For over two decades, corporations compensated for inefficiency by adding layers of coordination instead of fixing the system. When something didn’t work, they didn’t redesign it — they hired someone to “manage” it.

Soon, entire ecosystems of meta-work emerged — jobs that existed to describe, oversee, or justify other jobs. They multiplied inside large organisations — roles that filled reporting gaps, not production gaps.

As anthropologist David Graeber famously wrote: “A bullshit job is one that, even the person doing it, secretly believes need not exist.”

These positions kept the corporate machine comfortable — absorbing graduates, padding hierarchies, and maintaining the illusion of growth.

These roles didn’t produce value — they performed it. Their output was visibility: reports, alignment sessions, status meetings, dashboards, updates.

But when AI arrived, it became the ultimate performance review. Anything that didn’t create measurable value became a candidate for deletion.

The great correction

When AI arrived, it didn’t have the patience for this theatre. Algorithms don’t need “alignment calls. They only need inputs and clear parameters.

AI didn’t just automate repetitive work — it audited the entire white-collar economy.

It isn’t just replacing labour — it’s revealing how much of it never created value in the first place.

It exposed:

• How much of “knowledge work” was actually administrative overhead?
• How many middle layers existed to repackage data and PowerPoints?
• How many decisions could be made faster, cheaper, and more accurately by algorithms?

Suddenly, entire strata of “pseudo-productive” roles were wiped out, and the pendulum swung from overemployment to over-efficiency.

What’s left now is a leaner economy — one that prizes execution, creativity, and synthesis over attendance, meetings, and memos.

Also Read: Levelling the playing field: How AI can transform SME hiring

The new problem: The missing middle

The irony? This over-correction might have been a step too far.

Automation isn’t just transforming industries — it’s compressing the career ladder. Across every sector, entry-level roles once considered “training grounds” are disappearing.

Many of those “bullshit jobs” accidentally functioned as incubators. Junior staff learned how organisations worked, how decisions were made, and how to navigate pressure.

Customer service? Now handled by AI chatbots. Data entry and basic analysis? Automated by APIs. Assistant and junior admin functions? Replaced by workflow software.

What looks like efficiency today creates an invisible problem tomorrow: A generation entering the workforce without ever learning how to work.

A leadership gap in the making

For decades, career development followed a predictable rhythm:

Learn by doing -> Manage a small process -> Lead a team.

But when the doing gets automated, the learning disappears. Graduates who might have started as analysts, assistants, or coordinators now face a jump directly into mid-level roles without the muscle memory of execution.

This creates a silent bottleneck:

• Fewer people trained in operations -> fewer competent managers.
• More theoretical graduates -> less real-world decision-making skill.
• An over-supply of “strategy talent” but an under-supply of “execution talent.”

That’s how an economy ends up with brilliant resumes but brittle organisations.

Also Read: AI bubble fears trigger market rotation: What it means for crypto and tech stocks

The opportunity: Build value, not vanity

This is where the real entrepreneurs and builders step in. The correction creates room to rebuild the work ecosystem around true value creation.

It’s not about bringing the old jobs back — it’s about building smarter ladders. If the bottom rungs are gone, we need new scaffolding:

• Apprenticeship ecosystems: partnerships between companies, startups, and governments to provide project-based learning.
• Fractional roles: part-time or remote junior assignments across multiple SMEs, giving broad exposure fast.
• AI-assisted training: using automation not as a replacement, but as a coach — teaching new workers how systems think and operate.

These are the new entry points into experience.

What businesses can do

For companies, this isn’t just a social issue — it’s a strategic one. Without a functioning entry pipeline, your future management pool shrinks.

Forward-thinking firms are already experimenting with:

• “Shadow roles” where junior hires train alongside AI systems.
• Cross-border internships connecting young professionals in emerging markets to remote SMEs abroad.
• Skill micro-certifications that replace old job titles with verifiable execution capability.

This is where companies can make a difference, building the frameworks that connect ambition to apprenticeship, learning to leadership.

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Financial markets stand at a pivotal intersection where technical pressures, valuation concerns, and shifting monetary policy expectations converge to create both opportunity and risk. The S&P 500 index recently breached key moving averages, though the 200-day moving average remains a robust support level. This technical development suggests short-term volatility remains likely, yet it does not warrant abandoning core equity positions.

Instead, prudent risk management through strategic hedging becomes essential as markets digest mixed signals. Professional fund managers currently maintain exceptionally low cash levels, while exchange-traded funds drive the majority of market flows, creating a paradoxical environment of high liquidity and stretched positioning that could amplify any sudden market reversals.

The concentration of market leadership within the Magnificent Seven technology stocks has begun to show signs of fragmentation, with valuations now trading below 30 times earnings and performance dispersion widening significantly. This development marks a crucial transition point where passive indexing strategies may underperform active stock selection.

Investors must avoid crowded trades and instead focus on selective exposure to genuine outperformers within the technology sector. The recent relief rally across US equities on Friday, with the Dow Jones Industrial Average climbing 1.1 per cent, the S&P 500 gaining one per cent, and the Nasdaq Composite rising 0.9 per cent, reflected improving risk sentiment driven by growing expectations of Federal Reserve rate cuts.

Market participants now price in a 62 per cent probability of a December rate cut, with UOB economists maintaining their expectation for a 25 basis point reduction at the upcoming Federal Open Market Committee meeting. The Fed will enter its mandatory blackout period from November 29 to December 12, 2025, limiting official communication during this critical decision window.

Fixed income markets responded to these shifting expectations with Treasury yields edging downward, the 10-year note settling at 4.063 per cent, and the 2-year note at 3.507 per cent. This movement signals growing defensive positioning among institutional investors, supporting the strategic case for maintaining duration exposure in the four to five year range. The spread between equity and bond valuations has widened sufficiently to make quality fixed income increasingly attractive as a portfolio diversifier ahead of anticipated Fed easing.

Simultaneously, currency markets exhibited nuanced behaviour with the US dollar gaining strength for the week while the Japanese yen rose sharply on Friday following Japan’s strongest warning yet regarding recent currency weakness. This intervention risk near the 160 yen per dollar level requires close monitoring as currency volatility could spill over into broader market stability.

Commodity markets reflected geopolitical sensitivity with Brent crude oil dipping on prospects of a potential Russia-Ukraine peace deal, while gold maintained its position above the psychologically significant US$4,000 level. Gold’s resilience underscores its continued role as a defensive hedge against market uncertainty, while oil prices remain acutely sensitive to geopolitical developments that could disrupt supply chains.

