The majority of Singapore businesses are still using invoicing or accounting systems with simple inventory management instead of comprehensive AI capabilities. In particular, over 90% are still without AI agent involvement.

Singapore’s business landscape has long been recognized for its efficiency and adaptability. Yet, when it comes to enterprise resource planning (ERP) and artificial intelligence (AI), the majority of companies remain anchored to traditional systems. Most small and medium-sized enterprises (SMEs) continue to rely on basic invoicing and accounting software, often paired with simple inventory management modules. These tools, while functional, lack the sophistication of AI-driven ERP platforms. Recent market observations suggest that over 90% of Singapore businesses have yet to integrate AI agents into their operations, leaving a significant gap in digital transformation.

What is an AI agent?

An AI agent is a software entity designed to autonomously perform tasks, make decisions, and interact with systems or users based on contextual understanding. Unlike static automation scripts, AI agents are dynamic, learning from data and adapting to changing environments. They can analyze large volumes of information, predict outcomes, and execute actions without constant human intervention. In ERP systems, AI agents can streamline workflows, optimize resource allocation, and provide real-time insights that empower decision-makers.

What are the differences between an AI agent and AI chatbot (ChatGPT, Copilot etc.)?

While AI chatbots such as ChatGPT or Copilot are primarily conversational tools designed to interact with users through natural language, AI agents go beyond dialogue. Chatbots excel at answering questions, drafting content, or assisting with customer service. AI agents, however, are built for autonomous execution. They can monitor ERP systems, detect anomalies, trigger corrective actions, and even negotiate supply chain adjustments. In essence, chatbots are reactive, responding to prompts, whereas AI agents are proactive, anticipating needs and acting independently.

Also read: How the top 10 best HR systems in Singapore reveal the new standards for HR technology

How will agentic AI benefit Singapore businesses?

The adoption of agentic AI in ERP systems could be transformative for Singapore businesses. Benefits include:

• Enhanced efficiency: AI agents automate repetitive tasks, freeing employees to focus on strategic initiatives.
• Real-time analytics: Businesses gain immediate insights into financial health, inventory levels, and customer trends.
• Predictive capabilities: AI agents forecast demand, optimize procurement, and reduce waste.
• Competitive advantage: Early adopters can differentiate themselves in crowded markets by offering faster, smarter services.
• Scalability: AI agents enable SMEs to expand operations without proportionally increasing headcount.

Risk of late deployment of AI agent

“Delaying the deployment of AI agents in ERP systems poses significant risks,” said Sam Wong, a veteran ERP expert from Synchro. “Companies that hesitate may find themselves struggling with inefficiencies, rising operational costs, and missed opportunities. Competitors who embrace agentic AI early will be able to deliver superior customer experiences, optimize supply chains, and respond faster to market changes. In the long run, late adopters risk being marginalized, as AI-driven ERP becomes the industry standard.”

Also read: Why Singapore manufacturers must embrace MES for the future

Why we write this article

By leveraging the team’s own technical expertise, PRbyAI aims to empower B2B customers with knowledge that helps non-technical audiences make informed decisions. In a rapidly evolving digital economy, understanding the role of AI agents in ERP systems is crucial for businesses seeking sustainable growth.

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Career health is becoming one of Singapore’s most important competitive determinants. More than employment stability, it reflects a worker’s ability to remain employable, adaptable and upwardly progressing across a lifetime of technological and economic change. At its core is mobility — the capacity to shift across roles, adopt new tools and reinvent one’s relevance as industries evolve.

Singapore continues to post strong labour-market numbers, yet deeper signals suggest rising rigidity. Structured training participation fell to 40.7 per cent in 2024, a nine-year low. Average job tenure has lengthened to roughly eight years. Fresh graduates show growing anxiety about job transitions in an AI-driven economy. The labour market appears to be outpacing traditional career pathways.

Career health, like physical health, depends not only on individual choices but on the environment that shapes them. At the Bloomberg New Economy Forum this week, Singapore’s Foreign Minister Vivian Balakrishnan warned that the world is being reshaped by several revolutions at once. Singapore’s career environment is undergoing the same transformation.

Revolutions reshaping career mobility

AI is the most visible force. The IMF estimates that 60 percent of jobs in advanced economies face significant AI exposure. IMDA’s data suggests that many jobs in Singapore contain significant automatable tasks. Nearly six in ten young workers say uncertainty about AI makes them hesitant to switch roles. Hybrid skills — combining digital literacy, communication and domain expertise — are now the foundation of career resilience.

Biotech and longevity form the second shift. The biomedical sector now contributes nearly a fifth of Singapore’s total manufacturing output, while the National Precision Medicine programme aims to sequence the genomes of up to 450,000 residents by 2031 — building on over 100,000 already studied. With AI-enabled genomics accelerating drug discovery, early disease detection, and health system planning, longer lifespans will increasingly stretch careers across distinct phases: From specialist roles, to hybrid or managerial positions, to advisory and cross-border work later in life, driving demand for talent that bridges science and data.​

Also Read: What the top 10 time attendance systems in Singapore tell us about workforce management in 2025

The green transition is the third force. Hydrogen pilots are scaling, green data centre standards are tightening, and the carbon-services ecosystem is maturing, signalling a shift to a more distributed, technology-driven energy model.

This transformation is driving structural change across the labour market: Workers in marine, petrochemicals, and industrial engineering are moving toward new pathways in energy storage, grid optimisation, and systems integration. As energy anchors the AI-powered digital economy, which now accounts for nearly a fifth of GDP, these ongoing shifts are reorganising industry ecosystems and demanding adaptable talent prepared for rapidly evolving sectors.​

Across these three forces, career health rests increasingly on mobility. Firms and individuals can support it in at least three ways.

Three ways to boost career health

First, firms should treat AI as literacy rather than a niche technical skillset. At Temus, we adopted a T-shaped talent model that pairs depth in one domain with the breadth to work across others; some colleagues now develop M-shaped profiles spanning multiple specialisations. As AI becomes more accessible, employees across functions are experimenting with its use to make their work more efficient.

