Singapore-based uHoo, a provider of smart indoor environmental quality (IEQ) monitoring and management solutions, has closed a US$3.7 million funding round.

The funding, a mix of equity and debt, will propel uHoo’s growth, particularly in the B2B sector and facilitate the development of new hardware and software products.

Wavemaker Ventures and Menarco Development Corporation led the funding round, which was participated in by Undivided Ventures, Raymond Rufino, Lighthouse Canton, and existing shareholders.

This investment comes as organisations globally increasingly focus on sustainability and environmental, social, and governance (ESG) initiatives. The demand for healthier, greener buildings is rising as businesses recognise the direct impact of indoor air quality (IAQ) on employees’ health, productivity, and well-being.

Also Read: uHoo raises fresh funding led by Wavemaker to ‘meet the increased demand’ for its indoor air quality sensors

uHoo’s flagship product, the uHoo Aura, is a comprehensive IEQ solution that monitors at least 13 parameters, with the ability to upgrade to 16. It provides real-time data on critical environmental factors, including temperature, humidity, air quality, noise levels, chemical pollutants, and various particle sizes.

These insights help building owners, managers, and tenants create more comfortable and healthier indoor environments while improving building performance. The system seamlessly integrates with existing building systems, allowing for automated controls of air conditioning, ventilation, and heating, which enhances occupant health and saves energy.

uHoo’s diverse clientele includes major property developers, multinational corporations in real estate, healthcare, finance, hospitality, and manufacturing, and government entities across Asia, Europe, and the Americas. Capitaland and JLL are among its clients.

According to Joel Ang, Principal at Wavemaker Ventures, uHoo’s approach to IEQ monitoring and management is comprehensive and can transform building operations. He noted that uHoo’s data and actionable insights enable customers to create healthier environments, enhancing their sustainability efforts.

Carmen Jimenez Ong, founder of Menarco Development Corp, stated that uHoo has helped them identify previously unseen issues, such as ventilation problems in high-traffic areas.

In 2020,  uHoo raised an undisclosed amount in a funding round led by Wavemaker Partners with participation from Enterprise Singapore and PropertyGuru Group co-founder Steve Melhuish.

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The East Ventures team

East Ventures, a Southeast Asian (SEA) venture capital firm, announced that it has concluded its first general partner-led (GP-led) secondary transaction.

Led by global secondary market specialist Coller Capital, the deal offered liquidity to investors in East Ventures 5 L.P. (EV5), a fund focused on seed and early-stage investments in SEA tech companies.

According to the firm, the transaction brings the fund’s distributions-to-paid-in capital (DPI) ratio to approximately 2.0x.

EV5, a top-performing fund within the firm’s portfolio, is anchored by notable technology companies such as IDN and Waresix. The transaction includes a profit participation component, allowing investors to secure returns while maintaining exposure to the fund’s future growth.

East Ventures will remain a key shareholder in these companies, continuing its role as an active partner to their management teams.

Also Read: uHoo secures US$3.7M to drive growth in smart indoor air quality solutions

Co-Founder and Managing Partner Willson Cuaca said, “We are pleased to partner with Coller Capital in designing a solution that delivers significant liquidity for our investors while maintaining strong partnerships with the companies in our portfolio. We believe these businesses are well-positioned to benefit from the growth of Indonesia’s digital economy.”

Coller Capital underwrote the transaction and praised the collaboration. “SEA is an exciting market with substantial growth potential, and we are proud to partner with East Ventures on this transaction,” said Peter Kim, Partner and Head of Asia and RMB at Coller Capital. “This deal reflects our ability to provide innovative liquidity solutions that align the interests of sponsors and their limited partners.”

UBS Private Funds Group served as an advisor on the transaction, with legal counsel provided by Gibson, Dunn & Crutcher for East Ventures and Debevoise & Plimpton for Coller Capital.

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Image Credit: East Ventures

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Have you watched Squid Game 2?

As someone with over 10 years of experience in Public Relations, I couldn’t help but notice the Front Man’s incredible ability to manipulate and persuade. The Front Man is truly a character who continues to fascinate me, as I’m constantly deconstructing how people influence and argue.

His tactics felt eerily familiar. They also reminded me of someone I know in real life with Type A personality traits, which made it easy for me to connect with the Front Man’s persuasion patterns. Even as his methods took a darker turn, they felt unsettlingly real.

Recap: A clash of ideologies

At the heart of Squid Game 2 lies an ideological battle between the Front Man and Gi-hun. The Front Man believes humanity is inherently selfish and irredeemable, while Gi-hun represents hope, believing people can change and support one another. Their conflict forces viewers to grapple with their own beliefs about human nature.

Halfway through Squid Game 2, I was suddenly reminded of a conversation I had with a wealthy crypto bro who knew several business people of eight to nine figures in net worth.

I once asked him, “Why don’t the privileged and powerful pool their resources to solve the world’s problems?” His reply stopped me in my tracks: “They’re the ones who created the persistent problems, why would they fix them?”

