That is a good question. The investment strategy after ETH spot approval may depend on several factors, such as the market reaction, the regulatory environment, the competitive landscape, and the innovation potential of Ethereum.

One possible scenario is that the approval of spot-based ETH ETFs will boost the demand and price of Ethereum, as more investors will have access to the cryptocurrency through a regulated and mainstream investment vehicle.

This could also increase the adoption and development of decentralised applications (DApps) and smart contracts on the Ethereum network, as well as upgrades, which aim to improve the scalability, security, and efficiency of the platform.

In this case, the investment strategy could be to buy and hold spot-based ETH ETFs, such as the Fidelity Ethereum Trust, the WisdomTree Ethereum Trust, or the BlackRock Ethereum Trust, which are some of the applications pending with the SEC. These ETFs would offer a more accurate and transparent representation of the underlying asset, as well as lower fees and risks than futures-based ETH ETFs.

Alternatively, investors could also buy and hold spot ETH directly, either through a crypto exchange or a wallet, if they are comfortable with the volatility, security, and custody issues of holding and storing Ethereum directly.

Also Read: Learning from history: Safeguarding crypto in 2024 and beyond

Another possible scenario is that the approval of spot-based ETH ETFs will trigger a sell-off and price correction of Ethereum, as some investors will take profits after the anticipation and speculation of ETH spot approval.

This could also expose the Ethereum network to more regulatory scrutiny and competition from other blockchain platforms, such as Cardano, Solana, or Polkadot, which claim to offer faster, cheaper, and more scalable solutions than Ethereum.

In this case, the investment strategy could be to sell short spot-based ETH ETFs. These ETFs would track the price of Ethereum by holding the actual cryptocurrency in their reserves rather than futures contracts or other derivatives.

Alternatively, investors could also sell and short spot ETH directly, either through a crypto exchange or a wallet, if they are comfortable with the volatility, security, and custody issues of holding and storing Ethereum directly.

Of course, these are just two hypothetical scenarios, and the actual outcome of the spot ETH ETF approval may differ depending on various factors. Therefore, investors should be prepared for various scenarios and adopt the appropriate strategies according to their risk appetite, time horizon, and market outlook.

Whether one is bullish or bearish on Ethereum, there are multiple ways to invest in the cryptocurrency after the spot ETF approval and potentially profit from the market movements of ETH spot approval.

Also Read: Tether under scrutiny: A deep dive into cryptocurrency crime allegations

The market reaction and implication of spot BTC ETF approval and spot ETH ETF approval can be compared and contrasted, as both are major events that could affect the price, liquidity, and adoption of the two largest cryptocurrencies by market capitalisation. The market reaction and implication of spot BTC ETF approval and spot ETH ETF approval could be similar. You take reference from NewsQuakes at Cointelegraph Pro and draw similarities.

The approval of spot ETH ETFs could boost the demand and supply of ETH, as more investors would buy ETH through the ETFs, and more ETH would be locked up in the ETF vaults. This could create a positive feedback loop that drives the price of ETH higher, as well as increase network security and decentralisation.

Moreover, the approval of spot ETH ETFs could enhance the credibility and legitimacy of ETH as a mainstream asset class and attract more innovation and development in the ETH ecosystem, especially in the areas of decentralised finance (DeFi) and non-fungible tokens (NFTs).

We encourage readers to conduct their own due diligence (DYOR) and to avoid being influenced by fear of missing out (FOMO) when investing in cryptocurrencies. Keep in mind cryptocurrencies are highly unstable and regarded as hazardous investments. This article is not intended to provide investment guidance and is only for informational purposes.

You have now till March to do your homework and plan your playbook.

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BuildBear Labs, a Singapore-based innovator in Web3 development tools, has raised approximately US$1.9 million in funding co-led by Superscrypt, Tribe Capital, and 1kx.

Iterative, Plug-N-Play, and several angels, including Kris Kaczor (creator of Typechain and DethCrypto) and Ken Fromm(ex-Ethereum Enterprise Alliance), also joined the round.

Also Read: Web3 needs novel prevention tools for novel attack vectors: AI saves the day

The capital will be used to accelerate the development of BuildBear Labs’s flagship platform.

Founded by Dipesh Sukhani and Emmanuel Antony, BuildBear Labs is building an automated and continuous testing engine (ACTE) inspired by tools like BrowserStack that goes beyond standard testing to address the unique complexities of the Web3 landscape.

A specialised platform dedicated to dApp development and testing, it offers developers the ability to craft customised Private Testnet sandboxes across multiple Ethereum Virtual Machine (EVM) and EVM-compatible blockchain networks.

BuildBear Labs’s key features include private faucets for unlimited Native and ERC20 token minting.