One example is Temus’s head of legal vibe-coding to build a chatbot for day-to-day legal matters. A recent firmwide “innovation sprint” saw cross-functional teams, including many with no technical background, develop GenAI tools for project management, document evaluation, and client workflows. Together, these efforts have built a T-Shape Community, now more than one-fifth of Temus employees, where colleagues learn from one another and develop AI fluency, enhancing their career health within the firm and for future roles beyond it.

Secondly, Singapore’s progress on inclusive workforce integration could help strengthen career health more broadly across the economy. Labour-force participation among persons with disabilities has risen from 28.2 per cent in 2019 to 32.7 per cent in 2023. Ensign InfoSecurity’s partnership with the Autism Resource Centre is a leading example. Beyond recruitment, Ensign invests in structured assessments, role design, and workplace coaching, enabling individuals on the autism spectrum to perform effectively as Security Operations Centre analysts.

VITAL’s collaboration with Human Capital Singapore and SG Enable offers a similar model in HR and shared services, where targeted training prepares individuals for payroll and administrative roles with strong task alignment. The next phase will require reducing communication barriers and delivering customised training at scale.

The National Council of Social Service’s pilot of conversational AI, initially supporting officers conducting early needs assessments with youths, shows how sensitive, multilingual interactions can be handled with consistency. Applied thoughtfully, could similar technology make communication, task guidance and job matching more accessible, expanding workplace integration for persons with disabilities, too?

Also Read: Singapore SMEs outpace large firms in branding and networks but face AI skills gap

Finally, individual mobility becomes more viable when workers adopt what leadership expert Kevin Cottam calls a nomadic mindset, a concept introduced to me by Temus’ Chief People Officer, Melissa Kee. Nomads thrive through reinvention and lateral movement; Settlers prefer predictability and routine. As nomad traits grow increasingly salient amid rapid environmental change, one development to watch is the Skills Learnability Index pioneered by Singapore’s Institute for Adult Learning.

The data-driven analytics platform maps in-demand skills across occupations, estimates the difficulty and time required to acquire them, and identifies realistic transitions between roles. Its interactive dashboard provides personalised, evidence-based pathways for reskilling and career reinvention, giving individuals clearer visibility of emerging skills and viable next steps.

As employers shift toward skills-first hiring and portfolios of demonstrated capability, coupling such AI-guided fluency with the adaptability of the nomad can strengthen lifelong learning — and, ultimately, career health.

Career health as Singapore’s national advantage

“It is very clear now that AI will be a fundamental driving force for the economy for the next five to 10 years. In Singapore, we have an opportunity to be at the frontier of global AI innovation”, said Jeffrey Siow, Singapore’s Acting Minister for Transport and Senior Minister of State for Finance. 

This ambition matters not only for Singapore’s wider economic strategy, but because it strengthens Singaporeans’ ability to adapt and stay relevant as the pace of change continues to quicken. And as long as the country anchors itself at the centre of global digital and AI networks, it can turn that adaptability into a national advantage, supporting an economy where careers become not only longer but also healthier and more inclusive.

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In Southeast Asia, small and medium enterprises (SMEs) drive everything from manufacturing and trade to tech and logistics. According to the World Bank, they represent 90 per cent of all businesses globally and provide jobs for over half the world’s workforce. However, they still face significant challenges with financial infrastructure.

Large companies have access to advanced treasury systems and real-time dashboards. SME finance teams, often comprising just one to five people, continue to log into multiple bank portals, chase invoices, and reconcile spreadsheets. In a rapidly changing business environment, many small businesses remain entrenched in outdated silos.

The issue isn’t that SMEs lack ambition or talent. The financial tools available to them do not match the complexity of today’s world. The discussion needs to shift from providing SMEs “more software” to offering them greater intelligence.

The SME finance gap

If you speak to any SME finance lead, you’ll hear the same thing: managing money feels reactive. Every month-end is a scramble to reconcile, report, and explain where the money went. Cash is king, but visibility is lacking.

Most SMEs operate on narrow margins and have little financial cushion. A delayed payment or an unexpected FX fluctuation can affect suppliers, employees, and customers. However, the financial systems they rely on are either too basic and consumer-oriented or too complicated and expensive, tailored for large global businesses.

This leaves a wide gap in the middle where most SMEs operate.

Why real-time treasury visibility matters

Enterprise treasury systems are built for scale and complexity. They’re great at managing global cash pools and multi-entity reporting, but they’re not built for the smaller regional business that needs to pay overseas suppliers today, see cash positions across two markets, or decide right now.

Also Read: 2026’s fintech imperative: Lend responsibly, scale smartly, and build for the long term

For SMEs, real-time clarity is a matter of survival, not a luxury.

When a finance lead can see balances across accounts and currencies in one place, decisions can be made faster and more confidently: pay now, hold off, invest, or convert. That kind of visibility changes the game. It turns finance from a reporting function into a strategic one.

From experience, SME teams don’t want more dashboards or features. They want to know exactly where they stand today, and what they should do next. That’s what visibility really means.

Reimagining access, not just automation

A lot of fintech innovation still focuses on automation; how to make processes faster or reduce manual work. That’s important, but automation alone doesn’t build confidence.

What really matters is access to connected, contextual intelligence: data that helps a business make better decisions.

In recent years, a new generation of platforms has emerged with this principle in mind: tools that connect a business’s existing ecosystem rather than replace it. The idea is simple: consolidate what SMEs already use — banks, accounting systems, and payment providers– into a single intelligent layer that provides oversight, forecasting, and control.

This is how the modern finance function will evolve: not through the addition of more tools, but through connected intelligence.

At Finmo, for example, this thinking guided how we built our platform for SMEs and mid-market companies. Rather than replicate enterprise software, we focused on democratising financial intelligence, giving lean finance teams the same depth of insight that large corporates take for granted, but delivered through a more accessible and human-centred experience.