Over time, I began to see the truth in his words. Like the VIPs in Squid Game, there are forces that thrive on keeping the status quo intact. Especially with AI today, we now definitely have the resources to address issues like poverty and climate change but solving these problems very often do not align with the interests of those in control.

The top one per cent of the world’s elite set the rules, leaving the rest of us to play within the games that they have created. To truly change the system, good intentions and hard work alone won’t suffice. The 99 per cent will need to elevate ourselves—mentally, emotionally, and strategically—to access the influence and resources necessary to create meaningful change.

But is that even possible, because the majority of human beings may not fundamentally want change?

Was this also what The Front Man was driving at? There seems to be a part of him that secretly wishes to change the system through Gi-hun.

But after finding out that Gi-hun would rather sacrifice his own allies for his horribly-thought out coup, the Front Man probably realised that change was not possible and stopped playing.

The Front Man’s mastery of persuasion

This made me feel that The Front Man is truly a master persuader. His strategies rely on a deep understanding of emotions and motivations.

Unlike his role as Game Operator in Squid Game 1, he takes on the role of Player 001 in Squid Game 2, and his actions are nothing short of calculated genius.

Also Read: Failing the Olympic hurdle: Is it the beginning of the end for the Airbnb boom?

One of the most striking moments happens during the first round of voting. The Front Man casts the deciding vote, choosing “O” (to continue the games) despite the overwhelming tension in the room. This move isn’t random—it’s designed to demonstrate to Gi-hun how desperation drives people to do anything for money. Through this single action, he puts his ideology on full display.

When Gi-hun confronts him about the vote, the Front Man doesn’t miss a beat. He uses Gi-hun’s own logic against him, explaining that he voted “O” because Gi-hun’s previous victory gave other gamblers hope. It’s a masterful manipulation that reframes the situation entirely.

Another chilling moment occurs during the mingling game. The Front Man and Gi-hun save Player 149, Geum-ja, and ask her a seemingly innocent question: “Where is your son?” in the room. This question is far from casual. It’s designed to strike a nerve, forcing Geum-ja to confront the painful truth that her son has abandoned her when push came to shove.

This wasn’t idle conversation—it was a strategic move to trigger an emotional reaction. Geum-ja’s realisation leaves her shaken and she retaliated emotionally, highlighting the power of the Front Man’s subtle yet devastating methods.

He doesn’t lie or manipulate facts; he simply holds up a mirror, forcing others to see the truths they’d rather ignore.

A deep understanding of human nature

This mastery raises an unsettling question: Is it his persuasion that’s dark, or is it a reflection of human nature itself? The Front Man’s tactics reveal the power of understanding human instincts and using them as leverage to achieve desired outcomes.

What do you think? Could you beat the game—and how?

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“Singapore’s market is too small; shouldn’t we just use it as a regional hub?”

“Indonesia accounts for 40 per cent of Southeast Asia’s population and one-third of its GDP, so we should focus there.”

When approaching Southeast Asian markets, many companies use population size as their primary criterion. Indonesia with 280 million people, and the Philippines and Vietnam with over 100 million each, are undeniably attractive from a demographic perspective. In contrast, Singapore, with its domestic market of just under six million people, has received relatively less attention.

However, recent performance data from Southeast Asian unicorns (private companies valued at over US$1 billion) and success stories of Korean companies in Singapore are challenging the preconception of Singapore as merely a regional hub. Kevin Aluwi, Co-Founder of Indonesian unicorn Gojek, recently emphasised in an interview that “B2C startups must first prove themselves in Singapore.”

Indeed, Singapore’s GDP of US$462 billion significantly exceeds that of the Greater Jakarta (US$276 billion) and Bangkok (US$236 billion) regions. Even more noteworthy is its purchasing power. Singapore’s top one per cent earn an average monthly income of US$61,000, incomparable to Indonesia’s US$5,700.

Remarkably, 90 per cent of Singaporean households are “power users” – highly receptive to innovative products and services and willing to pay premiums for quality and convenience.

These market characteristics are well illustrated by recent successes of Korean B2C companies in Singapore. Athleisure brand ‘Andar’ expanded to a second outlet this year following strong consumer response after its initial entry last year. Food-tech startup ‘Gopizza’, which entered Singapore in 2020, has grown to become the third-largest pizza chain locally with over 20 outlets, using this success as a springboard to expand into Bangkok and Jakarta.

Korean beauty e-commerce platform ‘cocomo’ is extending its online success to physical stores, while various Korean F&B establishments are gaining tremendous popularity among Singaporeans amid the K-food wave.

These cases demonstrate the need for Korean companies to maintain a balanced perspective on both B2B and B2C markets when entering Singapore. While historically, companies often focused on B2B products to establish regional headquarters or target government procurement markets, recent years have seen increasing B2C success stories driven by the Korean Wave.

Also Read: Digital transformation and AI revolution: Shaping Singapore’s F&B industry with Korean restaurant tech

Particularly, lifestyle products align well with Singapore’s high living standards, creating a stable premium market.

Southeast Asian consumers are generally price-sensitive, necessitating dual strategies: tailoring approaches to regional income levels while maintaining separate premium and mass-market strategies. Deep analysis of middle-class characteristics is crucial, considering not just income levels but also education, digital literacy, and consumption patterns.

