision, inspire their teams, and make high-impact decisions. By stepping back from daily operations, you empower your team and foster a more resilient organisation, creating exciting new opportunities for growth and success.

Also Read: Governing your startup: What founders can learn from politics and vice versa

Reframing hard work as a choice, not a necessity

Working hard isn’t the problem. Working without freedom is. The best founders build businesses that give them control over how they spend their time. The true goal of entrepreneurship is not just financial success but personal freedom. That doesn’t mean working less—it means being able to work on what excites you rather than getting stuck in operations, empowering you to make choices that align with your goals and values.

What would you change?

I work with founders to help them build businesses that support their lives—not consume them. I’d love to hear your thoughts on whether you’ve struggled with stepping back or scaling operations. What’s one thing you’d change in your business today to make it more independent of you?

—

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 Instagram, Facebook, X, and LinkedIn to stay connected.

Image courtesy: Canva Pro

The post Are you building a business or just another job? appeared first on e27.

If you still think space is all about moon landings and sci-fi dreams, it’s time for a reality check.

Space tech is already fuelling the global economy, and the cash is flowing faster than a rocket launch. From satellite-powered AI to interplanetary cloud computing, this trillion-dollar industry is shaking up everything from finance to climate science.

Why space is the next big business move

Space isn’t just about NASA and billionaires joyriding in zero gravity. It’s now a commercial powerhouse, projected to hit US$1.8 trillion by 2035. The reason? The technology is no longer limited to aerospace. It’s now embedded in everyday industries.

Satellites keep the global economy running, powering everything from stock market trades to Uber rides. AI-driven geospatial intelligence is transforming how we track supply chains, predict disasters, and optimise urban development.

And here’s where it gets interesting. Singapore, a country with zero rocket launch sites, is doubling down on space tech, pouring millions into satellite R&D and forming partnerships with the European Space Agency and India’s IN-SPACe.

Also Read: Big moves in Singapore space finance 2025

Why?

Because they see the writing on the wall. Space is the new Silicon Valley, and the companies investing early are going to clean up.

Where the money’s going: The space gold rush

• Satellite communications: High-speed internet isn’t just coming from underground cables anymore. Companies like Starlink and Kacific are bringing broadband to the most remote parts of the world, while startups like Transcelestial are pioneering laser-powered data transfer that makes fibre optics look slow.

• Earth observation and AI: Forget gut instincts, investors and businesses are now making data-driven decisions using AI-powered satellite imagery. Think real-time monitoring of agriculture, real estate, and climate patterns to predict market trends before they happen.

• The blue carbon economy: Space data is fuelling a US$100 billion boom in carbon credit markets, tracking deforestation, pollution, and climate impact in ways that ground-based systems never could.

• Deep space data centres: Why keep your cloud storage on Earth when space offers infinite scalability? AI-powered orbital data processing is coming, and it’s set to revolutionise how businesses manage global data.

How to get in before it’s too late

For businesses and investors, this is a once-in-a-generation opportunity. You don’t need to build rockets, you just need to leverage the technology. The easiest way? Partner with space-driven AI startups, invest in satellite data companies, and attend industry events like GSTCE to see where the big deals are happening.

This isn’t the future. It’s happening now. Space is the next trillion-dollar economy, and the only question left is are you in or are you watching from the sidelines?

—

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 Instagram, Facebook, X, and LinkedIn to stay connected.

Image courtesy: Canva Pro

The post Space is making it rain—and not just on Mars appeared first on e27.