The goal isn’t to automate people out of the process; it’s to give them the clarity to act faster and with confidence, enabling them to connect, control, command, and create value with their finance stack.

From purpose to practice

The reason for this shift is clear: when SMEs manage their finances effectively, entire ecosystems improve. Supply chains stabilise, employment grows, and economies become stronger.

However, purpose only matters when it leads to action. In our experience, three things make the difference:

• Connectivity before complexity: Start with the basics: bank feeds, payments, and reconciliations. Only then should you introduce analytics or AI. Without data connectivity, intelligence cannot happen.
• Human-centred design: Finance tools should use language that their users understand. Dashboards and insights must be easy enough for anyone to grasp, not just a CFO with an entire data team.
• Outcome-driven thinking: The value of a good financial system isn’t measured by the number of features but by how well it helps teams make better decisions. Each product or workflow should link directly to a business goal: improved liquidity, reduced costs, or quicker decision-making.

Also Read: Millennials, Gen Z will shape 79% of SEA’s fintech landscape by 2030: Report

When these principles align, automation becomes empowerment. SMEs don’t just “save time”; they unlock a new level of visibility and control that allows them to plan with precision.

The mindset shift

For many SME leaders, the term “treasury” often seems to apply only to large corporations. Effective treasury management is just good business practice. It involves understanding where money is located, how it moves, and how it can be used more efficiently.

Finance teams no longer need to wait for quarterly reports to act. With the right systems, they can forecast cash positions, test scenarios, and simulate outcomes daily. The tools once reserved for global CFOs are now available to lean, fast-growing teams.

The biggest change needed isn’t about technology, it’s about mindset. SMEs must shift from a survival approach to a strategic one. They should understand that financial clarity isn’t just an extra consideration; it’s crucial for growth.

A more intelligent future

The finance leaders who will thrive in the next decade are not those who do more, but those who see more.

They’ll depend on connected systems, real-time data, and increasingly, intelligent ‘co-pilots’ that surface insights before issues arise.

Standing still is no longer an option. As technology democratises access to financial intelligence, SMEs in the region have a rare opportunity: to operate with the same strategic foresight as the corporates they compete with, but with the agility that only smaller teams possess.

When that happens, SMEs won’t just be the backbone of the global economy; they’ll be its most intelligent growth engine.

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The global AI boom has often been framed as a race for dominance, measured by who controls the most advanced chips and the largest compute clusters. But beneath the surface, the real contest has shifted from headline performance to the infrastructure that makes scale possible. Geopolitics, supply chain resilience, and execution reliability are now reshaping how AI hardware is built and where power truly sits.

For years, Nvidia defined the narrative of AI hardware, commanding over 80 per cent of the global accelerator market. But the world’s silicon supply chain no longer runs on simplicity.

The world is rewiring its silicon supply

Across the US and China, we’re witnessing a structural reset.

Washington is reshoring semiconductor production and rolling out a US$70 billion AI infrastructure plan spanning data centres and power grid upgrades, while Beijing’s Nvidia ban is accelerating domestic innovation led by Huawei and SMIC.

Yet despite this fragmentation, Asia-Pacific remains the backbone of the global chip economy, accounting for over 70 per cent of global semiconductor production value, up from 63 per cent in 2020.

In this new era, control no longer means self-sufficiency, but controlling the infrastructure across a deeply complex supply chain.

Asia’s strategic leverage: Precision over scale

Asia’s power lies in precision and reliability, qualities that have made the region indispensable to both Washington and Beijing.

• Taiwan anchors global chip fabrication, controlling about 70 per cent of foundry capacity.
• South Korea supplies over 80 per cent of the world’s high-bandwidth memory (HBM), the critical input for training large AI models.
• Southeast Asia, from Vietnam to Malaysia, is rapidly expanding assembly and testing, creating redundancy in the midstream.

Together, these players form what I call the neutral infrastructure of the global AI economy. As trade frictions rise, the world’s most advanced semiconductors still rely on supply lines that pass through Busan, Jakarta, and Singapore.

Also Read: Creative control meets AI: A practical guide from the frontlines

A single change in any of these nodes, from power stability to packaging capacity, can ripple through the global AI value chain.

For investors and corporates: The real leverage lies in the middle

Most global capital still flows toward visible brands like Nvidia and AMD, without seeing that the structural value and future returns are migrating deeper in the stack.

• Advanced packaging firms like ASE and Amkor now dictate AI chip delivery timelines.
• Memory and interconnect suppliers in Korea and Japan define the next performance bottlenecks.
• Emerging hubs in Vietnam, Malaysia, and Singapore are capturing diversification demand as firms rebalance risk across the region.

In other words, the advantage is in integrating across the Asian bridge that connects both ecosystems, and no longer lies in choosing sides between the US and China.

Precision will define the next era

The first phase of AI hardware was about scale, who could train the largest models on the most powerful GPUs. The next phase will be about precision: who can build them reliably, efficiently, and geopolitically secure.

That competition won’t be decided in Silicon Valley or Beijing alone, but in the quiet efficiency of Asia’s fabs, materials labs, and logistics networks. For investors, understanding this shift early is more about understanding where the future is being built.

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There is a stark contrast between traditional markets and digital assets as we approach the year’s end. Asian stocks advanced at the open following the S&P 500 Index’s climb to a record high, supported by robust US economic data indicating the fastest growth pace in two years. MSCI’s regional equities gauge extended gains into a fourth consecutive day, rising 0.3 per cent, with Japanese and South Korean benchmarks leading the advance. Meanwhile, the cryptocurrency market tells a different story, falling 1.05 per cent over the past 24 hours and extending a seven-day decline of 0.71 per cent. This divergence highlights the complex relationship between traditional and digital asset classes during periods of economic strength and geopolitical tension.