Singapore’s middle class, for instance, tends to quickly adopt innovative products and services, backed by high education levels and technological affinity.

Southeast Asian mobility platform Grab generated 23 per cent of its total 2023 revenue from Singapore – nearly matching Indonesia’s 29 per cent, despite the latter’s population being 40 times larger. This underscores Singapore’s strategic importance. As suggested in a previous column, success in Singapore can serve as a powerful foundation for expansion into other major Southeast Asian cities through the “point-line-plane expansion strategy.”

Companies eyeing Southeast Asian markets must move beyond the simple equation of “population equals market size.” When comprehensively considering purchasing power, consumption patterns, and market maturity, Singapore – though small – with its powerful purchasing power is establishing itself not just as Southeast Asia’s Silicon Valley but as a touchstone for foreign B2C companies’ success in Southeast Asian expansion.

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* This article was originally sourced from this.

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The startup ecosystem thrives on the allure of hustle culture. Founders boast of sleepless nights, marathon coding sessions, and 16-hour workdays as badges of honour. But behind these stories of relentless hustle lie less glamorous truths: burnout, strained relationships, and declining mental health.

Work-life balance often feels like a distant dream for founders and startup teams. Yet, it’s not an impossible goal. The key lies in redefining balance—not as a perfect equilibrium but as a dynamic approach to prioritising what matters. This article explores the realities of work-life balance in the startup world and how founders can achieve it without sacrificing their ambitions.

The current reality: Why balance feels out of reach

A 2023 survey by Startup Genome revealed that 74 per cent of startup founders experience burnout, and nearly half feel their personal relationships have suffered due to work pressures. Why is this so common in startups?

• The myth of hustle culture: Hustle culture glorifies overwork, equating long hours with dedication and success. Founders often feel that if they’re not constantly grinding, they’re falling behind.
• Startups demand everything: Early-stage startups require founders to wear multiple hats—CEO, marketer, recruiter, and customer service agent—all at once. With limited resources, stepping away from work can feel like abandoning the ship.
• Investor pressure: Founders often fear that setting boundaries will make them appear less committed, especially when trying to secure funding.

The result? A culture where overwork is normalised, and balance is deprioritised.

What balance really means

Work-life balance doesn’t mean dividing your time equally between work and personal life—it’s about aligning your priorities with your values. For founders, this often requires rethinking what success looks like.

Case Study: An edutech founder in India struggled with burnout while juggling product development and fundraising. Realising she was neglecting her family, she began reserving her mornings for “deep work” and evenings for family time. The result? Improved focus during work hours and stronger relationships at home.

Balance is less about time management and more about energy management. The question isn’t “How much time do I have?” but “What deserves my energy?” 

Lessons from founders who’ve found balance

• Set non-negotiables: Successful founders prioritise what matters most, whether it’s exercise, family time, or hobbies. These “non-negotiables” act as anchors, preventing work from consuming everything. Example: A fintech CEO in Singapore blocks out Friday evenings for dinner with friends. No exceptions. This ritual helps him reset after a demanding week.

• Learn to delegate: Many founders fall into the trap of believing they must do everything themselves. Delegation is not a weakness—it’s a leadership skill. Actionable tip: Identify tasks only you can do (e.g., investor meetings) and delegate the rest (e.g., social media management). Tools like Trello and Slack can streamline team collaboration.

• Redefine success: Founders often equate success with growth metrics—revenue, users, or funding. But true success is building a business that doesn’t compromise your health or relationships.

Also Read: How Gen Z’s view on work-life balance can transform your business

Building a culture of balance

Work-life balance isn’t just a personal challenge—it’s a cultural one. Startups often reflect the habits and values of their founders. Creating a culture of balance can benefit the entire team, leading to higher morale, better retention, and greater productivity.

Strategies for startups

• Flexible work policies: Offering remote work or flexible hours empowers employees to manage their responsibilities effectively. Example: A startup in the Philippines implemented a hybrid work model, allowing team members to choose their in-office days. The result was a 20 per cent increase in employee satisfaction.
• Encourage time off: Startups often glorify working through vacations or weekends, but encouraging employees to take breaks prevents burnout.
• Lead by example: Founders who respect boundaries—by avoiding late-night emails or taking their own vacations—set a tone of balance for the team.

 The challenges of pursuing balance

Achieving work-life balance as a founder comes with its own set of obstacles:

• Investor expectations: Founders often fear that setting boundaries will be perceived as a lack of commitment. Communicating openly with investors about the value of well-being can help shift this narrative.
• Time guilt: Many founders feel guilty taking time off, believing every moment away from work slows progress. Reframing breaks as productivity boosters is essential.
• Team dependence: In early-stage startups, teams often rely heavily on the founder’s involvement. Building processes and empowering team members to make decisions can reduce this dependency.