Also Read: 43 per cent chance of a Fed rate cut isn’t enough: Markets brace for a volatile December

Asian equity markets declined on Friday as concerns over stretched artificial intelligence valuations weighed on investor sentiment, though US futures pointed higher at the start of the new week. Within regional allocations, technology exposure combined with dividend-paying stocks appears preferable for maintaining Asian market participation while managing valuation risks.

The cryptocurrency market experienced a modest 1.36 per cent gain over the last 24 hours, rebounding from extreme fear sentiment and oversold technical conditions. However, this recovery appears fragile when viewed against a 6.62 per cent weekly decline and a substantial 19.44 per cent monthly drop. The Relative Strength Index reached an extremely oversold reading of 18.98 before the recent bounce, suggesting technical exhaustion rather than fundamental conviction.

Regulatory developments provided temporary support as Grayscale’s Dogecoin and XRP exchange-traded funds received approval for NYSE Arca listing, scheduled to begin trading on November 24. These approvals, alongside Franklin Templeton’s XRP ETF launch and BlackRock’s staked Ethereum ETF filing, signal institutional demand and regulatory progress that temporarily offset broader market anxiety. XRP and Dogecoin outperformed Bitcoin during this period, with XRP gaining 1.58 per cent compared to Bitcoin’s 1.36 per cent rise, though early trading volumes for the new ETF products will determine whether this optimism sustains.

Binance continued to demonstrate ecosystem strength, maintaining its position as the world’s leading cryptocurrency exchange with over US$2 trillion in monthly trading volume, representing 41.1 per cent of global crypto trades. BNB token rose 1.35 per cent, supported by ecosystem updates including the CMC20 index token launch on BNB Chain. While Binance’s liquidity depth provides price stability benefits, derivatives trading volume fell 52 per cent over 24 hours, indicating cautious leverage usage among sophisticated traders. This mixed signal highlights the market’s transitional nature, where retail enthusiasm meets institutional caution.

From a global asset allocation perspective, US equities appear relatively expensive compared to international value-oriented strategies that have begun showing strong relative performance. This valuation disparity creates a compelling case for strategic diversification beyond US borders while maintaining exposure to high-quality American companies.

Selective non-US value investments and mid-cap strategies offer opportunities to generate alpha as market leadership broadens beyond the narrow technology concentration that dominated recent years. The combination of reasonable valuations in international markets and attractive entry points in quality fixed income creates a unique opportunity for portfolio rebalancing.

Also Read: Markets on edge: Fed ambiguity fuels risk-off mood as Aster surges amid crypto bloodbath

My perspective on this market juncture emphasises cautious optimism tempered by rigorous risk management. The technical breakdown in major indices, combined with stretched positioning metrics, suggests near-term volatility will persist, yet the fundamental case for equities remains intact, given anticipated monetary policy easing.

The widening dispersion within technology stocks represents not a warning sign but rather a healthy maturation of the market cycle where stock selection matters more than sector allocation. The approval of cryptocurrency ETFs marks genuine institutional acceptance, though the asset class remains highly speculative and should represent only a small portfolio allocation for most investors.

The most critical factor for investors remains maintaining discipline amid conflicting signals. The 200-day moving average’s resilience as support for the S&P 500 provides a valuable technical anchor, while the 62 per cent probability of December rate cuts offers fundamental justification for maintaining equity exposure.

However, the extremely low cash levels among professional managers and the dominance of ETF flows create vulnerability to sharp reversals that could test even the strongest support levels. Bond markets offer increasingly attractive risk-reward characteristics as yields remain elevated relative to expected inflation and growth trajectories.

Geopolitical risks continue to influence commodity markets disproportionately, with oil prices sensitive to peace negotiations while gold maintains its safe-haven appeal. Currency markets require particular attention as central bank policies diverge, with the yen’s intervention risk near 160 representing a potential flashpoint for global volatility. Asian markets face the dual challenge of high technology valuations and economic growth concerns, making selective exposure to dividend-paying stocks and established technology leaders more prudent than broad regional bets.

The cryptocurrency market’s fragile recovery underscores the importance of distinguishing between regulatory progress and fundamental value. While ETF approvals represent significant milestones, the 19.44 per cent monthly decline and extremely oversold technical conditions suggest caution remains warranted. Binance’s ecosystem strength provides stability, but the 52 per cent drop in derivatives volume reveals underlying caution that contradicts surface-level price gains.

Also Read: The hidden growth engine: How offshore creative teams are powering global marketing innovation

Looking ahead, the Federal Reserve’s December meeting will likely serve as the next major catalyst, with markets already pricing in significant easing. This expectation creates both opportunity and risk, as any deviation from anticipated policy could trigger substantial volatility.

Investors should focus on quality across all asset classes, maintaining core equity exposure while strategically adding high-grade fixed income as yields remain attractive. International diversification offers valuable valuation benefits, particularly in value-oriented strategies that have underperformed during the recent technology-driven rally.

The crossroads markets face today require neither panic nor complacency, but rather thoughtful adaptation to changing conditions. Technical support levels, valuation disparities, and monetary policy expectations all point to a transitional period in which active management and risk-aware positioning will outperform passive approaches.

By maintaining core exposures while hedging downside risks, selectively participating in institutional adoption trends like cryptocurrency ETFs, and diversifying globally toward more attractive valuations, investors can navigate this complex environment while positioning for long-term success. The path forward demands patience and discipline, recognising that market leadership transitions rarely occur smoothly but ultimately create stronger, more sustainable growth foundations.

—

Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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Touchstone Partners has unveiled a new US$10 million Green Transition Fund at the Grand Finale of the Net Zero Challenge 2025, marking a major boost for climate-tech innovation in Vietnam and Southeast Asia.

The firm said the fund will begin deployment in December, targeting startups working in sustainable agriculture, the circular economy, waste management and new energy tech.

The initiative aims to strengthen the region’s fast-developing climate-innovation landscape. Each funded startup will receive capital alongside hands-on coaching and strategic guidance from Touchstone Partners and its international advisory network.

Since 2021, Touchstone Partners has positioned itself at the forefront of climate-tech investment, backing notable companies such as Selex Motors, Stride, Alterno, Enfarm, Neorice and Forte Biotech.