The commodities market has captured significant attention with gold rallying to an unprecedented high of more than US$4,500 per ounce. This milestone represents gold’s strongest performance in recent memory, with its haven appeal amplified by Washington’s blockade of oil tankers linked to Venezuela. Silver also reached an all-time high, while copper prices exceeded US$12,000 per ton for the first time in history. Despite this remarkable performance in precious metals, crypto markets remained unaffected by gold’s surge, continuing their downward trajectory, even though they have historically shown some correlation during risk-off periods.

Geopolitical tensions have extended the oil price rally into a sixth consecutive session, with West Texas Intermediate crude trading above US$58.50 per barrel. These market dynamics indicate that investors are seeking traditional safe havens amid uncertainty. Yet cryptocurrency markets, often described as potential inflation hedges and stores of value, have failed to capitalise on the macroeconomic conditions that typically drive alternative investments.

The crypto market’s current weakness stems from three interconnected factors: institutional pullback, derivatives market deleveraging, and persistent risk-off sentiment. Spot Bitcoin and Ethereum ETFs experienced net outflows of US$142.2 million, marking a significant reversal from November’s US$198 million inflows. This institutional caution reflects profit-taking behaviour and growing macroeconomic uncertainty as we approach year-end. ETF flow data serve as a critical leading indicator of institutional demand, and sustained outflows could delay a meaningful market rebound until fresh capital enters the ecosystem.

Derivatives markets reflect additional pressure, as total open interest fell 4.4 per cent to US$35 billion over 24 hours. Bitcoin perpetuals funding rates spiked 102.7 per cent as leveraged traders faced substantial liquidation pressure. Long position holders paid approximately US$81.6 million in forced liquidations, highlighting the vulnerability of overleveraged positions during market downturns. This deleveraging appears partly connected to holiday trading patterns, with many participants reducing exposure ahead of the Christmas period when liquidity typically dries up. However, the elevated funding rates paradoxically suggest a lingering bullish bias among remaining traders, creating a complex market structure that is vulnerable to cascading liquidations should Bitcoin break critical support levels around US$84,000.

Also Read: Holiday liquidity warning signs emerge across stocks gold and crypto markets simultaneously

Market sentiment metrics reinforce this cautious outlook. The CoinMarketCap Fear & Greed Index remained at 27 out of 100, classified in the Fear category for more than 18 consecutive days. This represents the lowest sentiment reading since November and indicates severely eroded retail confidence. Social media analysis reveals growing concerns about exchange manipulation, with Binance-linked selloffs trending across major platforms. The Altcoin Season Index at 19 indicates that capital remains defensively positioned, primarily in Bitcoin rather than rotating into alternative cryptocurrencies. This defensive posture contradicts the broader market narrative of strengthening risk appetite, which has driven technology stocks higher despite strong US economic data, scaling back expectations for near-term Federal Reserve easing measures.

The cryptocurrency market’s current disconnect from traditional assets warrants deeper examination. While technology stocks remain in high demand despite earlier concerns about valuation and saturation in artificial intelligence investment, digital assets face significant headwinds. Traders have regained confidence that established technology companies will deliver solid earnings growth in 2026, yet similar optimism has not extended to cryptocurrency projects despite their technological innovations and growing institutional infrastructure.

Several developments could potentially shift this narrative. JPMorgan’s reported consideration of crypto trading services for institutional clients represents a significant potential catalyst, though no confirmed moves or official statements have materialised yet. This development, mentioned in market reports today, aligns with the broader trend of traditional financial institutions gradually embracing digital assets despite current market weakness. Additionally, Ethereum’s ecosystem shows signs of evolution following the Shanghai upgrade, which fundamentally altered the network’s economic dynamics by enabling withdrawals of staked ETH and altering validator behaviour. These infrastructure improvements may position Ethereum for stronger performance once market sentiment recovers.

Technical indicators suggest the cryptocurrency market has entered oversold territory, with Bitcoin’s 14-day Relative Strength Index reading at 32. Historically, such readings have often preceded meaningful rebounds, though timing such recoveries remains challenging. Market structure analysis reveals a critical liquidation cluster between US$84,000 and US$93,000, suggesting this range will determine Bitcoin’s next significant directional move. A decisive break below US$84,000 could trigger additional leveraged selling, while a sustained recovery above US$93,000 might restore bullish momentum.

Also Read: Ecosystem Roundup: Why SEA’s tech exit problem persists | N Korean hackers steal US$2B in crypto | SEA startup winners and losers | Galatek, Olea Raise US$30M

The path to recovery for digital assets likely requires either renewed ETF inflows or a significant macroeconomic catalyst. Upcoming economic data releases, particularly Friday’s US Personal Consumption Expenditures inflation report, could prove pivotal. Higher-than-expected inflation figures might delay Federal Reserve rate cuts, potentially extending crypto’s risk-off tone as higher rates traditionally pressure growth assets. Conversely, cooling inflation data could reignite risk appetite across all asset classes, including cryptocurrencies.

This market environment creates opportunities for strategic positioning despite current weakness. The extended period of fear in the Fear & Greed Index has historically preceded market recoveries, though investors should await confirmatory signals before deploying capital aggressively. New cryptocurrency projects continue to generate interest alongside established coins, with tokens like APEMARS creating significant attention despite the broader market decline. This persistent innovation suggests underlying strength in blockchain development continues regardless of short-term price action.

As we approach year-end, investors face a complex landscape in which traditional and digital assets present divergent narratives. Strong economic data support equity markets while simultaneously pressuring expectations for monetary easing that could benefit alternative investments. Geopolitical tensions boost gold to record highs without translating to similar safe-haven demand for cryptocurrencies. Institutional capital shows caution through ETF outflows while simultaneously exploring expanded crypto services for clients.

The cryptocurrency market’s current consolidation phase may ultimately prove constructive, allowing overheated sentiment to normalise and creating a foundation for more sustainable growth. Technical oversold conditions, combined with historically low sentiment readings, suggest that a potential reversal may be approaching, though timing remains uncertain. Patient investors might view this period as an opportunity to build strategic positions while the broader market remains focused on traditional assets reaching record highs. The coming weeks will likely determine whether this divergence continues or if cryptocurrency markets reestablish correlation with the broader risk-on environment that has lifted global equities to new heights.