Actionable steps for founders

• Time-block your schedule: Allocate specific hours for work, personal activities, and rest. Treat these blocks as non-negotiable appointments.
• Embrace digital detox: Step away from screens during non-work hours to recharge. Use apps like Forest to enforce focus and downtime.
• Communicate boundaries: Be transparent with your team about your work hours and encourage them to do the same.
• Automate repetitive tasks: Tools like Zapier or Notion can automate workflows, saving time and mental energy.

Also Read: Without trust, there is no progress: the insight that defined my work life

The future of work-life balance in startups

As remote work becomes the norm, startups have an unprecedented opportunity to redefine work-life balance. Flexible schedules, asynchronous communication, and global talent pools make it possible to prioritise well-being without sacrificing productivity.

However, balance isn’t a one-size-fits-all solution. It’s a dynamic process that evolves with personal and business priorities. Founders who view balance as a strategic advantage—not a distraction—will build more sustainable businesses.

A new definition of balance

Work-life balance in the startup world isn’t a myth—it’s a deliberate choice. Founders who set boundaries, delegate tasks, and align their work with their values can achieve balance without compromising their ambitions.

The startup grind doesn’t have to come at the expense of your health or relationships. By embracing balance as part of the journey, you’re not only building a business—you’re building a life worth living.

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Eden Exchange co-founder Dhanush Ganglani

Australian fintech firm Eden Exchange has acquired Dealcierge, creating a new AUD50 million (US$31 million) Singapore-based platform named edenX.

This strategic move aims to establish one of the largest merger and acquisition (M&A) marketplaces and private deal networks in the Asia Pacific region. The edenX platform is designed to be a comprehensive, high-service marketplace catering to small and mid-sized M&A and capital raising.

Also Read: Beyond the union: Understanding the complexities and impacts of M&As

The combined entity brings together Eden Exchange and Dealcierge’s networks, technology, intellectual property (IP), and teams. This collaboration is intended to create an expanded digital and collaborative ecosystem to drive market growth across Asia, Australia, and New Zealand, with a long-term aim for global expansion.

edenX specifically focuses on the underserved sub-US$100 million SME M&A and capital markets sector. It aims to enhance access for business buyers and sellers, providing greater deal flow and access to private capital across borders.

The platform seeks to level the playing field by providing more equitable opportunities for clients and partners, modernising what is described as a fragmented industry, where over 97 per cent of businesses in APAC are SMEs. Technology-driven dealmaking is expected to improve deal velocity by increasing leads and reducing friction in the transactions ecosystem.

The platform will offer “unique” services for businesses, investors, and advisors, leveraging an extensive international network of over 120,000 vetted business buyers, sellers, and advisors. It also promises to increase deal success using AI technologies for seamless and powerful dealmaking services.

Dealcierge, an independent M&A platform incubated by SC Ventures, brings extensive Asian networks and a Capital Markets Services Licence from the Monetary Authority of Singapore (MAS). SC Ventures will retain a shareholding in the combined venture. Eden Exchange contributes its established Australian and New Zealand networks and experience of over 5,000 transactions via its DealXchange platform.

Dhanush Ganglani, CEO of Pegasus Dealmaking and co-founder of Eden Exchange, stated that edenX is the “next step in our mission to arm the long-underserved small to mid-sized M&A market”.

Also Read: What businesses should take note of before taking the M&A leap

Alex Manson, CEO of SC Ventures, aded he looks forward to being a supportive shareholder as the two companies combine to support the critical SME ecosystem.

Raghu Rajakumar, CEO and co-founder of Eden Exchange, noted that the marketplace will help facilitate the transfer of A$6.5 trillion (US$4.03 trillion) of assets and wealth from Baby Boomers to a new generation.

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Kapasl Living co-founders Vin Li Yap (L) and Zer Ken Yap 

The story of Kapas Living is one of entrepreneurial spirit, family collaboration, and a commitment to quality, all born from the crucible of a global pandemic.

What began as a desire to provide honest, high-quality bed linens has blossomed into a thriving “seven-figure” business, capturing customers’ hearts (and beds) in Malaysia and Singapore.

Before Kapas Living, the brother-and-sister duo of Zer Ken Yap and Vin Li Yap ran a property management startup, Plush Services. The business was going well, operating Airbnb properties in Malaysia, until the pandemic brought everything to a halt. With 30 employees relying on them, they knew they had to adapt quickly.

Also Read: Work-life balance in the startup world: Myth or achievable goal?

“This necessity sparked the idea for Kapas Living,” says Vin Li. “Kapas Living combines our hospitality experience and love for interior design to create a line of quality, affordable bed linens.”

The genesis of an idea

The idea for Kapas Living wasn’t entirely new. Even before the pandemic, the Yao siblings felt frustrated with the bedding market. “We noticed that department stores often used flashy marketing tactics, promoting misleading thread counts and offering significant discounts on products that didn’t live up to the hype,” she adds.

She recalled purchasing a set of hotel-quality bedsheets with a thousand thread count that started to pill after only a couple of washes. This experience solidified her desire to cut through the marketing fluff and offer reasonably priced, high-quality sheets.