According to the firm, this portfolio has “consistently outperformed while supporting Vietnamese SMEs and farmers to leapfrog to sustainability,” showcasing what it calls the “high-impact, high-return” potential of the new green economy. Several of its investees — including Alterno, Enfarm and Forte Biotech — have expanded into markets such as China, Japan, Indonesia, Malaysia, the Philippines and Thailand.

Also Read: How to tackle climate change by choosing a career in cleantech

Beyond equity investment, Touchstone Partners works closely with major international grant-making organisations, such as the Temasek Foundation, P4G, and the Global Green Growth Institute.

Between 2023 and 2025, startups within its climate-tech portfolio secured more than US$3 million in catalytic funding through these collaborations. The new Green Transition Fund aims to deepen such partnerships, offering blended finance packages that combine non-dilutive grants with targeted investment to help investors de-risk and startups scale responsibly.

The fund’s launch comes amid a surge in global and local interest in Vietnam’s climate innovation potential. Since 2023, Touchstone Partners and Temasek Foundation have co-hosted the Net Zero Challenge — supported by the Ho Chi Minh City Institute for Development Studies — attracting over 1,600 startup submissions from 60 countries and territories.

Agriculture remains a critical sector for Southeast Asia, accounting for 30 per cent of jobs, generating 54 per cent of the region’s emissions and using 31 per cent of its land. A recent Project Drawdown assessment found Vietnam’s greatest opportunities lie in improving rice production and converting agricultural waste into value-added products.

Vietnam’s policy landscape is also shifting. Following the country’s pledge at COP26 to reach net-zero emissions by 2050, Ho Chi Minh City implemented Resolution 98 to pilot special mechanisms that accelerate green initiatives. National frameworks now aim to enhance climate resilience, strengthen urban planning and foster low-carbon growth driven by the private sector.

Also Read: Will climate change force us to re-imagine travel in the future?

“While most impacted by climate change, Vietnam and Southeast Asia also flourish with advanced agriculture and adaptation innovations … We’re standing at a turning point in our sustainability journey,” said Ms Tu Ngo, General Partner at Touchstone Partners.

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Image Credit: Touchstone Partners

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As a star of the Malaysian fintech ecosystem, Fiuu has reported a 32 per cent increase in total payment volume for the first three quarters of 2025, processing over US$8.3 billion across its network of merchants. This milestone is further strengthened by the company’s new and expanded partnerships with Affin Bank, Pos Malaysia, and PayNet.

It has also recently become the first payment acquirer in Malaysia to enable Samsung Pay Online for e-commerce merchants, a feature that is now live with more than 300 merchants.

In an email interview with e27, Fiuu CEO Eng Sheng Guan spoke about the national records that the company broke this year, which included two national records in the Malaysia Book of Records for its performance in 2024. It was also honoured with the Trusted Payment Partner Award in SEA by Trip.com.

“The biggest lesson we have learned from the process is the evolution of Malaysia’s digital economy. Malaysia ranks among the world’s top adopters of digital payments, even ahead of North America and Europe. In such a fast-moving space, it is easy to innovate for the sake of innovating. However, innovation must meet real-world needs; that is what builds trust in the long run,” he wrote.

“Our recent partnership with Pos Malaysia and PayNet also exemplified this lesson. We recognised the difficulty and inconvenience faced by delivery riders when handling cash-on-delivery transactions. With this partnership, we can now eliminate the need for physical cash while still allowing consumers to pay on delivery.”

Also Read: Clearing the air on Malaysia’s air pollution

In this interview, the CEO provides further details about the company’s mission and its next steps in the Malaysian fintech ecosystem. The following is the edited excerpt of the conversation.

What is the story behind the development of Fiuu? 

The idea for Fiuu was born during my previous venture, an e-commerce solutions company that helped businesses establish their online presence and shopping cart systems. We realised that getting paid was a real bottleneck. Digital payments were complicated, costly, and broadly available only to larger companies with established financial histories, leaving SMEs at a disadvantage.

This gap became the inspiration for Fiuu. Alongside two co-founders, I set out to build a payment platform from scratch, one that would make accepting digital payments simple and affordable for all businesses. Our goal was to empower SMEs and create a level playing field as Malaysia’s digital economy grew. Over time, we expanded beyond a gateway solution to become a full-fledged fintech partner, offering omnichannel payment acceptance, contactless options, and strategic collaborations with leading card schemes and banks.

That same pioneering spirit drives Fiuu today. We have grown to become Malaysia’s largest payment solutions provider and a leading player across Southeast Asia. What makes this journey meaningful is that I have been actively involved through every shift – whether changing consumer habits or evolving regulations – always focused on building something sustainable.

It is this long-term mindset, paired with deep local insight and regional reach, that continues to define Fiuu’s growth story.

What is the problem that you aim to tackle? Why are your solutions better than the existing alternatives? 

The world is more connected than ever before, and with the rapid digitisation of commerce, it is easy for SMEs and even established businesses to be left behind. In today’s environment, not having a secure and reliable way to accept digital payments is not just an operational issue – it is a brand risk.

When we started, digital payments in Southeast Asia were complicated, fragmented, and expensive. We built Fiuu to remove that barrier and make payments accessible, secure, and seamless for every business.

Also Read: Antler backs Malaysian AI startups M3TRIQ, NCSpeech driving innovation in biotech and fintech

Today, Fiuu has evolved into the quiet backbone of Malaysia’s digital economy, helping merchants and partners simplify how they accept, distribute, and manage payments.

What sets us apart is flexibility. Our platform is fully modular, allowing us to customise solutions for enterprises while empowering partners – such as POS vendors and digital solution platforms – to become payment providers themselves, earning revenue from every transaction that flows through their system, without needing to go through compliance or licensing burdens, as we have already built that foundation.

We also bring regional expertise. Having operated across multiple Southeast Asian markets, we understand the local nuances, like regulatory frameworks, consumer behaviours, and market demands – and design our solutions to fit naturally within them.

With over 20 years of experience and millions of transactions processed daily, Fiuu has proven reliability at scale. We are trusted by global brands and financial institutions alike. As Malaysia’s first payment acquirer to enable Samsung Pay Online for e-commerce merchants, we continue to lead the evolution of digital payments in the region.

Who are your users? Why do you choose to aim for this particular segment? What is your user acquisition strategy? 

We serve a diverse range of users, including global brands and financial institutions, regional enterprises, and digital-first merchants. While we initially focused on empowering SMEs, our role has since expanded. Many of the world’s leading companies now rely on Fiuu to power their payment infrastructure because we offer the scale, reliability, and flexibility they need to operate seamlessly across markets.