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Singapore’s e-commerce sector is showing signs of maturity, but sustained success is becoming more complex as sellers face rising costs, intense competition and increasingly demanding consumers. New research by consumer insights firm Milieu Insight suggests that while resilience is becoming more attainable in the city-state’s advanced digital market, it remains unevenly distributed across the seller ecosystem.

The study found that 12 per cent of Singapore-based e-commerce sellers report operating without major challenges, a small but growing segment that signals increasing stability and operational strength. However, the remaining 88 per cent continue to navigate persistent pressures that require constant adaptation across logistics, platform dynamics and customer experience. The findings suggest a market that has transitioned beyond basic survival but has yet to achieve broad-based resilience.

Singapore’s e-commerce environment differs from those in emerging Southeast Asian markets. High internet penetration, sophisticated consumers and established digital infrastructure have raised baseline expectations for speed, reliability and transparency. As a result, sellers are less constrained by access issues and more challenged by execution.

Rising logistics costs are the most frequently cited concern, affecting 40 per cent of sellers surveyed. Meeting buyer expectations for fast delivery and smooth refunds is a challenge for 36 per cent, while competition from overseas sellers exerts pressure on another 36 per cent. Limited visibility or marketing support on platforms affects nearly one-third of respondents. These issues highlight the thin margins and operational precision required to compete in a mature market.

Also Read: Why Asia sits at the centre of the global AI chip disruption?

The research defines seller resilience in Singapore across three interconnected dimensions: operational capability, a supportive policy environment, and trust-driven customer relationships.

Operational strength remains the foundation. With 67 per cent of sellers processing fewer than 50 orders a month, even minor disruptions can have an outsized impact on revenue and reputation. Fast and reliable logistics are considered critical by 64 per cent of sellers, while 56 per cent prioritise digital readiness and access to online tools. Platform support, including subsidies, sales programmes and coaching, is seen as essential by 55 per cent, reflecting the role marketplaces play in shaping seller performance.

Beyond core infrastructure, sellers point to targeted enablers. Marketing support is valued by 40 per cent of respondents, while 28 per cent highlight the importance of affordable financing. These inputs are seen as practical levers for improving efficiency, increasing conversion and sustaining growth.

The second dimension of resilience is the operating environment. More than half of sellers, 51 per cent, say clear and supportive regulations are essential for business confidence, while 53 per cent value grants or financial assistance. Tax incentives and access to low-interest loans matter to 48 per cent, and 44 per cent point to the need for compliance and capital support to enable longer-term planning. When government measures align with platform initiatives, sellers are better positioned to invest and remain productive during economic uncertainty.

Trust and customer loyalty form the third and most enduring pillar. In a market where negative reviews can quickly affect visibility and sales, buyer-centric policies are seen as commercially essential. Easy returns and refunds help build confidence for 43 per cent of sellers, while 41 per cent say free or subsidised delivery encourages more frequent purchases.

Secure payment protection and buyer guarantees are important to more than one-third, and 38 per cent emphasise authenticity and quality checks. Together, these measures turn trust into a tangible economic asset.

Also Read: As Singaporeans live longer and healthier, our careers must too

Logistics sits at the centre of these challenges. Despite Singapore’s advanced infrastructure, one-third of sellers report late deliveries, while 31 per cent experience lost or damaged parcels. Inconsistent pricing affects 29 per cent. These problems translate directly into business impact, including lost revenue for 30 per cent of sellers, higher refund rates for 31 per cent and negative reviews for 33 per cent.

As a result, reliability, cost and speed dominate seller considerations when choosing logistics partners. More than half prioritise reliability, followed by cost and delivery speed. Notably, 72 per cent believe e-commerce platforms should take greater responsibility for ensuring consistent standards among third-party logistics providers.

The study concludes that long-term growth in Singapore’s e-commerce sector depends on stronger alignment across the ecosystem. Platforms, policymakers and sellers each play a role in scaling resilience beyond the current minority. The experiences of the 12 per cent operating without significant challenges offer a blueprint, but broader progress will require coordinated effort to meet the demands of one of Southeast Asia’s most advanced e-commerce markets.

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Image Credit: Christian Chen on Unsplash

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Joint ventures (JVs) are a form of partnerships which offer startups opportunities to pool resources, share risks, and accelerate growth.

However, misaligned expectations or poorly drafted JV agreements can lead to disputes, deadlocks, or financial losses. This guide sets out the legal and operational considerations for founders exploring such a partnership.

Is JV the best structure for my company?

The main advantages of forming a JV entity include the ability to allocate legal ownership and profits based on the respective parties’ contributions, formalise roles and responsibilities, and limit liability to the assets of the JV itself. 

However, JVs can also be complex to manage, potentially leading to conflicts, loss of control, or misaligned objectives among partners. 

In contrast, unincorporated JVs or simple collaborations, often governed by a contract rather than a new legal entity, may likely offer greater flexibility and speed, making them ideal for short-term projects or when partners want to “test the waters” before committing fully. 

These arrangements typically involve less administrative burden and allow each party to retain its independence, but they also expose participants to greater personal liability and may lack the credibility or structure needed for larger-scale ventures. 

For many startups, starting with a contractual collaboration can be a measured approach to build trust and assess compatibility before formalising a deeper, more integrated joint venture.

Establishing the JV entity and structure

Once you’ve decided that setting up a JV entity is the best way forward to formalise the legal relationship with the potential partner, the next step is to choose the right legal structure to define liability, tax obligations, and governance.

The legal vehicle is usually a company which provides asset protection and clear ownership shares. 

Also Read: The startup equity mirage: Why most employees never cash in

You can define equity splits based on contributions (cash, intellectual property, or labour). For example, if Shareholder A invests US$200,000 and Partner B contributes proprietary technology, you may have to agree on the IP valuation of the said proprietary technology so that you can allocate ownership percentages transparently. 