Also Read: How AI and blockchain collaborate for a transparent Web3 future

The Web3 firm claims to have created more than 7,700 sandbox testing environments and an active retention rate exceeding 35 per cent.

BuildBear is also actively collaborating with industry leaders like RemixIDE, Saffold-ETH, Cookbook, and SolidityScan, to provide a collaborative environment conducive to shared knowledge.

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While the workplace has seen its share of buzzwords like AI and Zoom, the most impactful transformation isn’t solely driven by technology. A new generation is quietly reshaping the landscape, building upon the digital shift and pandemic adjustments.

Born between 1997 and 2010, Generation Z (Gen Z), comprises roughly two billion people globally and is projected to constitute 27 per cent of the workforce by 2025. Forget the usual chatter about remote work and fancy perks; this is a greater change in what work means to people, how they collaborate, and even their career goals. This generation prioritises purpose, flexibility, and a desire to make a positive impact.

How does Gen Z differ from older generations?

Like each chapter in history, Gen Z brings its own story to the workplace, shaped by the constant hum of technology and the global village on its screens. While previous generations prioritised competition or valued autonomy, Gen Z craves purpose and balance.

Growing up entirely in the digital age, they are fluent in the language of social media and demand authenticity from employers. This tech savviness sets them apart from their predecessors, fueling a desire for responsibility and impact forged by witnessing economic and social challenges.

Also Read: Generation Z is changing the way we think, and we can all be a part of it regardless of age

“With Gen Z coming into the workforce, we are looking at a shake-up. Remote work and flexibility will be big since Gen Zs are all about keeping things chill and the tech life. Work culture may also be heading towards more diversity, social responsibility, and better work-life balance. In the future, we will most likely ditch the usual 9-5 job, and everyone will have their own working hours as long as we get the job done,” said 26-year-old Sekar Hardani, Creative Group Head of Indonesian marketing and creative agency Bikin Ide Kreatif.

What does Gen Z want from their careers?

A recent Deloitte survey reveals that about 49 per cent of Gen Zs consider their job integral to their identity. Yet, their family and friends are more important, and this probably explains why 42 per cent of Gen Zs value work-life balance, remote working and flexible leave as their top priorities when looking for a job.

“I really enjoy working, moving and travelling a lot. So a flexible or remote work environment would be best for me to have that work-life balance. I would want my employers to give me that freedom to have more time to myself and to ‘live my life’, and I’ll do my job well and meet all the deadlines. This is also why I prefer working in a company that values work-life balance, flexibility, and working efficiently. In every situation, I try to maintain that work-life balance by using all my allocated leaves every year for things that I love to do and to also try to start and finish my job on the dot, and utilising the rest of my hours that I have to myself, to the fullest. That includes breaks, travelling, me-times, and other events in my life,” said Andini Mayang Hardani, a Digital and Social Media Lead from Jakarta, who was born in 1999.

Gen Zs consider the conventional career ladder outdated and prefer empowerment and flexibility in career decisions. They seek opportunities for lifelong learning and the freedom to determine their career path and work arrangements. Diversity, equity, inclusion, and environmental consciousness are paramount. A significant 55 per cent of Gen Z conduct research on a company’s environmental impact before accepting a job, with 17 per cent opting to switch jobs or sectors due to climate concerns.

“I would always choose places aligned with my career and life plans. I try to make sure that it would also be an upgrade from my previous job, be it with the position, the company itself, or the benefits. I prioritise flexibility and efficiency in the workplace, as well as employers who value and appreciate their employees in any way, because I want to also have a life outside of the office, to still have time for my friendships, family, myself, and my personal projects outside of the office. Their policies on period and pregnancy leaves, and everything else regarding my life as a woman is also something I’d consider,” added Hardani.

Gen Z desires to have a voice and expects opportunities to expand their skills and broaden their talents and experiences. This necessitates employers to rethink how they attract, hire, develop, and retain talent, fostering personal development, which could have positive effects across all generations.

“I personally believe that there will always be room to grow and learn and that I am a forever student. For me, finding a company that prioritises investing in my personal development is essential. This can be done by providing training sessions and funding you to attend courses that would benefit your current position and/or career path. Other than that, I am always on the lookout for courses on topics I am interested in or feel like I need to learn more in-depth to help with my work,” reflected Hardani.

Gen Z is rewriting the rules of entrepreneurship

Another Deloitte survey found that over 50 per cent of Gen Z individuals live paycheck to paycheck, and their financial concerns are growing annually. This economic uncertainty has led them to postpone significant life decisions such as purchasing a home, starting a family, or changing jobs. Despite facing challenges such as a tough job market and trends like ‘quiet quitting‘, this period offers Gen Z an opportunity, albeit a challenging one, to assert themselves.