Our focus is on businesses that demand stability, security, and scalability, whether they’re processing thousands or millions of transactions daily. That is why Fiuu is trusted as the payment layer beneath many enterprise ecosystems, retail networks, and financial platforms.

Our acquisition strategy reflects this focus. We build deep partnerships with banks, fintechs, digital solutions providers, and payment networks, integrating directly into their ecosystems to reach merchants at scale. This includes initiatives such as Merchant Recruitment Partners (MRP) programmes and payment facilitator (PF) partnerships, which enable us to efficiently unlock broader merchant acquisition opportunities through our partners’ existing networks.

Also Read: Malaysian SMEs grapple with a growing “confidence gap” in AI adoption

At the same time, our technology enables fast, low-friction onboarding, allowing businesses, large or small, to go live quickly and grow with us.

What is your strategy to build a sustainable business?

For Fiuu, sustainability means building something that lasts – an ecosystem where every partner grows stronger together. Our broader strategy is to move beyond payments and become part of an integrated financial ecosystem that seamlessly connects commerce, liquidity, and technology.

We are creating a smoother journey for our partners and their merchants – enabling faster onboarding, simplified reconciliation, and access to financial tools that support business growth. It’s a natural extension of our long-term vision to be an enabler of integrated financial services, not just a payment gateway.

Our broader strategy involves building and being part of an integrated financial ecosystem. We are creating a smoother journey, along with our partners such as banks, to enable businesses to onboard faster and access the right financial tools as they grow. That is a big step toward our long-term vision of becoming an enabler of integrated financial services, not just a payment gateway.

That is how we define sustainability. We are creating value through partnerships that simplify complexity and strengthen the entire payment ecosystem for the long term.

Have you raised external funding? Do you have plans to? 

We have always focused on building a strong, profitable foundation before seeking external capital. That discipline has enabled us to maintain full control over our vision, invest in innovation at our own pace, and reinvest profits in strengthening our infrastructure, regional capabilities, and, most importantly, our people.

Our team has been the driving force behind every milestone we have achieved, and we continue to invest in their growth, expertise, and development as we expand across Southeast Asia.

Also Read: Antler backs Malaysian AI startups M3TRIQ, NCSpeech driving innovation in biotech and fintech

At the same time, we are not closed to opportunities. We are open to strategic partnerships or investments that can accelerate our regional growth, particularly in technology, data intelligence, artificial intelligence, and cross-border payment innovation. But for us, funding is never just about capital. It’s about finding the right partners who share our long-term vision for an integrated, inclusive digital payments ecosystem across Southeast Asia.

What is your 2026 plan? 

For 2026, our goal is to solidify Fiuu’s role as the trusted backbone of digital commerce across Southeast Asia. We are focusing on expanding cross-border payment capabilities, growing acquiring partnerships, and improving interoperability so merchants can operate seamlessly across markets.

We are doing this through continued investment in our technology infrastructure and strategic regional alliances that strengthen connectivity. By enhancing our AI and data capabilities, we are delivering smarter fraud prevention, optimised transaction routing, and deeper merchant insights – ensuring the platform remains robust and adaptive as transaction volumes increase.

At the same time, we are working closely with regional banks, networks, and fintechs to build a more connected financial ecosystem. This includes expanding our footprint beyond Malaysia into high-growth markets such as Singapore, the Philippines, Indonesia, and Thailand, where digital adoption is accelerating and where our capabilities can create immediate impact.

Ultimately, our focus is on creating infrastructure that allows businesses to scale with confidence while accelerating Southeast Asia’s digital economy through speed, trust, and inclusion.

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Image Credit: Fiuu

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For over a decade, Echelon has been a cornerstone of Southeast Asia’s tech ecosystem, a platform where investors, startups, corporates, and governments converge. That core mission, to bring our community together, is not changing. But how we show up for this community must change, because the world is fundamentally shifting beneath our feet.

The relationship with technology, the way we work, and the tools we use are undergoing a transformation unlike anything we have seen before. AI isn’t coming; it’s here. And as a region, Southeast Asia cannot afford to be left behind.

This sense of urgency is what is driving the most significant evolution in Echelon’s history. In a recent post, our CEO, Mohan Belani, shared his personal perspective on this critical moment:

“I’ve been watching our region closely. While the US and China race ahead, we’re stagnating. The attention has shifted away from us. The investments are flowing elsewhere. And I worry that we’re not evolving fast enough to stay relevant in this new world.”

This observation is at the heart of our new direction. The models that brought us here, including the traditional “startup conference” model that we helped build, are no longer sufficient for the challenges that lie ahead. That is why Echelon 2026 is going to be different. It has to be.

Also read: Exhibit smart, spend lean: Your Start Up Booth at Echelon 2026

From fundraising theater to an implementation marketplace

There is a palpable sense of event fatigue in the market. As Mohan notes, “Too many conferences feel the same, talk after talk, panel after panel, everyone nodding along and then going home to do nothing.” The focus has too often been on “fundraising theater”- the endless cycle of pitching and valuation chatter, rather than on building sustainable, tech-enabled businesses.

This is a critical distinction. The challenge for most companies in Southeast Asia today is not a lack of ideas, but a lack of practical implementation. The real work lies in helping established businesses, the SMEs and corporations that form the backbone of our economy – discover, vet, and deploy technology that drives real-world growth and efficiency.

Echelon 2026 is our strategic response to this new reality. We are evolving from a startup-centric event into Southeast Asia’s premier business technology adoption platform. Our focus is shifting from hype to implementation, from theory to tangible ROI.

The three pillars of the new Echelon

This evolution is built on three core pillars designed to address the ecosystem’s most pressing needs. As Mohan puts it, the goal is to move beyond “generic trend pieces or high-level talks” and get into “practical implementation.”

1. An implementation marketplace: We are going deep on AI and other frontier technologies, but with a strict focus on application. We want to see demos, live showcases, and real products. The central question will no longer be “How much are you raising?” but “How does this work, and what can it do for my business today?” This is about connecting qualified buyers with implementation-ready solutions.
2. Actionable insights & hands-on participation: We are moving beyond passive listening. A prime example is the new Echelon AI Workflow Competition, a structured program where developers build production-ready AI solutions for real SME business challenges, with deployment support from partners like IMDA and NTUC LHub. The goal is for people to leave “energized, not exhausted. With clarity, not confusion.”
3. Qualified connections: While our community of investors, startups, corporates, and governments remains our foundation, we are sharpening our focus on curating a network of decision-makers. Echelon 2026 is where business leaders come to solve problems, and where solution providers get direct access to a high-intent audience with the authority and budget to make purchasing decisions.