Considerations include:

• Agreement on equity ownership and equity distribution. Parties may want to allocate equity based on contributions (cash, IP, or labor) and agree on vesting schedules (e.g., four year vesting with a one year cliff) to incentivise long-term commitment.
• Anti-dilution provisions to protect your startup’s stakes during future funding rounds.
• Engaging a corporate lawyer to draft the term sheet and shareholders agreement.

Aligning roles, duties, and decision making

Ambiguity in roles is a common catalyst for conflict. Generally, the board members of the JV entity will appoint the senior management team in the entity. We recommend parties to define roles explicitly to avoid overlaps or gaps in responsibilities. Considerations include:

• Assigning operational roles (e.g., CEO, CTO). Document these roles in the JV agreement or in respective service agreements executed by the relevant role and the JV entity.
• Implementing reserved matters list or  special majority (i.e. >75 per cent) voting for critical decisions (e.g., mergers, IP licensing).

Planning for deadlocks, exit strategies and termination

A deadlock in a joint venture occurs when partners are unable to reach an agreement on key decisions, causing the business to stall or become inoperable.

We recommend including escalation clauses before triggering exit mechanisms.  The usual process may include an internal negotiation among the disputing parties before resorting to a third party (e.g. mediation or arbitration).

Mitigating fallout strategies may include:

• Buy-sell clause (e.g. Russian Roulette clause) sets out buyout terms if a deadlock remains unresolved, founder leaves, becomes incapacitated, or breaches the agreement
• Voluntary exit clauses: Allow founders to sell their stakes after a notice period, with first-refusal rights for partners.
• Drag-along/Tag-along rights: Protect minority shareholders during acquisitions by letting them join or force a sale.
• Termination triggers: Automatically dissolve the JV if milestones (e.g., revenue targets) aren’t met within a certain agreed timeframe.

Also Read: Why VCs dislike messy cap tables in startups

Intellectual property (IP) and confidentiality

IP disputes may also derail startup partnerships. Before starting a new JV, define ownership of existing and new IP, including  whether pre-existing IP remains with original owners or transfers to the JV. Get a legal counsel to draft clear terms for joint IP ownership, licensing, or revenue-sharing from new innovations.

Considerations include:

• Retaining pre-JV IP: Specify that existing intellectual property assets (e.g. patents or trademarks) remain with their original owners.
• Where possible, avoid joint IP ownership (e.g., 50/50 splits) unless the parties can agree if the JV develops new technology, agree upfront on the revenue-sharing terms and licensing rights.

Risk mitigation and dispute resolution

Before starting a new JV, conduct due diligence on partners’ financial health, reputation, and cultural fit to avoid mismatches. Considerations include:

• Including an arbitration clause to resolve disputes efficiently without litigation.
• Due diligence: Investigate partners’ financial history, litigation records, and cultural fit.
• Insurance: Secure liability coverage for breaches or operational errors.

Final thoughts

A well drafted JV agreement balances flexibility with legal safeguards. Founders should consult a startup lawyer to tailor terms to their venture’s needs, ensuring compliance and minimising risks. By addressing these issues upfront, startups can transform joint ventures from potential liabilities into strategic new growth.

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Every startup dreams of a pipeline brimming with opportunities. But chasing the lead count instead of deal clarity is a fundamental flaw. The real growth begins not with generating more contacts, but by following the discipline of pipeline hygiene.

As someone who has drawn on decades of experience in sales and manages a 360-degree marketing agency, I’ve observed numerous trends rise and fall over the past few decades. Yet, one pitfall that remains consistently pervasive is the failure of startups to convert initial lead gen into sustainable revenue.

For instance, I have seen startups run multi-channel campaigns generating over 1,000 leads. Yet without immediate, disciplined follow-up, the final pipeline value was reduced by more than two-thirds.

It’s common for leads to pour in where dashboards indicate green marks more than red. It may signal that an organisation is going in the right direction. But that’s not where the process ends; it’s the starting point. Due to many unpredictable factors, deals are delayed, follow-ups are missed, and months of hard work go by without deriving any substantial revenue.

What many startups miss is not the acquisition of leads but following the essential process of effectively managing them.

Is chasing lead volume a hidden growth trap? 

Startups often celebrate lead volume as the ultimate sign of success. However, in my experience, chasing quantity over quality is a deceptive trap. A high volume of unqualified leads can overwhelm sales teams, dilute their focus, and significantly reduce conversion rates.

The real challenge for many startups is identifying lead quality and knowing which prospects are actually worth pursuing.

The solution to this systemic issue is a strategic shift. It begins with defining an Ideal Customer Profile (ICP), implementing robust lead scoring, and precisely segmenting the audience. This disciplined approach allows teams to concentrate their energy on the opportunities that truly matter. It is not about simply getting more leads; it’s about acquiring the right kind of leads.

For example, in some lead generation campaigns for an IT tech giant, we focused on the aspect of qualification. The team observed that in the case of high propensity leads, partners achieved a 97 per cent lead acceptance rate in one program and 95 per cent in another. This proved that proper qualification dramatically improved identification of lead quality.

Also Read: From greenwashing to green living: A guide for startups on sustainable marketing

Is pipeline hygiene your silent revenue killer? 

I see too many startups fix their top-of-funnel strategy but overlook what happens once a lead enters the system. Even well-qualified, high-potential leads are wasted if the subsequent pipeline is neglected.

It’s an observation that startups treat their Customer Relationship Management (CRM) platform as a static repository rather than a living, strategic system. This leads to stale growth, follow-ups to be inevitably missed, and revenue opportunities to vanish without being predicted.

If you are aware of this neglect happening, then it’s a major red flag. Regular pipeline audits, timely engagement, and disciplined CRM updates are not optional tasks; they are essential pillars of a high-performing sales engine.

What common mistakes are slowing your lead conversion?

Working closely with startups, I’ve noticed even the most promising ones repeat a set of high-impact mistakes that slow growth and hurt conversion.