Also Read: What I learn about starting a business from my Generation Z sister

And hence, Gen Z isn’t just dabbling in entrepreneurship — they’re fully embracing it. Recent research from ZenBusiness shows that 93 per cent of Gen Zers have already ‘explored’ business ownership. And this isn’t a passing trend; 75 per cent of them are set on becoming full-time entrepreneurs as the allure of traditional careers continues to fade.

Weighing the benefits and challenges of pursuing freelance or entrepreneurial opportunities versus traditional employment within a company, Abhiruk Bhattacharyya, a 26-year-old brand marketer and the Co-Founder of Vetra Consulting, a marketing agency, said, “The decision comes down to my style of work. I have tried both paths and found that the entrepreneurial path works better with my personality and career expectations.

I thrive on challenges and new experiences, both defining the entrepreneurial mindset — where I can work outside the typical 9-to-5 work hours and from any location. This is not typically possible within traditional employment due to the rules and corporate mindset employees are expected to follow. As an employee, I cannot choose my team or clients. As an entrepreneur and freelance consultant, I can choose my team and decide who I work with. This freedom of choice is really what helped me make my decision.”

Traditional career paths are also being reassessed, as nearly 90 per cent of Gen Z believe they can’t rely on old strategies to forge their careers.

“I believe we are in for a seismic mentality change that will redefine the meaning of work in our lives. Take the popular four-day workweek, for example. I expect that to become the new mainstay in the years to come. Not because Gen Z is lazy but because Gen Z as a generation understands that productivity is not directly related to the number of hours you put into work. Productivity comes when you can fully utilise a day to get the ‘right’ things done. That’s a kinder approach to work than what previous generations would have liked,” added Bhattacharyya.

Looking to the future, it’s clear that we are at the cusp of a significant shift. This generation, equipped with digital savviness and a desire to create a better world, is breaking away from tradition and building their own ground rules — which is to do whatever brings them happiness. They’re not waiting for the world to change; they’re making it happen.

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In its latest Workplace Learning Report, LinkedIn revealed the top five skills that hiring managers in Asia Pacific (APAC) consider the most important as using AI in the workplace becomes more commonplace. According to employers surveyed, soft skills and learning ability are “increasingly important.”

“A staggering 88 per cent of employers have observed substantial changes in the skills and qualifications they prioritise in job candidates due to the pervasive impact of AI and automation in their industries. Companies are placing emphasis on candidates who possess not only AI expertise but also soft skills and a capacity for learning,” the report explains.

The report further elaborates that 94 per cent of Learning & Development (L&D) professionals in APAC believe that human skills are increasingly becoming the most competitive in our economy.

In particular, ‘communication’ has topped LinkedIn’s most in-demand skills list for 2024 across all countries in APAC: Australia, China, India, Indonesia, Japan, the Philippines and Singapore.

“This is not surprising in a new world of work where AI tools are freeing up time for professionals to excel in jobs only people can do, like build relationships and collaborate with others,” it stated.

Also Read: How this project uses artificial intelligence to help develop restaurants’ menu

In addition, the report also revealed that 40 per cent of APAC hiring managers consider an individual’s potential for growth and ability to learn as the most important factor when evaluating internal and external candidates.

“In the past year, the narrative was dominated by technological advancements, particularly the integration of AI into business workflows. The resulting surge in demand for AI expertise reflected the challenges many businesses face in navigating this transformative shift and incorporating cutting-edge technologies into their operations,” said Feon Ang, Vice President, LinkedIn Talent Solutions and Managing Director, APAC, in a statement.

“However, we are now witnessing a pronounced shift towards technical and soft skills – to thrive in the era of AI. Investing in people’s growth is no longer a perk but a strategic imperative, considering that our workforce is the driving force behind companies’ success in an era shaped by both AI innovation and collaboration with AI.”

What hiring managers are looking for

According to the report, the top five skills considered crucial by APAC hiring managers include problem-solving abilities (35 per cent), communication skills (27 per cent), critical thinking (25 per cent), AI skills (19 per cent), and IT & web skills (17 per cent).

Acknowledging the importance of adapting to the future of work, 91 per cent of companies in the region actively enhance their employees’ skills through initiatives such as online training programmes (44 per cent) and internal learning and development sessions focused on Generative AI (43 per cent).

Also Read: Artificial intelligence is a key consideration for companies looking to adapt operations to optimise user experience

The commitment to skill development is contributing to a cultural shift, making creating a learning-focused environment a top priority for Learning and Development (L&D) professionals in 2024 across all APAC markets.

A remarkable 92 per cent of L&D professionals in the region believe they can demonstrate business value by empowering employees with the skills needed for internal mobility, enabling them to transition into different roles within the organisation. This strategic focus on fostering a learning culture aligns with the broader trend of companies in APAC prioritising internal mobility as a key factor in attracting and retaining top talent.