Also read: e27 recognised among Financial Times’ fastest-growing companies in APAC

An urgent mission for a resilient future

This change is driven by a sense of responsibility and opportunity. For Mohan, the mission is also personal:

“There’s a lot of doom and gloom around AI and job displacement. I understand the fear. But I also see the opportunity. The chance for people to upskill, find new purpose, and genuinely transform their careers and lives. Southeast Asia has the talent, the hunger, and the entrepreneurial spirit. What we need is clarity, direction, and the belief that we can compete on this new playing field.”

This belief is what fuels our commitment to the ecosystem. We are not abandoning our audience; we are ensuring we stay relevant for them as the world changes. Echelon has always been about bringing our community together. This year, we are doing it with a renewed sense of urgency.

The world is not waiting for us to catch up. We cannot afford to watch from the sidelines.

More details will be coming soon, but as Mohan stated, we want you to hear it from us first: Echelon 2026 will not be just another event. It will be the platform where Southeast Asia’s technology transformation begins in earnest.

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In the current funding climate, cash discipline has become the defining skill for early-stage founders. The days of raising capital on promise alone are gone; investors now expect clear metrics, controlled burn, and a path to sustainable revenue. Managing runway is not simply about cutting costs. It’s about deploying every dollar with intent, preserving time, flexibility, and the ability to grow on your own terms.

Below are ten focused principles for managing your startup’s runway effectively.

Know your numbers like a pilot knows fuel

Runway is the measure of how long you can keep operating before the cash runs out. Calculate it monthly: divide your current cash balance by your net monthly burn. Track this trend closely. Set clear triggers for cost reviews and fundraising timelines. When the runway drops below twelve months, adjust spending; at six months, start raising. Numbers drive survival; guessing does not.

Be frugal, not cheap

Frugality means spending with purpose; cheapness means cutting without thought. Eliminate waste (unused software, unnecessary perks, overstaffing) but protect the investments that drive customer value and product quality. A frugal founder builds lean systems. A cheap one erodes momentum.

Use dashboards that everyone understands

Build a single source of truth for financial data. A live dashboard showing cash balance, burn rate, and runway should be accessible to key team members and investors. Keep it simple and visual. When the entire team sees how their actions affect the runway, financial discipline becomes part of the company culture.

Spend to reach milestones, not dates

Tie spending decisions to progress, not time. Hire or launch only when specific milestones justify the investment, not because the calendar says it’s “time to scale.” Spending linked to metrics ensures money follows evidence, not optimism.

Chase revenue early

Even at an early stage, start charging. Early revenue validates the product, extends the runway, and strengthens investor confidence. Perfect is the enemy of paid; start small, refine fast, and learn from every transaction.

Also Read: Founders face a brutal new reality: Tiny exits, tougher buyers, endless earnouts

Track your burn multiple

Measure how much cash you spend for every dollar of new revenue. A burn rate of multiple below two indicates efficient growth; above five signals poor capital use. Monitor it monthly. Efficiency compounds faster than funding rounds.

Hire with discipline

Every hire shortens your runway. Treat recruitment as an experiment with a clear expected return. Delay permanent hires until the need is proven. Contract non-core functions when possible. A small, focused team beats a bloated one in uncertain markets.

Manage cash flow aggressively

Runway depends as much on timing as on spending. Negotiate extended payment terms with vendors and push for faster collections from customers. Invoice early, collect promptly, and keep a close eye on working capital. Startups rarely die from a lack of profit; they die from cash gaps.

Build a buffer before you need it

Begin fundraising when you still have nine to twelve months of runway. Aim for at least eighteen months of operating capital between rounds. Market conditions shift quickly, and leverage belongs to the founder who still has time left.

Communicate transparently

Investors and teams value clarity. Share runway metrics, burn trends, and revenue updates regularly. Transparency builds confidence and prevents panic. Clear reporting also simplifies future fundraising; credibility compounds just like capital.

Also Read: The hustle’s toll: Why some of Southeast Asia’s brightest founders are stepping back

The bottom line

Managing runway is a discipline of control and clarity. Spend with intent, measure constantly, and treat every dollar as a strategic decision. Frugality buys time, but focus creates progress. In a funding environment defined by scrutiny, the startups that master both will be the ones still standing when others run out of runway.

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Runway formulas and benchmark metrics

Core formula

Runway (months) = Current Cash Balance ÷ Net Monthly Burn

• Gross Burn: Total monthly cash outflow (expenses).
• Net Burn: Gross burn minus monthly revenue. Use Net Burn for a more accurate picture once you have revenue coming in.

Benchmark targets

• Healthy runway: 18–24 months
• Warning zone: <12 months
• Critical zone: <6 months >> begin immediate cost control or fundraising

Burn multiple (Efficiency ratio)

Burn Multiple = Net Burn ÷ Net New Revenue

• <1.5 = Excellent
• 1.5–3 = Acceptable
• >3 = Unsustainable

This shows how efficiently your startup converts cash into revenue.

CAC–LTV relationship

Customer Acquisition Cost (CAC) should be ≤ one-third of Lifetime Value (LTV). If CAC rises faster than LTV, your growth is unsustainable regardless of runway length.

Cash flow timing metrics

• Days Payable Outstanding (DPO): Extend where possible
• Days Sales Outstanding (DSO): Reduce aggressively
• Rule of thumb: DPO > DSO keeps cash flow positive

Fundraising rule of thumb

Start fundraising when you have 9–12 months of runway left. Never start with less than 6 months; negotiation power evaporates under time pressure.

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The Singapore Exchange (SGX Group) and Nasdaq have established a strategic partnership aimed at simplifying dual listings and enhancing the integration of the capital markets of the US and Singapore.

The collaboration will introduce a Global Listing Board, creating a harmonised cross-border framework designed to ease capital raising, enhance visibility, and improve access to investors for large companies.

Scheduled to commence operation around mid-2026, the Global Listing Board aims to foster a transparent and efficient environment for global capital formation. The framework is tailored for companies possessing a market capitalisation of SGD 2 billion (US$1.5 billion) and above.