The one solution I always suggest is to treat lead conversion as a disciplined, end-to-end process, not a series of disconnected actions. Instead, every interaction should build on the last, guiding leads smoothly toward conversion.

• Focusing on vanity metrics: Success is measured by the overall lead count, instead of the crucial metrics of conversion rate, pipeline velocity, or revenue generated.
• Ignoring nurturing as a process: Leads are treated as one-time contacts. They require a structured, nurturing strategy to mature into valuable opportunities.
• Siloed team operations: When marketing and sales teams operate independently, leads are inevitably mishandled, misqualified, or completely lost between hand-offs.
• Process gaps: A lack of structured follow-up routines or maintenance protocols invariably leads to missed deals and a stagnant pipeline.

Recognising these pitfalls is the first necessary step toward building a disciplined, high-performing revenue engine.

Also Read: AI in influencer marketing: Transforming trends and shaping the future

How to turn strategic discipline into tangible results?

The startups that treat their pipeline not as a database, but as a strategic asset see definitive, tangible results.

For example, when one of our clients was struggling with low lead engagement, we changed their client engagement strategy. We built a personalised outreach program with relevant follow-up actions based on the lead’s engagement history, segment, and expressed interest.

It took time, but with consistent performance tracking, we managed to significantly boost lead engagement and create a more predictable, high-quality pipeline for the client. We adopted multi-channel re-engagement, and with consistent communication, we successfully reactivated old pipelines and generated a new pipeline valued at over US$15 million in just two quarters.

Performance tracking is essential as it robustly measures conversion rates, pipeline velocity, and stage progression to uncover and eliminate critical bottlenecks.

The overarching rule to keep in mind is to maintain data hygiene and treat it as a core value that enables the resource desk team to regularly clean and update CRM entries, ensuring every record is accurate and actionable.

This ultimately facilitates achieving the goal of transforming leads from passive contacts into revenue-generating opportunities.

Final takeaways for a smooth and sustainable lead pipeline

Lead generation is merely the foundational step. Startups that combine smart, targeted acquisition with ruthless, disciplined pipeline management can convert opportunities more efficiently, shorten their sales cycles, and, most importantly, build predictable growth.

I’ve consistently observed that leads are only truly valuable when they are nurtured, tracked, and acted upon strategically. Startups that embrace this transformative mindset will find that the same effort invested in generating contacts can yield vastly greater, more reliable returns when paired with a clean, high-velocity pipeline.

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You’ve built something real. Your product works. Your customers are happy. Your metrics are climbing. But when you pitch US investors, something breaks down. They’re polite, they’re interested, but they don’t commit. The email threads go quiet. The follow-up calls never happen.

You assume it’s your pitch deck, your valuation, or your market size. It’s not.

US investors aren’t ignoring you because your business isn’t good enough. They’re walking away because you’re sending the wrong signals. And most founders operating outside North America have no idea they’re doing it.

I’ve spent years working with startups across Latin America, Southeast Asia, and Sub-Saharan Africa. I’ve seen brilliant founders with traction get passed over while mediocre ideas with the right signals get funded. The difference isn’t quality. It’s legibility.

Here are the three signals US investors actually look for, and why your startup keeps missing them.

Signal one: Institutional legitimacy (not just revenue)

Most founders believe that showing revenue proves legitimacy. It doesn’t. Revenue proves demand. Legitimacy proves that your organisation can absorb capital without collapsing.

US investors want to see that you’ve built systems, not just sales. They’re looking for:

• Formalised governance structures. Do you have a board? Do you hold regular meetings? Is there documentation?
• Clean financial records. Are your books audit-ready, or are they held together with spreadsheets and good intentions?
• Compliance infrastructure. Can you demonstrate that you understand and follow local regulations?
• Operational transparency. Can you show where money goes, how decisions get made, and who’s accountable?

If your business runs on informal agreements, handshake deals, and “we’ll figure it out later” financial planning, US investors see risk, not opportunity. They’re not investing in your ability to hustle. They’re investing in your ability to scale without constant firefighting.

Why you’re missing it: In many emerging markets, informal systems work better than formal ones. You’ve optimised for speed and flexibility. But to US investors, that looks like chaos waiting to happen.

How to fix it: Start documenting everything. Formalise your governance. Hold regular board meetings, even if it’s just you and two advisors. Get your books clean enough that an accountant could audit them tomorrow. Build the infrastructure before you need it, because by the time investors ask for it, it’s too late.

Also Read: Data-driven or gut-led? Why the best startups do both

Signal two: Cultural fluency (not just English fluency)

You speak English. Your pitch deck is in English. Your financials are converted to USD. But you’re still not speaking the language US investors understand.

Cultural fluency isn’t about translation. It’s about framing. US investors evaluate risk, opportunity, and credibility through a specific cultural lens. If your messaging doesn’t align with that lens, they’ll misread you, even if every word is technically correct.

Here’s what that looks like in practice:

• Payment structure. If you’re asking for payment via wire transfer to a personal account, that’s a red flag. US investors expect payments routed through recognised business banking infrastructure.
• Communication style. If your emails are overly formal, vague about next steps, or avoid direct answers, that reads as evasive, even if it’s just cultural politeness.
• Social proof. Name-dropping a local accelerator or regional award means nothing if the investor has never heard of it. You need recognisable reference points, or you need to build credibility from scratch.
• Transparency norms. In some cultures, sharing bad news or admitting problems is seen as a weakness. In the US investment culture, hiding problems is seen as dishonesty. Investors want to see that you can name risks clearly and explain how you’re managing them.

Why you’re missing it: You’ve adapted your content for a US audience, but you haven’t adapted your signals. You’re optimising for what you think investors want to hear instead of how they actually evaluate trust.

How to fix it: Study how US-based founders communicate with investors. Notice the directness, the transparency about challenges, the way they frame problems as “here’s what we’re fixing” instead of “everything is fine.” Adjust your tone to match that standard. Use payment methods that feel institutional. Build reference points that US investors recognise, or partner with people who already have that credibility.