Launching in October 2020, Kapas Living aimed to provide the comfort of luxury bedding within the confines of one’s own home at a time when travel and going out were restricted. This proved to be a fortunate decision, enabling them to survive the pandemic and build a new business.

Kapas Living doesn’t follow the typical industry hype. While many brands focus on thread count, Kapas Living shifted the focus to cotton quality and weave. “Our philosophy is simple: provide honest, great sheets without exaggerated claims or fluffy marketing,” she says. The founders insist on using extra-long staple cotton and finding the ideal weave.

All products are OEKO-TEX certified, meaning they are free from harmful substances. The down pillows and duvets are Responsible Down Standard (RDS) certified, ensuring ethical sourcing.

Moreover, Kapas Living’s foam products are CertiPUR-US certified, meeting stringent content, emissions, and durability standards.

Building trust through transparency

According to Vin, breaking into a market dominated by larger companies was no small feat for the new brand. To ensure genuine market reception, the duo initially didn’t promote Kapas Living to friends and family.

“Fortunately, the positive reviews we received validated our passion for genuine quality, with an average rating of 4.9 stars on our website and on e-commerce platforms like Shopee and Lazada. By staying true to our values of quality, transparency and sustainability, we managed to carve a space for ourselves in the competitive bedding market,” Vin claims.

Kapas Living’s key target audience is people just like them—individuals who appreciate quality bedding at fair prices. They were frustrated with the high prices in department stores, which often don’t guarantee quality.

While post-COVID-19 inflation impacted the margins, the company worked tirelessly to renegotiate with suppliers, improve packaging, and optimise warehousing processes to maintain quality without burdening the customers with excessive costs. It also collaborates with hotels and retail brands and can quickly produce customised goods at competitive wholesale prices.

Growth strategies and e-commerce

Becoming a 7-figure business involved a lot of hard work and a willingness to pivot when needed. The siblings are always exploring new product ideas; if something doesn’t work, they quickly try a new approach.

Currently, the founders claim Kapas receives around 2,500 orders a month. Its expansion from Malaysia to Singapore has boosted growth, with the Singapore business turning a profit within a short period.

The founders started by building their first online store themselves using WooCommerce. While this took more time, it helped them gain a deep understanding of e-commerce platforms.

They later migrated to Shopify for a more robust and stable platform. “Running our own website gave us more control over brand image, pricing, and promotions, but we also had to invest heavily in marketing,” she shares.

Kapas Living also began selling on platforms like Shopee, Lazada, and TikTok to broaden its reach. After a period of experimentation with promotions and campaigns, its sales grew and product rankings rose. Today Kapas Living is among the top 10 bedding brands on Shopee.

Looking ahead

Kapas Living’s expansion doesn’t stop there. Responding to numerous customer requests, it plans to explore offline retail in 2025. The firm has also extended its product line to include premium bath towels, duvets, blankets, and pillows, all made with the same high-quality materials as its bed linens. The firm is looking to scale up across Southeast Asia.

Also Read: Is Singapore’s domestic market really that small?

Starting the business during the pandemic was a tremendous learning experience and had many challenges. The founder was six months pregnant when they launched Kapas Living, and it was a lot to juggle, from learning e-commerce and digital marketing to setting up a warehouse.

Navigating the supply chain was another hurdle, with one batch of inventory having to be written off due to quality issues. These challenges were invaluable lessons and made them stronger as a team.

As a bootstrapped company, Kapas Living managed cash flow by doing everything itself at the beginning, from building the website to packing orders. The firm also benefited from media coverage, which helped build brand recognition without marketing spend.

Vin admits that balancing motherhood and entrepreneurship required significant planning and support from family. Relocating to Singapore taught them to delegate and trust their team.

The future is bright

Kapas Living has grand ambitions. It wants to continue innovating and expanding its product range. It considers Malaysia and Singapore its core markets and wants to deepen its presence there. It is also open to expanding into other parts of Southeast Asia.

With a focus on continuous hard work and perseverance, the future looks promising for Kapas Living.

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(L-R)Ravi Bhushan CEO and founder of BrightCHAMPS and Dushyant Panchal, co-founder and CEO of Edjust

BrightCHAMPS, a global company providing online, offline, and hybrid STEM-accredited life skills classes, has acquired the Indian K12 education marketplace Edjust in a cash and stock deal.

Other details of the transaction remain undisclosed.

This marks BrightCHAMPS’s fourth acquisition since its inception in 2020, following Education10x (2021), Schola (2022), and Metamorphosis Edu (2023).

The Edjust acquisition is a strategic move to strengthen global expansion efforts and “enforce higher standards in customer acquisition” within the edutech industry.

Also Read: Edutech firm BrightCHAMPS earmarks US$10M to double down on Vietnam

BrightCHAMPS CEO Ravi Bhushan said: “This acquisition is a particularly exciting milestone because it is a clear financial indicator of our priorities and our strategy for growing the company in a sustainable manner.”

Under BrightCHAMPS, the founders of Edjust will focus on refining their sales model and expanding parent networks across all 30 of BrightCHAMPS’s operational regions. The combined entity aims to incorporate personalised AR, VR, and XR experiences to provide potential students and parents with a comprehensive view of their educational journey.