The report reveals that 48 per cent of managers in APAC identify providing career progression opportunities as their primary priority, with 37 per cent of hiring managers seeing career growth opportunities as pivotal for retaining talent alongside competitive salary and benefits (39 per cent).

In light of these findings, it is evident that organizations in the APAC region recognise the significance of internal mobility for talent retention and as a key strategy for attracting skilled professionals in the competitive job market.

Highlighting career advancement opportunities and promoting internal mobility are crucial tactics, with 49 per cent of APAC employers endorsing these as the top two methods for attracting talent. This underscores a growing trend where companies place strategic importance on creating pathways for career growth and development to secure and retain the best talent in the years ahead.

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As one of the most important holidays for millions, the Lunar New Year is a celebration of the arrival of spring, sweeping away any ill fortune and ushering in good luck. For us in present times, the good luck we seek is usually health, longevity, and fortune.

It probably explains why we wish our family and friends “Gong Xi Fa Cai” — which translates to “wishing you prosperity in the coming year” instead of the usual “Happy New Year”. After all, who doesn’t want to be blessed with good fortune? I know I do. 

Most conversations during the Lunar New Year revolve around professional growth and wealth management while partaking in the most quintessential activity of all: gambling. People look forward to testing out their new year fortune through games of blackjack, and several rounds of Mahjong.

However, it is easy to get carried away with the daring sentiments of making (or losing) money during the festivities, especially during this period of increased investment activity. Family and friends may prompt best market tips, get rich quick scheme suggestions or even recommend following ‘successful expert traders’ on social media to grow your wealth. But is it truly that simple? 

Social trading is not new only in recent years, with explosive growth worldwide. According to research conducted by Investment Trends in 2023, social trading in Singapore is on the rise, with every other trader either engaging in social trading or planning to do so within the next 12 months.

The report indicates an uptrend in copy trading, with eight per cent of traders who have never followed social trading in the past plan to engage as a follower and seven per cent planning to engage as an expert trader/investor. Though the numbers for copy trade may seem few, rising accessibility to market insights on social media coupled with these participation indicators hint at an impending surge of interest in copy trading.  

Also Read: ‘Tis the season to be shopping: Can businesses still capitalise on sales events in APAC?

Before getting swept away by the hype, traders must consider the inherent risks and responsible practices associated with social trading. But before diving in, what exactly is social trading, and should it be your compass in the Chinese New Year’s quest for financial fortune?

At its core, social trading is a vibrant ecosystem where investors connect, share insights, and even mimic the trades of others. It democratises access to financial markets, especially for beginners, offering a platform to learn from seasoned traders and potentially replicate their success.

However, within this broad umbrella lie three distinct approaches: 

• Social trading: A bustling marketplace of ideas where discussions, strategies, and market analyses flow freely. This knowledge-sharing empowers individuals to make informed decisions based on their own understanding, not intended to perform blind imitation. 
• Copy trading: This takes things a step further, allowing users to automatically mirror the trades of chosen “signal providers.” Their buy and sell orders are instantly reflected in your own portfolio, offering a hands-off approach with the potential for quick gains.  
• Mirror trading: This is essentially automated asset management. It replicates not just individual trades but the entire portfolio allocation of a chosen trader, placing all your eggs in their proverbial basket. 

The Investment Trends study further reports that social traders are generally younger and trade more often than non-peer-reliant traders. Two in five traders who have never used social trading can be encouraged to start doing so if given sufficient tutorials, risk analysis or (better) assurances of the trustworthiness of ‘top traders’ on the platforms. As social and digital platforms are set to rise with a younger demographic, it is important to understand the benefits and pitfalls of social trading and how to proceed with caution. 

While the allure of copy and mirror trading’s convenience is undeniable, social trading, when done right, stands out as a more empowering option as it would foster education and understanding of market dynamics. However, the path paved with social trading is not without its treacherous potholes.

Blindly following the herd or chasing quick profits, fueled by the “get rich quick” mentality that can sometimes permeate these platforms, can lead to significant losses. One investor lost about 50 per cent of his portfolio.

Also Read: New year, new funding strategies: Powering up sustainability tech startups

Such an instance highlights the importance of approaching this space with caution and a healthy dose of scepticism. Here are some specific pitfalls to be aware of: 

• Downplaying the knowledge gap: While social trading democratises access, critics argue it can downplay the essential knowledge needed to navigate financial markets effectively. Blindly copying trades without understanding the underlying rationale can leave you vulnerable to market movements and unable to adapt your strategy when needed.  
• The illusion of risk-free returns: One of the biggest misconceptions is that social trading somehow eliminates risk. All trading inherently involves risk, and losses are inevitable at some point. Simply trusting a third party’s judgment while shouldering all the potential downsides is a major drawback.  
• Hidden costs: Be mindful of potential hidden costs associated with social trading. Some platforms, particularly those promoting “top traders” with frequent trading activity, may charge hefty commission fees that eat into your returns.  