Signal three: Exit optionality (not just growth potential)

Most founders pitch growth. US investors are betting on exits.

They don’t just want to know that your business can grow. They want to know how they’ll get their money back, multiplied. That means demonstrating that your business can either:

• Be acquired by a larger player in a market they understand, or
• Go public in a jurisdiction with functioning capital markets, or
• Generate enough cash flow to buy them out at a meaningful multiple

If your startup is growing in a market with weak M&A infrastructure, limited acquirer interest, or unstable regulatory environments, US investors see a trap. They’ll make money on paper, but they’ll never be able to extract it.

This is especially true for startups in frontier or emerging markets. You might have product-market fit, real traction, and a path to profitability. But if there’s no clear mechanism for liquidity, institutional investors will pass.

Why you’re missing it: You’re focused on building a sustainable business. That’s admirable. But US venture investors aren’t optimising for sustainability. They’re optimising for 10x returns in 7-10 years. If they can’t see the exit, they won’t take the entrance.

How to fix it: Build your exit narrative early. Identify potential acquirers in your space. Show that large regional players or multinational companies have a history of acquiring startups like yours. If M&A isn’t realistic, demonstrate that you can build a cash-generating business that could support a buyback or dividend structure. Make the exit legible, or the investment won’t happen.

Also Read: The age gap in startups: Why Southeast Asia needs both 22 year old hackers and 40 year old operators

The real problem: You’re not speaking their language

Here’s the uncomfortable truth: US investors aren’t trying to understand you. They’re trying to de-risk you.

They receive hundreds of pitches. They can’t spend weeks learning the nuances of your market, your culture, or your operating environment. So they rely on shortcuts. They look for signals they recognise. If those signals aren’t there, they move on.

That’s not fair. But it’s reality.

The startups that win US investment aren’t necessarily the best businesses. They’re the ones that make themselves legible to US investors. They speak the language. They send the right signals. They remove friction from the decision-making process.

You don’t have to change who you are or compromise your mission. But you do have to understand what game you’re playing. And right now, you’re playing a game where the rules are invisible to you, but obvious to everyone else.

What this means for your startup

If you’re serious about raising capital from US investors, stop optimising your pitch deck. Start optimising your signals.

• Formalise your governance, even if it feels like bureaucratic overhead.
• Learn how US investors evaluate trust, and adjust your messaging accordingly.
• Build a clear, credible exit narrative, or be prepared to fund your growth differently.

The gap between “good business” and “investable business” isn’t quality. It’s legibility. And legibility is a skill you can learn.

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Shadow AI is emerging as the most pressing cybersecurity risk 2026 will bring, overtaking ransomware and phishing as the primary driver of sensitive data exposure. As organisations accelerate AI adoption, employees are increasingly turning to unauthorised or unmonitored AI tools to boost productivity, often without understanding the security consequences. The result is a growing blind spot that security teams are struggling to contain.

“Shadow AI is projected to become the top source of sensitive data exposure in 2026,” said Findlay Whitelaw, security researcher and strategist at Exabeam. He likened the phenomenon to the early days of USB drives, which once triggered widespread data leaks before governance caught up. “Just as USB drives created large-scale data loss events, Shadow AI is becoming the next major epidemic for organisations.”

The issue is not malicious intent. Employees are often inputting confidential customer data, source code, or internal documents into external AI chatbots simply to work faster. However, once sensitive data leaves controlled systems, organisations lose visibility and control over how that information is stored, processed, or reused.

This makes Shadow AI a defining cybersecurity risk 2026 leaders cannot afford to ignore. As AI tools proliferate, outright bans are proving ineffective. Instead, organisations need to rethink governance models to enable AI use safely rather than driving it underground.

“Organisations must move from blanket restrictions to safe AI enablement frameworks,” Whitelaw said.

Also Read: Leading the pivot: Transforming B2B marketing in the age of AI

He pointed to AI gateways and data loss prevention systems designed specifically for generative AI as critical controls. These tools allow security teams to monitor how AI is used, restrict sensitive inputs, and reduce the risk of inadvertent data leakage without stifling innovation.

Yet Shadow AI is only one side of a broader shift reshaping the threat landscape. Alongside unauthorised tools, AI agents are redefining what insider risk looks like across Asia Pacific and Japan (APJ), adding further complexity to the cybersecurity risk 2026 scenario.

“The agentic era is here,” said Gareth Cox, vice president for APJ at Exabeam. Citing IDC research, Cox noted that 40 per cent of APJ organisations already use AI agents, with more than half planning to implement them within the next year. These agents operate autonomously, often with wide-ranging privileges, allowing them to act at machine speed and scale.

As a result, insider risk is no longer limited to rogue employees or compromised credentials. “Insider threats now include AI agents that can bypass traditional security oversight and amplify data exposure,” Cox said.

He explained that organisations are facing new categories of risk, from malfunctioning agents behaving unpredictably to misaligned agents following flawed prompts into compliance or privacy violations.

Exabeam’s research underscores the urgency. According to the company, 75 per cent of APJ cybersecurity professionals believe AI is making insider threats more effective, while 69 per cent expect insider incidents to rise in the next year. These findings suggest that insider risk is accelerating faster than traditional security controls can adapt, making it a central pillar of the cybersecurity risk 2026 outlook.

Despite this, many organisations remain unprepared. Cox said most lack clear frameworks for managing AI agents and rely on security tools that cannot capture the behaviour patterns or decision-making processes of autonomous systems. “That creates blind spots where AI agents can act outside their intended purpose without detection,” he said.

Also Read: Dancing through data: What can AI-powered insights into my own music tastes reveal?

Addressing this challenge requires clearer operational boundaries and better visibility. Organisations must define how AI agents are allowed to operate and adopt solutions capable of monitoring unusual agent behaviour in real time. Exabeam, for example, baselines both human and AI activity to surface anomalies, enabling security teams to understand whether actions represent legitimate automation or potential misuse.

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