The acquisition also includes plans for a new distribution channel that will deliver academic content in subjects such as Math, Science, and English. This move aims to ensure students’ overall success and future readiness.

Founded in 2022 by Dushyant Panchal, Anmol Mittal, and Sanjay Panikar, Edjust utilises a blend of AI and human emotional intelligence, along with data and contact centres, to identify parents with a strong interest in edutech products. With a track record in the US and UK markets, Edjust’s approach ensures sales efforts are directed towards genuinely interested parties.

Also Read: ‘High cash-burn growth strategy is ultimately unsustainable’: BrightCHAMPS’s Ravi Bhushan

Established in 2020, BrightCHAMPS offers STEM-accredited classes in various subjects, including coding, robotics, AI, financial literacy, and entrepreneurship. The company has raised US$63 million from GSV Ventures, BEENEXT, Premji Invest, and 021 Capital.

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Jensen Lim, Co-Founder of HeyRocket

As Singapore prepares to implement the Tripartite Guidelines on Flexible Work Arrangement Requests (TG-FWAR), which started on December 1, 2024, the workplace landscape is set to transform significantly. These guidelines aim to normalise flexible work arrangements (FWAs), requiring employers to establish formal processes to consider employees’ requests.

But what does this mean for businesses navigating a tight labour market and evolving employee expectations?

We sat down with Jensen Lim, co-founder of HeyRocket, to gain his expert perspective on how flexible work arrangements (FWAs) are reshaping the workplace, influencing recruitment strategies, and redefining the future of work.

How will the upcoming Tripartite Guidelines on Flexible Work Arrangement Requests impact talent attraction and retention in Singapore?

“The availability of FWAs is a significant factor for job seekers when evaluating job opportunities,” Lim began. “The guidelines will have a positive impact by requiring employers to accommodate FWA requests, giving businesses, especially SMEs, access to a larger pool of talent. This not only improves job satisfaction and retention but also helps employers save on recruitment and training costs in the long term.”

However, he pointed out that challenges remain: “Culture and communication can be hurdles, especially for workplaces that lack the proper tools and skillsets to minimise productivity disruptions. Labour-intensive industries like healthcare, logistics, and F&B will face additional difficulties in implementing such policies.”

How have employers balanced operational needs with employees’ FWA requests?

“Clear communication is key,” Lim emphasised.

He explained that when employees understand the business’s goals and operational needs, they are more likely to make fair and reasonable requests.

The HeyRocket team in Singapore connecting with their Malaysian colleagues during an online call

Can FWAs provide a competitive advantage in Singapore’s tight labour market?

Lim suggests that the effectiveness of FWAs as a competitive advantage depends on the industry:

“In high FWA adoption industries like IT and finance, FWAs are more of a baseline expectation than an advantage. But, in sectors like F&B and hospitality, where adoption is low, offering strong FWA policies can set companies apart. Still, employers shouldn’t over-rely on FWAs alone—career growth and company potential remain top priorities for most employees.”

Do you see FWAs becoming the norm or staying a niche offering?

“I believe FWAs will move toward becoming the norm as social and political forces continue to push for it,” he explained. “That said, certain industries will need more time to analyse how FWAs can complement their operations, and for now, it may remain a niche offering for some businesses.”

Why do some larger firms insist on a full return to the office, despite the growing demand for flexibility?

Lim identified several reasons, including productivity concerns, leadership preferences, and even real estate commitments:

“Face-to-face meetings often get things done faster and reduce miscommunication. Having everyone in the office makes it easier to access colleagues for discussions, which drives efficiency. However, with proper tools, infrastructure, and employee up-skilling, similar productivity levels can eventually be achieved with FWAs.”

Also Read: How the tech industry is redefining the remote work culture

What challenges might companies face if they enforce full-time in-office policies?

“No policy pleases everyone,” Lim admitted. “Companies enforcing full-time in-office policies risk losing talent to competitors offering FWAs. It can also lead to lower employee motivation and productivity. However, it’s always better to have employees who consider the company’s perspective when analysing a situation, rather than focusing solely on how it affects them personally.”

We also delved into how flexible work arrangements (FWAs) are influencing the perspectives of both candidates and employers and here’s what Lim had to say.

How significant is flexible working compared to factors like compensation and career growth when candidates evaluate potential employers?

“Flexible work arrangements are definitely a strong factor for many job seekers when evaluating a job,” Lim explained. “It’s a common question candidates ask. However, in my experience as both an employer and a recruiter, only about 1-2 out of 10 candidates prioritise flexibility over compensation and career growth. Employers should integrate FWAs with other key factors, like career progression opportunities, to maintain a competitive edge.”

This perspective underscores that while FWAs are important, they are often viewed as part of a larger package rather than a standalone priority.

Have you observed any demographic trends in candidates who prioritise flexible work arrangements?

Lim highlighted two specific groups:

“New parents, regardless of age, tend to value flexibility due to their new commitments and are more likely to choose roles that provide it. Gen Z is another group that highly prioritises FWAs, especially those who started their careers during the COVID-19 years. They’re tech-savvy and accustomed to work-life integration, making it a big adjustment for them to consider jobs without such practices.”