So, as the Lunar New Year spirit of seeking financial growth takes hold, remember these cautionary tales: 

• The “celebrity trader” trap: Not all that glitters on social media is gold. Some signal providers may be more concerned with building their online persona than delivering genuine investment insights. Be wary of those who boast of unrealistic returns or flaunt lavish lifestyles. Do your due diligence, research their track record, and understand their investment philosophy before blindly trusting their calls. 
• The echo chamber effect: Social trading platforms can create echo chambers where confirmation bias reigns supreme. Surrounding yourself solely with traders who share your existing views can blind you to potential risks and alternative perspectives. Seek out diverse voices, challenge your assumptions, and maintain a critical eye on the information you consume. 
• The emotional rollercoaster: The fast-paced nature of social trading can easily trigger emotional decision-making. Fear of missing out (FOMO) and the lure of quick gains can lead to impulsive trades and disastrous consequences. Remember, sustainable wealth creation is a marathon, not a sprint. Prioritise long-term goals, maintain discipline, and avoid letting emotions cloud your judgment. 

The Lunar New Year may be an auspicious time for financial endeavours, but remember, true financial prosperity is built on a foundation of knowledge, discipline, and independent thinking. Remember, financial literacy is still your responsibility, not something magically transferred through copying trades.

Don’t be lulled into a false sense of security, as returns may not be guaranteed. Invest in your own financial education, develop your analytical skills, and cultivate a healthy scepticism towards the hype and promises that may abound.

By navigating the social trading landscape with a discerning eye and a focus on long-term goals, you can transform the Chinese New Year’s investment rush from a perilous gamble to a journey towards sustainable financial well-being. 

Disclaimer: The insights presented in this article are based on Investment Trends 2023 Singapore Leverage Trading Report. For further information or clarification on the research findings, please contact Investment Trends directly at info@investmenttrends.com. 

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ProCredit, a tech-enabled SME lender in the Philippines, has closed a US$4.1 million pre-seed round of financing led by Integra Partners.

Menardo Jimenez Family Office, M Venture Partners (MVP), Cento Ventures, Gobi Partners (Gobi-Core Philippine Fund), and several local angels also co-invested.

Also Read: Founders are pessimistic about Philippines’ funding climate in 2024: study

ProCredit will expand its loan book through organic and inorganic growth and raise additional capital. The company is keen to speak to debt and equity investors, Philippine market participants, borrowers, and potential partners.

ProCredit was started by a founding team that has held senior lending roles at Citigroup, Standard Chartered, ANZ, and the Asian Development Bank. The startup employs credit-first client engagements, a rules-based underwriting and portfolio management architecture, and flexible product offerings incorporating risk-based pricing. It claims to reduce operating costs and expenses while improving customer experience.

The fintech startup is also considering expansion into the banking sector. This will allow ProCredit to offer a fuller suite of lending solutions to its mid-market SME customers.

Also Read: AI is not slowing demand for software developers in the Philippines

Mayank Parekh, Founding Partner at M Venture Partners (MVP), said: Eight in 10 formal loans are channelled to large corporations in the Philippines, leaving 15 million SMEs and workers with little access to traditional finance.”

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X marks Echelon. Join us at Singapore EXPO on May 15-16 for the 10th edition of Asia’s leading tech and startup conference. Enjoy 2 days of building connections with potential investors, partners, and customers, exploring innovation, and sharing insights with 8,000+ key decision-makers of Asia’s tech ecosystem. Get your tickets here.

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When they fail, great leaders always hold onto and believe in their abilities. They acknowledge, learn from mistakes, and encourage their teams to look at mistakes not as the end point, but the starting mark of new growth.

In the era of unprecedented management complexity, getting the best out of people under normal circumstances can be a challenge. Throw in adversity, and things suddenly change! Even achieving the minimum from systems you are used to become a mirage.

In the current high-litigation culture, leaders always get someone to blame when things do not add up. It is easy to place blame on suppliers, partners, managers, or underlings who appear unable to get things done.

While delegating responsibility might be a known and acceptable concept, in times of crisis, a true leader should step in and take matters into their own hand.

The authority-leadership paradox

Every other day, we come across managers lamenting that they do not have authority. However, authority can only be achieved when a leader is able to demonstrate responsibility. Here, you need to appreciate that authority is not simply given by senior executives. Rather, you can only earn it via responsible behaviour.