Also Read: SGX turns 25 with historic financials—and a warning for Southeast Asia’s startup ecosystem

This initiative is set to significantly reduce the friction, complexity, and cost associated with pursuing a dual listing on both Nasdaq and SGX. A critical feature of the framework is the streamlining of regulatory obligations and fundraising requirements across the Pacific Ocean. This is achieved through the use of a single set of documents and a simplified review process, allowing issuers to navigate the complexity of dual regulatory regimes more efficiently.

Strategic implications for Asia

The platform has received strong support from institutional asset owners and managers in Singapore, viewing it as a crucial springboard into both the US and Singapore markets for issuers. This regulatory alignment and combination of market liquidity are intended to enable a new wave of growth companies — ranging from innovative start-ups to established industry leaders — to scale agilely and unlock new pools of growth capital.

Chee Hong Tat, Minister for National Development and Chair of the Equities Market Review Group, emphasised the strategic connectivity provided by the partnership. He stated that the “dual listing bridge will bring together the strengths of two major market operators SGX and Nasdaq, and help anchor the listings of dynamic companies in Asia and attract liquidity around these listings”.

Loh Boon Chye, CEO of SGX Group, noted that the proposition for issuers is clear: “access to US market depth and Asian growth in a streamlined pathway”. He expressed the hope of attracting quality, growth-oriented companies with an Asian nexus that seek to expand their investor base while remaining true to their roots.

Regulatory and financial support

The proposed regulatory framework aims to establish prospectus disclosure requirements in Singapore that are comparable to those in the US, which will permit the utilisation of a single set of offering documents for the dual listing process. Implementation details and relevant regulatory processes are currently being finalised.

This move aligns with the Singapore government’s broader efforts, led by the Equities Market Review Group, to strengthen the attractiveness of the local stock market for companies seeking to list and access growth capital. Supporting these efforts is the “S$1.5 billion Anchor Fund @ 65”, established in 2021 by the Ministry of Trade and Industry and Temasek.

Also Read: Why crypto can’t escape the Nasdaq and what it means for the next 30 days

This fund is designed to support promising high-growth enterprises and market leaders in their public fundraising in Singapore’s public equity market, including listings on the new Board.

Adena Friedman, Chair and CEO of Nasdaq, highlighted the importance of cooperation, stating: “In a world of increasing complexity and sometimes fragmenting markets, this initiative demonstrates that cooperation, smart regulation, and shared standards can create opportunity at scale that benefits both global and regional economies.”

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A decade ago, marketing innovation was centralised. Brands worked with big-city agencies and creative hubs that dominated the advertising world. But the post-pandemic shift to remote work — and the rise of AI-powered collaboration tools — broke that model open.

Today, marketing success is no longer confined by geography. A brand in London can brainstorm with a designer in Cebu, test copy written in Ho Chi Minh, and analyse campaign data visualised in Warsaw — all within the same 24-hour cycle.

This evolution has given rise to offshore creative teams — not as cost-saving measures, but as strategic growth partners. They are now the unsung heroes behind some of the most agile and high-performing marketing operations across industries.

Why global companies are going offshore — and thriving

Offshore marketing teams are no longer seen as “external vendors.” They’ve become extensions of the brand itself. According to the 2024 Deloitte Global Outsourcing Survey, 78 per cent of global businesses now use offshore partnerships to drive innovation, not just reduce operational costs.

The reasons are clear:

• Speed and scalability: Time zones are now an asset. When one team signs off, another begins — enabling continuous campaign iteration.
• Access to specialised skill sets: From PPC managers to growth hackers, offshore markets offer a deep talent pool of professionals trained in modern tools like HubSpot, Marketo, and Meta Business Suite.
• Global creative diversity: Offshore teams bring multicultural insights that shape campaigns with universal appeal — crucial in an era of personalisation and inclusivity.

Offshore talent and the new creative tech stack

Offshore teams are not only using new technology; they are also learning how to use it well. The greatest global marketing teams are using AI-driven analytics and human creativity to make campaigns that are smarter and based on facts.

Also Read: Why AI is essential to understanding consumer behaviour for marketing success in 2025

According to the 2025 HubSpot State of Marketing Report, 63 per cent of marketing leaders indicated that their offshore partners “significantly improved campaign performance” by using tools like predictive analytics, A/B testing, and marketing automation.

Here’s how offshore professionals are leading the transformation:

• AI-assisted copywriting: Offshore marketers are using generative AI to create high-converting ad copy at scale while maintaining human tone and cultural nuance.
• Performance optimisation: Data analysts offshore use advanced dashboards to monitor ad performance in real time, enabling faster decision-making.
• Cross-platform mastery: From TikTok to LinkedIn, offshore social strategists often have hands-on expertise across diverse markets and demographics.

Emerging markets, emerging skill sets

The Philippines, India, Vietnam, and Colombia are now creative and technical powerhouses, making specialists who can combine storytelling with data.

The Philippines is a good example. The country’s schools focus on English language skills and media literacy, which helps marketers think strategically and talk to Western audiences clearly.

Meanwhile, India and Vietnam are developing large cohorts of data-driven marketers — professionals who bridge the gap between creative ideation and measurable ROI.

According to LinkedIn’s 2025 Global Skills Report, digital marketing, data analysis, and SEO strategy are among the top five fastest-growing skill categories in emerging markets — a sign that the talent evolution is accelerating.

How offshore teams turn campaigns into conversions

Offshore teams aren’t just supporting campaigns — they’re building them. Many now handle end-to-end processes, from market research to creative production and performance tracking.

A strong example is the rise of offshore growth marketing units, which integrate:

• SEO and content marketing to establish long-term organic visibility
• Paid media expertise to optimise ad spend through granular audience segmentation
• CRM integration, ensuring that leads flow directly into automation systems like HubSpot or Salesforce
• Data-driven storytelling transforming analytics into narratives that connect emotionally with customers

This full-funnel expertise makes offshore marketing teams especially valuable for startups and scale-ups that need enterprise-level capabilities without enterprise-level budgets.

Also Read: Generative engine optimisation: The missing strategy in Asia’s marketing playbook

The hybrid creative model: Collaboration redefined

As more and more people work from home, many businesses are adopting a hybrid creative approach that combines in-house strategists with execution teams based in other countries.

This methodology creates a “follow-the-sun” workflow, where creative assets, ad improvements, and data reports move easily between time zones. The result? Campaigns go out faster, testing happens continuously, and conversion rates rise.