It does seem like a generational and lifestyle shift is shaping the way employers tailor their offerings to attract diverse talent pools.

How can employers measure the impact of FWAs on metrics like productivity, retention, and innovation?

“Employers need a mix of quantitative data collection, qualitative feedback, and benchmarking,” Lim advised. For productivity, he suggested tracking key performance indicators (KPIs), using time-tracking tools, and gathering employee feedback on outcomes.

“Retention can be analysed through turnover rates, exit interviews, and employee engagement surveys, comparing this data against industry benchmarks. As for innovation, monitoring idea generation, cross-department collaboration, and employee feedback on creativity can help gauge its impact.”

A multi-faceted approach enables companies to align their FWA policies with broader business goals.

What feedback have you received from employees about flexible work arrangements?

Lim shared findings from a recent internal survey:

“We asked our team about FWA as a factor when applying for jobs. While everyone agreed that some form of flexibility is favourable, the majority prioritised the company’s growth, potential career progression, and compensation over FWAs. Currently, we operate a full-time-in-office policy due to operational requirements, but we do evaluate FWA requests on a case-by-case basis.”

This feedback highlights the balancing act between operational needs and employee expectations, underscoring that flexibility is just one piece of the puzzle in creating an attractive workplace.

The workplace is undergoing a seismic shift, shaped by advancing technology, evolving employee priorities, and global dynamics. Lim outlined a compelling vision for the future, urging employers to embrace flexibility, harness the potential of AI, and adapt to emerging trends like the gig economy.

Employers must embrace flexibility, not just in physical workspaces (home or office), but also in meeting the diverse needs of their employees

By investing in the right tools, up-skilling their workforce, and rethinking traditional models, businesses can not only navigate these changes but thrive in the ever-evolving world of work.

The four-day work-week has been a topic of much debate. Do you think it could gain traction in Singapore, and what challenges do you foresee for its adoption?

“First, it’s important to clarify that a four-day work week doesn’t mean working fewer hours. The same contracted hours are usually distributed across fewer days, resulting in longer workdays that could impact productivity and increase stress levels,” Lim explained.

Also Read: How to keep your remote employees’ networks more secure

He also pointed to industry-specific challenges:

“For sectors like aviation and healthcare, which require 24/7 availability, a four-day work week would disrupt workforce planning and service levels. Companies would need to hire larger workforces, which may not be feasible.”

Additionally, Singapore’s global interconnectedness could complicate adoption:

“As a small country that thrives on global investments, Singapore relies on working closely with counterparts worldwide. If we adopt a four-day work week while others stick to five or six days, it could lead to service delays and inefficiencies, ultimately harming our competitiveness.”

How do you see flexible work arrangements evolving over the next five to ten years in Singapore?

“I believe FWAs will eventually become the norm, but there will be hurdles along the way,” Lim explained. “As technology continues to improve, it will help reduce some of the challenges associated with adopting flexible arrangements.”

Do you foresee any potential risks or downsides to the growing trend of flexible work arrangements?

“A significant downside is the challenge for industries like healthcare, F&B, logistics, and hospitality, where implementing FWAs seems nearly impossible,” Lim noted. “These sectors, already struggling with manpower shortages, may face additional retention challenges as employees move to industries that offer FWAs.”

He also highlighted the impact on onboarding and team integration:

“With fewer in-person interactions, it may take longer for new employees to get up to speed, increasing training costs and slowing career growth. Social bonding over lunch or coffee breaks, which helps with team integration, may also be harder to achieve.”

What skills or attributes will be most important for candidates in a workplace dominated by flexibility and hybrid models?

According to Lim, adaptability and communication skills will be paramount:

“Strong online communication, listening, and collaboration skills are essential in a hybrid environment where virtual interactions dominate. Candidates need to convey ideas clearly in written and verbal forms and be good listeners to ensure they capture their colleagues’ messages accurately. Being digitally savvy and able to adapt to new tools effectively is also critical.”

Discipline, he added, is another key attribute:

“Flexibility requires candidates to manage their time effectively and work independently without supervision. At the same time, discipline is important to avoid overworking, which could harm their health and well-being.”

What trends do you foresee shaping the future of work in Singapore, and how should employers prepare to stay ahead?

“One of the key trends is the increased adoption of hybrid or remote working,” Lim shared. “I foresee this becoming the norm in the long run, and employers need to start preparing to minimise disruptions to productivity and operations. This means investing in online collaboration tools and training staff to use them effectively. Additionally, companies should shift performance evaluations to focus on outcomes rather than inputs to reflect the new ways of working.”

Lim also highlighted the rise of artificial intelligence (AI) as a transformative force in the workplace:

“AI is not here to replace employees but to help them be more effective and efficient, enabling them to add more value to organisations. Employers should identify inefficiencies within their processes and invest in the right AI tools—not just adopt solutions for the sake of it. Up-skilling employees to maximise the benefits of AI is equally crucial.”