Peter Drucker, the modern day Aristotle for the business community, argues that management lacks power, but only wields responsibility. He was right in pointing that leaders must demonstrate responsible behaviour for their subordinates and themselves.

Also Read: How do we overcome the low representation of women in leadership roles?

Though our actions determine whether we will earn trust from subordinates or not, the final decision relies on the ability to build trust with our leadership. How can this be achieved? Instead of deflecting issues, take responsibility. Own the problem and address it!

Leaders evaluate themselves before pointing fingers at others

In the realms of corporate competitiveness, the simpler route is covering one’s inadequacies. However, this only buys time and does not go far. A responsible leader has to take a deeper look at every misstep and seek to learn from mistakes as opposed to pointing fingers.

The leader pulls the thumb and asks the hard question: “What should have been done in a different way?” As others see the problem, it is the work of the leader to identify solutions.

The leader privately addresses the issue at hand but takes full responsibility in public. If the problem arose because one of the team members slipped, the leader’s role is to pick them up.

Taking responsibility today maps your race for a better tomorrow

If you obfuscate your involvement by passing blame, it acts like covering a volcano. The team members that you pass the button to will not forget! Next time when an issue arises, the team members will simply follow your lead but cover their back. But why would they do this?

By passing the blame to them, they feel victimised. It does not matter whether they are the ones who messed up things or not. You simply have to own up the work/mistakes of the group.  Because they are afraid that you might hang them when a problem happens, they could even set you up by hiding things from you.

Also Read: 7 things to consider when distributing leadership roles among founders

You have a team to lead; take it as a family and use every avenue to correct, mentor and emerge a better unit.

People in your team are smart, but they depend on you

Although it is true that you are the leader, the people in your team are savvy. That is right. They are always observing and taking notes. At any moment, they can easily spot half-truths or attempts to shift blame. So, what does passing blame mean?

To your team members, passing the blame button is like getting thrown down a cliff. They feel insecure and like a drowning person, will hold onto anything to survive. At this point, you must choose to lead them.

It is time to tell your team members that; “Yes, the situation is dire, it is messy but you are going to solve it.” At this point, everyone works harder to help address the situation. With every effort onboard, your responsibility will help you emerge a better leader.

It does not matter whose fault it was!

Well, it is true that for your organisation to get into the current problem, someone must have messed up. But that is it!  You cannot go to the public and say that the company has sunk because a “James” or “Lillian” failed to do a specific task. The shareholders, clients, and every interested person want to hear about the great recovery plan, the progress, and how you plan to make the organisation great again.

Move on! There is a lot of things to do

Now that the mess has happened, it is not the time to wallow in self-pity. Indeed, you need to double or triple your efforts to achieve two things: One, get through the problem and two, set the organisation back on the right track. In light of this, what would a responsible leader do to achieve these two core components?

• Stop reminding yourself and every member of the team about the problem.
• Involve all the team members to craft a winning strategy.
• Bring in more experts to help with addressing the problem.

When you find your organisation, department, or team in a problem, the way you handle it will be a pointer of how responsible you are.

Also Read: A woman among women: 27 female-led startups in SEA that are going places

You know what? That crisis is not there to wreck you! It is time to build a stronger team, strengthen your systems, train your team members and become stronger.

Others before you have gone through fire blazing crises and came out unscathed. David Neeleman of JetBlue took responsibility of the 2007 crisis when the ice storm struck East Coast. For Neeleman, it was not a matter of blaming the storm or his team. He took responsibility, compensated clients for delays and cleared the mess estimated at US$30 million. The results? JetBlue emerged stronger than before!

You too, can succeed now, and any other time, as far as you do not delegate responsibility!

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Image Credit: Jonny Caspari on Unsplash

This post was first published on May 27, 2019

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1Long, a wealth management platform in Vietnam, has received US$500,000 in a pre-seed investment round from Iterative, Monk’s Hill Ventures, R2VP, and Orionis Capital.

The new capital will be channelled into technology development, partnerships with asset managers and financial institutions, and strategic team expansion.

Also Read: ‘Resistance to digital wealth management has almost disappeared in SEA’: Bambu CEO Ned Phillips

Founded by a team of former investment banking and Y Combinator-backed veterans, 1Long enables individuals to start with as little as 10,000 VND (approximately less than US$1).

It offers two principal savings products, 1Safe and 1Term, designed for flexible savings with annual returns of up to 6.6 per cent and the possibility of earning rewards up to 9 per cent for long-term deposits. The platform allows daily transfers and withdrawals without fees, thus removing barriers to accessing funds.

Moving forward, 1Long aims to expand into investment products, including stocks, bonds, real estate, and additional value-added services such as retirement and tax planning. The platform caters to both domestic and international investors interested in the Vietnamese market.