Cross-cultural collaboration is another way that hybrid models encourage new ideas. When people from different backgrounds share their points of view, ideas move faster, and marketing becomes not just global — but truly human.

Offshore hiring as a long-term strategy

Hiring people from other countries isn’t a short-term solution. It’s a planned change in the way marketing is done today.

Businesses are learning that being flexible is important for success as they move more of their activities online. Distributed teams make this possible. Brands become more agile, resilient, and competitive on a global scale by combining creative talent from other countries with local leadership.

A 2025 Gartner Report highlights that companies using distributed marketing structures — including offshore teams — experience 27 per cent faster campaign turnaround times and 32 per cent higher engagement rates than those relying solely on local teams.

The bottom line: Global creativity is the new currency

Teams that think outside the box will be in charge of marketing in the future. Offshore creative professionals are changing the way we tell stories online by integrating the accuracy of data with the understanding of people.

Creativity moves faster than ever in our modern times. And for businesses that are open to working with people from all over the world, the next big campaign may be made thousands of miles away — by a team that views your industry in a new, global manner.

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In early June this year, when Stefan Figueiredo Pereira from the Hong Kong Representative Football Team (HKRT) converted a penalty to secure a 1–0 victory over India, a record-breaking crowd of more than 40,000 erupted in joy. The sea of red jerseys roared as one, waving flags and chanting until their voices cracked.

Long after the final whistle, the passion lingered. As fans streamed out of Kai Tak Sports Park, one detail stood out. Alongside face paint and team flags, many carried power banks printed with the images of their football heroes. To outsiders, they might have looked like simple charging devices. But for fans, they were souvenirs of history, badges of loyalty, and symbols of identity.

That moment outside Kai Tak wasn’t an isolated scene. It points to a broader trend: everyday objects are turning into cultural symbols. Nowhere is this more evident than in the rise of intellectual property (IP), which is driving what might be called functional fandom. They’re becoming canvases for self-expression and brand identity.

For marketers, it’s a signal: the next brand platform isn’t confined to screens or shelves, but in what people carry, charge with, and hold close.

The rise of functional fandom

Behind this shift lies the unstoppable rise of intellectual property (IP). Across Asia, the IP economy is booming. The gross merchandise value (GMV) of IP-themed goods jumped nearly fivefold in the past year, with sales and order volumes more than doubling. Characters like LABUBU, with its mischievous grin, or Japan’s fluffy Chiikawa, have grown from niche icons into mass-market phenomena.

Today’s fans expect more than shelf-bound collectibles. They seek products that blend form and function — items they can use daily yet also signal belonging. A product that is both practical and personal has become a social marker. For brands, that creates a high-frequency, high-visibility channel that lives in pockets, not feeds.

Also Read: Labubu made it viral but Fuzozo made it strategy: Inside the AI toy wave

Data backs this up. According to the inaugural Powered Up Index 2025 by CHARGESPOT, Asia’s largest shared power bank provider, over a third of IP-themed rentals came from new users, and nearly one in ten kept devices as collectibles. A humble utility had become a platform for self-expression.

Functional devices have always carried cultural meaning, and power banks are becoming the latest canvas for that expression. At recent events such as ComplexCon Hong Kong, collaborations between artists, designers, and utility providers drew long queues, suggesting that people increasingly treat everyday tools as extensions of personal identity rather than purely practical items.

Similar experiments in Taipei, where familiar character designs were applied to limited-run devices and even retired units were repurposed as part of an installation, highlight a broader shift: the boundary between technology, culture, and self-expression is blurring. What was once a purely functional object is now part of how individuals signal taste, belonging, and affiliation.

The shift isn’t unprecedented. Pagers once were clipped to belts, cell phones were adorned with jewel cases, and headphones were worn like fashion accessories. Functional utilities have always found ways to signal identity. Power banks are simply the latest to join the club, but in an era of rising device dependence, their role is amplified, offering marketers a rare opportunity to move from sponsored moments to sustained presence — living not just around people, but with them, in their pockets, hands, and daily rituals.

Portable passion: The next wave of brand engagement

If fandom explains why people want these objects, dependence explains why they need them. And in Hong Kong — a city where a low battery can strand you financially and socially — that dependence transforms power banks into powerful tools for brand engagement. According to the Powered Up Index 2025, most Hongkongers feel battery anxiety once their charge dips below 30 per cent. That’s not just a stat; it’s a clear opening for marketers to turn need into connection.

The Hong Kong Representative Football Team offers a useful illustration of how everyday utilities can become carriers of cultural meaning. In 2024, CHARGESPOT released limited-edition power banks to commemorate milestones from HKRT’s debut at Kai Tak Stadium to goalkeeper Yapp Hung Fai’s 100th cap. Ahead of the upcoming Asian Cup qualifiers, another series featuring new player imagery has already attracted attention, signalling how fans treat these items as more than simple accessories.

What stands out is how quickly these objects moved beyond the confines of match days. They appeared on public transport, in casual photos, and in the daily routines of supporters, effectively turning a sporting activation into a mobile narrative that travelled across the city. With the devices reaching other Asian hubs such as Singapore, Tokyo and Taipei, a local story began circulating regionally, showing how functional items can quietly extend the cultural footprint of a team long after the final whistle.

Also Read: From following to fandom: Why startups should invest in building engaged online communities

In a world where digital ads are skipped and branded content is buried in feeds, power banks offer something different: in-hand storytelling that meets fans where they are, literally. For marketers, it’s a chance to reimagine media not as something we push, but something people carry, use, and share.

Rental stations as IP activation hubs

It’s not only the devices themselves that matter. The places where people borrow and return them — thousands of stations embedded in the city’s fabric — are becoming just as important. These aren’t just charging points; they’re evolving into programmable, brandable media surfaces. From compact kiosks in cafés to large-format screens in shopping centres, every surface can be reimagined: broadcasting trailers, unlocking digital rewards, or distributing collectibles. 

An upcoming collaboration with The Football Association of Hong Kong, China (HKFA) illustrates how this can take shape. Power bank stations across the city were re-skinned with visuals tied to the Hong Kong Representative Team’s match against Bangladesh in the AFC Asian Cup 2027 qualifiers. Hundreds of screens lit up with fan chants and team imagery, echoing the public excitement building around the tournament.

Rather than serving as straightforward functional infrastructure, these stations became part of a wider fan journey where identity, utility, and engagement converged. Similar activations with well-known entertainment IP across Hong Kong have shown how city infrastructure can double as narrative and cultural touchpoints. For marketers, this signals an emerging programmable media network that turns everyday rental stations into urban canvases, integrated seamlessly into the rhythm of daily life.