He also noted the growing significance of the gig economy:

“More professionals are seeking flexibility and autonomy in their work, choosing freelancing or contracting over traditional employment models. Employers will need to adjust their workforce strategies to accommodate these non-traditional workers if they want to tap into this talent pool.”

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We all know the way we shop has been completely transformed by the neo-retail wave, and a lot of it has to do with how we, as consumers, have evolved. With all of us being so plugged into social media, we’re not just buying things anymore; we’re making informed choices.

We’re more connected and more in the know, and we really want our shopping experiences to feel personal. We crave convenience and honesty from the brands we love. Neo-retailers? They get it. They’re using tech to make our shopping journeys feel like they’re tailored just for us.

From a business perspective, neo-retail is like opening a door to a world of opportunities. It’s not just about having a physical store anymore. By blending the online and offline worlds, even the smallest businesses can dream big, reaching out to customers from every corner of the globe. It’s like the whole digital world is a giant marketplace!

Neo-retail is more than just a trend. It’s the future. It’s like we’re on the brink of a whole new era in shopping.

Neo-retail, which signifies the “next frontier of productivity,” could change how people shop and the world economy.

The rise of neo-retail: A paradigm shift in consumer experience

Neo-retail differs from traditional brick-and-mortar stores since it uses digital platforms and cutting-edge technologies to make shopping seamless. Consumers are demanding ease, personalisation, and quick gratification as e-commerce platforms and the use of smartphones are increasing by leaps and bounds. Neo-retail provides omnichannel experiences that seamlessly combine physical stores, mobile apps, and interactive internet platforms to match these expectations by merging online and offline channels.

Also Read: Empowering retailers: The transformative potential of  digital shelf in e-commerce 

Neo-retailers can offer personalised and interesting shopping experiences by using cutting-edge tech like augmented reality (AR), virtual reality (VR), and artificial intelligence (AI). AI-driven chatbots can help in real time, AR improves virtual try-ons, and VR lets you go to a showroom online. All of these features make customers happier and more interested.

Unlocking economic growth and efficiency

Neo-retail is poised to unlock significant economic growth and efficiency gains across various sectors. By leveraging data analytics and machine learning algorithms, neo-retailers can gain valuable insights into consumer behaviour, preferences, and trends. This data-driven approach enables targeted marketing campaigns, personalised product recommendations, and optimised inventory management, leading to higher sales conversion rates and reduced costs.

Adding Internet of Things (IoT) devices and smart sensors to stores lets you track goods in real time, predict demand, and improve the supply chain. This operational efficiency cuts down on waste, keeps stores from running out of stock, and boosts total productivity, which is suitable for retailers and customers.

Empowering SMEs and local economies

Neo-retail’s capability to empower SMEs and promote local economies is a significant benefit. SMEs may use global online platforms and marketplaces to showcase their products and compete with larger companies. Retail democratisation boosts innovation, entrepreneurship, and employment in emerging nations.

Moreover, neo-retail encourages the growth of sustainable and locally sourced products. Connecting consumers directly with local producers promotes ethical and environmentally friendly practices. This emphasis on sustainability resonates with conscious consumers, driving demand for eco-friendly products and supporting the growth of responsible businesses.

The role of data analytics in neo-retail

Diving into the world of neo-retail feels a bit like stepping into a detective story. With data analytics playing Sherlock Holmes, retailers are piecing together clues about what we, the shoppers, really want. It’s all about reading between the lines of massive data to spot trends, preferences, and our little shopping quirks.

The magic of big data is like having a crystal ball. Retailers can peek into the future, predicting what we’ll be craving next. It’s like they’re always one step ahead, ensuring the shelves are stocked with just the right goodies. No more frustrating ‘out of stock’ signs!

And the cherry on top? That personalised touch. By grouping us based on our shopping habits, retailers can tailor their approach, making us feel like we’re getting the VIP treatment every time. It’s like they’re saying, ‘Hey, we see you, we get you, and we’ve got just the thing for you.’ And honestly, who doesn’t love feeling a bit special when they shop?”

Also Read: Retailetics’s smart cart offers personalised in-store experience while generating real-time customer insights

Neo-retail’s success is primarily due to data analytics, which helps companies make wise decisions and streamline their processes. Through big data, merchants can significantly understand consumer trends, preferences, and behaviour. These insights fuel more cost-effective and sales-converting marketing efforts, customised product suggestions, and improved inventory management.

Final thoughts

As neo-retail gains momentum, its economic potential becomes increasingly evident. By adopting technology, customisation, and smooth channel integration, neo-retailers are revolutionising the retail experience, stimulating economic expansion, and strengthening regional economies. 

Every time we think about where the retail world is heading, we can’t help but feel a buzz of excitement. We’re on the cusp of something big, and this shift is like watching a new era unfold right before our eyes.

With all these advanced strategies and tech tools coming into play, shopping is becoming more streamlined, adaptable, and, well, just plain cool.

As we all navigate this new landscape, neo-retail feels like the guiding star leading the way. It’s not just about shopping anymore; it’s about shaping economies and changing the game.

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This article was first published on October 30, 2023

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