In Southeast Asia, Vietnam’s fintech sector ranks among the top, with one of the highest growth rates, second only to Singapore, as reported by Acclime Vietnam and Decision Lab.

Also Read: Shifting the global paradigm of wealth management with digital assets

“It’s worth noting, according to Motor Intelligence, that the fintech market in Vietnam, while moving at a measured pace, is expected to ultimately surpass US$72 billion by 2029 with a projected 13 per cent compound annual growth rate (CAGR),” said Michael Do, Co-Founder and CEO at 1Long. “This promising trend highlights the vast potential within the sector and aligns perfectly with our mission at 1Long, as we navigate the maturing landscape with optimism and a clear focus on innovation and the financial success of our users.”

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X marks Echelon. Join us at Singapore EXPO on May 15-16 for the 10th edition of Asia’s leading tech and startup conference. Enjoy 2 days of building connections with potential investors, partners, and customers, exploring innovation, and sharing insights with 8,000+ key decision-makers of Asia’s tech ecosystem. Get your tickets here.

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Singapore-based Green COP, which produces sustainable biofuels derived from biowaste, recently announced the completion of an investment round with Ken Energy and other investors. The money will be used to establish a sustainable biofuels pilot plant with a one-tonne daily production capacity. The deeptech startup also appointed maritime veteran Teo Teng Seng as Chairman.

In this interview, Green COP co-founder Dr Hanson Lee discusses the plans with the newly acquired funds, partnerships, and alcohol-based biofuels industry.

Excerpts:

What is the background of the founding team of Green COP? What motivated the founders to focus on sustainable fuel solutions, and how does it contribute to environmental sustainability?

Green COP was founded by Dr Hanson Lee (an expert in biomass pre-treatment), Low Wang Chang (an MSc in Management of Technology), Sng Yee Ching (Chemical Engineer) and Prof Yang Kun-Lin (an expert in green catalysts). It started with research to give value to biowaste. After coming together with like-minded co-founders who are dedicated to environmental sustainability and the circular economy, it drives Green COP’s innovation in the biofuel sector, paving the way for cleaner energy solutions and a more sustainable future.

How does the partnership with Ken Energy help you in the long term? What is the mutual synergy here?

The partnership with Ken Energy provides mutual benefits in the long term. Ken Energy specialises in developing and implementing green energy solutions, focusing on advancing the use of renewable energy and alternative fuels to reduce emissions and promote a greener environment.

Also Read: Green COP secures investment to launch a pilot biofuels plant

This aligns perfectly with Green COP’s mission to drive sustainable fuel solutions. By joining forces, we aim to leverage Ken Energy’s expertise and resources to accelerate the adoption of our innovative biofuel technologies. Together, we aim to drive innovation and accelerate the adoption of sustainable fuel solutions in the region.

Could you provide more details on Green COP’s strategic collaboration with a leading global integrated palm oil player and how it will enhance the company’s capabilities in sustainable practices? Do you have any other partnerships in the pipeline?

Green COP’s strategic collaboration with a leading global integrated palm oil player enhances our supply chain resilience and sustainability efforts. This partnership provides us with a secure and sustainable source of feedstock for our biofuel production.

By leveraging our partner’s expertise in the palm oil industry and their commitment to sustainable practices, we can ensure responsible sourcing of raw materials. This collaboration strengthens our supply chain while reinforcing our mutual goal of driving positive environmental impact and promoting sustainable biofuel industry development.

As for potential future partnerships, while we cannot disclose specific details at this time, we remain committed to forging partnerships that align with our mission and values.

Can you explain Green COP’s patented pre-treatment and fermentation technology and how it enables the production of more efficient drop-in fuels?

Green COP’s patented pre-treatment process is non-energy intensive and at least 50 per cent faster than current industrial pre-treatment processes. This efficient process significantly reduces energy consumption while maintaining high yields.

Additionally, our patented fermentation technology utilises a co-culture system without the need for removing oxygen and aeration, minimising energy consumption and enhancing process efficiency. By optimising both pre-treatment and fermentation processes, Green COP achieves higher productivity and cost-effectiveness compared to traditional methods.

How do Green COP’s alcohol-based biofuels differ from traditional fuels in terms of shelf life and emissions reduction, and what impact do they have on environmental sustainability?

Green COP’s alcohol-based biofuels offer several advantages over traditional fuels. Green COP’s biofuels are drop-in fuels with a longer shelf life (more than 24 months). They contribute to a significant 30 per cent reduction in Nitrogen Oxide (NOx) emissions, making them a cleaner and more environmentally friendly alternative.