From everyday matches to everyday lives

The lesson for marketers is simple: the future of branding won’t just be streamed or displayed. It will be carried, pocketed, and recharged. A power bank isn’t just a backup device; it’s a mobile billboard, a badge of fandom, and a shared social signal.

Whether it carries the face of a football player, the grin of LABUBU, or the magic of Disney, these limited-edition power banks don’t end up in drawers. They travel across transit lines, coffee shops, and borders, becoming part of the stories people carry.

In a world where attention is fleeting, the most surprising marketing platform may be the one that fits in your hand and keeps you powered through it all.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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In Southeast Asia, much of the regional tech media coverage is on the larger, more mature startup ecosystems. However, the rapid acceleration of startup ecosystem development in the less developed corners of ASEAN has largely gone unnoticed. Cambodia occupies one such corner where there exists much excitement and a great concentration of blue ocean opportunities.

From 2008 to 2019, I had the opportunity to witness the development of the Thai startup ecosystem from its very beginnings to its more mature stage prior to the pandemic. I chronicled this development in my third book, Building Startup Ecosystems. For the past five years, I have had the pleasure of occupying a front row seat to the emergence of the Cambodia startup ecosystem. The positive vibe permeating the Cambodia startup community is indeed eerily reminiscent of the early startup community-building days in Thailand.

My arrival in Cambodia in January 2020 afforded me the opportunity to work with local founders at the onset of the pandemic. I was impressed with their strong resilience and their drive to not merely survive but to be a driving force in the accelerated economic and social development of their country post-pandemic. I have identified and categorised over 240 tech startups in Cambodia in 26 different sectors. Such a number and variety in a country the size of Cambodia is quite respectable, and post-pandemic, they enjoy several tailwinds.

Favourable economic growth and young demographics

The favourable economic growth and young demographics that continues to distinguish Cambodia among its ASEAN neighbours provides a very favourable marketplace.

Cambodia is one of the fastest-growing economies in the world. According to a 2023 IMF Report, Cambodia’s 6.1 per cent real GDP growth projection ranked it 14th globally. In September 2024, the Asian Development Bank (ADB) upheld its economic growth forecasts for Cambodia of 5.8 per cent in 2024 and 6.0 per cent for 2025.

E-commerce revenue is expected to continue its impressive growth. The Compound Annual Growth Rate (CAGR) through 2029 is expected to be 9.98 per cent. Cambodia’s e-commerce market has much room to grow compared to its more mature neighbouring markets. Cambodia’s emerging e-commerce market represents only 4-5 per cent of GDP, while in the more mature neighbouring markets like Thailand and Malaysia, their e-commerce markets represent approximately 25 per cent of GDP.

Cambodia also has a very favourable demographic relative to other ASEAN members. More than 60 per cent of Cambodia’s population is under 35. This represents the highest percentage of the population that is digitally native. Ahead of second-place Philippines at 45 per cent and third-place Indonesia at 28 per cent.

Also Read: Homegrown AI: Mongolia’s blueprint for developing nations

Another advantageous demographic for Cambodia is its working-age population, which is expected to grow by 24 per cent in the 2021-2050 period. This is the largest in the region. In comparison, the working-age population is expected to grow by only one per cent in Vietnam and decrease by 23 per cent in Thailand during this period.

Cambodia’s digital economy and digital infrastructure

What is perhaps less known is the rapid development of the digital economy and digital infrastructure in Cambodia. In the past decade, Cambodia’s hard and soft digital infrastructure has rapidly expanded, guided by a comprehensive suite of digital strategic frameworks, plans, laws and roadmaps.

In addition to these policy-enabling laws, the Royal Government of Cambodia (RGC) has developed an equally broad range of digital services and platforms in support of local startups. They include Bakong (blockchain-powered digital payments infrastructure), CamDX (unified yet decentralised data exchange), CamDL (hybrid permissioned blockchain Web3 experimental platform) and CamDigiKey (easy and secure mobile application eKYC system).

Active startup event space

The Cambodia startup community is a buzz with numerous startup events organised throughout the year. I have identified and recorded over 230 startup events that occurred in 2024. The variety of events in terms of size, format and featured topics is also quite impressive.

Events range from small informal meet-ups to large tech conferences and expositions. An inspiring characteristic of the Cambodia startup community is the proliferation of grass-roots informal groups that meet on a regular basis, such as Khmer Coders, Startup Grind Founders, La French Tech Cambodge and Cnai Connects. We do have perennial TEDx and BarCamp events as well.

Dynamic sub-ecosystems and communities

There are several communities of mutual support that have developed, which further enhance the vibrancy of the ecosystem. They include the well-organised and mature social impact sub-ecosystem, the women entrepreneurship community, and the emerging communities of stakeholders rapidly coalescing around key technologies such as blockchain, AI, Big Data and Robotics.

Also Read: Exit or be left behind: The harsh new reality for SEA startups

Funding environment

Currently, the most active funding sources for local pre-seed startups are public sector-sourced grants and NGO operated incubator and accelerator programs. At the Early Seed stage (US$50-100k), there is a very active angel investor community, and crowdfunding platforms (both local and global) are utilised by local startups. At the Early Seed Stage, the Choice Accelerator is active, but stands as the lone institutional investor.

At the Seed Stage (US$200-500k), there is a persistent funding gap, which may present an excellent opportunity for investors to engage. In 2024, there were two notable funding deals. They included Global pharma giant Sanofi’s strategic investment in PillTech and Nasdaq-listed Grab Holdings’ Acquisition of Nham24.

Breakout year for Cambodia

The year 2024 was very much a breakout year, given the sheer number and frequency of local startups and supporting stakeholders venturing abroad. This provided an opportunity to showcase local innovations and learn from more mature ecosystems.

The pitch

The Cambodia startup community is open for business and positioned well with a bounty of blue ocean opportunities to be harvested, a dynamic and rapidly expanding ecosystem, favourable economic growth and demographics, a comprehensive suite of digital public goods, a full startup event calendar, strong mutual support communities, easy access to the larger ASEAN marketplace and investment opportunities at the seed stage where such opportunities have largely dried up elsewhere in ASEAN.

In aggregate, these factors make Cambodia an ideal base to launch a startup targeting not only the Cambodian market but the vast ASEAN market as well.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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