Also Read: Fostering sustainability through education

Besides, our biofuels significantly reduce greenhouse gas emissions compared to conventional fuels, contributing to improved air quality and mitigating climate change. By promoting the adoption of biofuels, we aim to drive the transition to a more sustainable energy future.

How does Green COP plan to leverage the newly acquired funds to establish a sustainable biofuels pilot plant, and what are the expected outcomes of this initiative? When and where do you plan to open the plant?

With the newly acquired funds, Green COP plans to establish a sustainable biofuels pilot plant with a capacity of 1 ton per day. This initiative will allow us to scale up production and test the viability of our technology on a larger scale.

The pilot plant will serve as a crucial milestone in our journey towards commercialisation, enabling us to refine our processes and optimise production efficiency. We plan to open the pilot plant this year at a location that will be revealed at a later date. Our goal is to demonstrate the feasibility and scalability of our sustainable biofuel solutions, driving innovation and sustainability in the energy sector.

In what ways does Green COP aim to foster a sustainable economy within the maritime and transportation sectors through its initiatives and technologies?

Green COP aims to foster a sustainable economy within the maritime and transportation sectors through our initiatives and technologies by providing clean and renewable fuel alternatives; we reduce the environmental impact of transportation activities, particularly in the maritime sector, which is a significant contributor to global emissions.

Our sustainable fuel solutions reduce carbon emissions and promote resource efficiency and circularity, contributing to a more sustainable and resilient economy.

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X marks Echelon. Join us at Singapore EXPO on May 15-16 for the 10th edition of Asia’s leading tech and startup conference. Enjoy 2 days of building connections with potential investors, partners, and customers, exploring innovation, and sharing insights with 8,000+ key decision-makers of Asia’s tech ecosystem. Get your tickets here.

Want more from your Echelon experience? Be an Echelon X sponsor or exhibitor. Send enquiry here.

The post ‘We will establish a sustainable biofuels pilot plant with a capacity of 1 ton per day’: Green COP appeared first on e27.

Prefer, a bean-free coffee startup in Singapore, has raised US$2 million in seed funding led by Forge Ventures.

500 Global, A*ccelerate, Better Bite Ventures, Sopoong Ventures, SEEDS Capital, Entrepreneur First, and Pickup Coffee also participated in the round.

The capital allows Prefer to make significant investments in growing the capacity of its production facility, expanding its ground coffee and ready-to-drink bottled beverages across Asia Pacific, starting with Singapore and the Philippines.

Also Read: Retrenched and dejected, this entrepreneur proved that a lot can happen over coffee

Co-founded in 2022 by Jake Berber (CEO) and Tan Ding Jie (CTO), Prefer makes coffee without coffee beans to ensure coffee is delicious, affordable, and sustainable. The company’s proprietary fermentation technology upcycles surplus bread, soy pulp, and spent grain to create a coffee substitute that offers the same aroma, taste, and brewing experience as traditional coffee.

Coffee, one of the world’s most popular beverages, is being threatened by climate change; it is forecast that by 2050, 50 per cent of coffee farmland will no longer be suitable for use. Shrinking coffee bean supply coupled with rising demand is leading to coffee bean prices soaring to unprecedented highs, and the team promises always to be the more affordable coffee option.

“As climate change erodes coffee farmlands, erratic weather puts crops at risk, and demand continues to rise, coffee bean prices will skyrocket. That’s where Prefer comes in to ensure the production and price of coffee become sustainable and stable in the long run,” said Jake Berber, Co-Founder and CEO of Prefer.

The company provides ground coffee compatible with standard espresso machines to its B2B customers, including cafes, coffee chains, distributors, and flavour houses, who seek a more affordable and sustainable coffee supply. It also offers ready-to-drink bottled coffee for quick-service food businesses, events, and retail shelves.

Also Read: Coffeefrom: Brewing sustainability from bean to product

For brands with sustainability goals, Prefer helps them slash their carbon footprint. It claims to produce an estimated 10x less carbon dioxide than traditional coffee beans, making it a beacon for a more sustainable coffee industry.

Prefer is available at 12 locations across Singapore, including 2023 Barista Championships winner Dough, Foreword Coffee Roasters, and select SaladStop! outlets. Household name partnerships are brewing and will be announced in 2024.

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X marks Echelon. Join us at Singapore EXPO on May 15-16 for the 10th edition of Asia’s leading tech and startup conference. Enjoy 2 days of building connections with potential investors, partners, and customers, exploring innovation, and sharing insights with 8,000+ key decision-makers of Asia’s tech ecosystem. Get your tickets here.

Want more from your Echelon experience? Be an Echelon X sponsor or exhibitor. Send enquiry here.

The post Prefer scores US$2M funding to take its bean-free coffee brand to Philippines appeared first on e27.