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TrueMoney and Fireblocks want Thai users on blockchain rails without them noticing

Southeast Asia’s e-wallet giants have spent a decade making digital payments boring, in the best sense. Tap to pay, scan a QR code, top up a prepaid line: no jargon, no friction, no need to understand what happens underneath. Now TrueMoney wants to apply the same trick to blockchain.

The Ascend Money-backed fintech, Thailand’s leading digital wallet by user traffic, has partnered with Fireblocks, the digital asset infrastructure provider, to power the next phase of Thai Baht TrueMoney (THBT), a token pegged to the baht that lets users dabble in programmable, blockchain-based payments without ever touching a seed phrase.

Also Read: SEA’s stablecoin boom has a dollarisation problem nobody’s pricing in

THBT Phase 2 runs under the Bank of Thailand’s Enhanced Regulatory Sandbox for programmable payments, a controlled environment the central bank uses to test blockchain applications before deciding whether and how to let them loose on the wider market. It is a telling detail: even in one of the region’s more crypto-curious jurisdictions, this kind of product still needs a regulatory playpen.

Hiding the plumbing

The pitch is straightforward. Self-custody wallets, where users hold their own private keys, remain one of the biggest barriers to mainstream crypto adoption: lose the key, lose the funds, with no customer service line to call. Fireblocks’s embedded wallet technology folds directly into the TrueMoney app instead, handling custody in the background while offering what the companies describe as an assisted recovery process if a user’s credentials go missing.

Ran Goldi, Fireblocks’s SVP for Payments and Network, put it plainly: users do not want to think about Web3, they just want things to work. It is a reasonable read of the market. Southeast Asia has shown limited appetite for crypto as crypto, but a strong appetite for payment rails that happen to be faster, cheaper or more flexible than what came before.

Also Read: Invisible banking — how embedded finance is quietly rewiring SEA’s economy

Practically, THBT holders can spend the token on discounted digital coupons through THBTStore, or swap it for six other supported digital assets via Ascend Bit, TrueMoney’s affiliate operating under Thailand’s Securities and Exchange Commission digital asset sandbox. For tourists and expats already holding supported tokens, the companies say the same rails let them convert into THBT and spend or cash out in baht, a small but genuine attempt to smooth crypto-to-fiat friction for visitors, a persistent headache in a country that draws tens of millions of foreign arrivals a year.

Why Fireblocks, and why now

Fireblocks brings scale rather than novelty to the deal. The company says it has secured more than US$16 trillion in digital asset transfers and stood up over 750 million wallets globally, credentials that matter more to a regulator weighing systemic risk than to an end user tapping “swap” on their phone.

For TrueMoney, outsourcing the cryptographic heavy lifting means it can focus on distribution and user experience — arguably its real strength — rather than building institutional-grade digital asset infrastructure from scratch.

Apinand Dabpetch, Managing Director of Ascend Bit and Group Head of Wallet & Growth at TrueMoney, framed the deal around trust and compliance rather than technology for its own sake, arguing that security and regulatory alignment are what let TrueMoney extend digital asset access without cutting corners. That emphasis on compliance is not incidental; it is the entire basis on which the Bank of Thailand and the Thai SEC have allowed this experiment to proceed at all.

A crowded, cautious field

TrueMoney does not lack company in Southeast Asia’s e-wallet arena. It holds a dominant share of Thailand’s wallet traffic, but competes regionally with the likes of GrabPay, ShopeePay, GCash in the Philippines, and GoPay and OVO in Indonesia, none of which have moved as visibly into stablecoin-adjacent tokens for retail users. That gives TrueMoney a plausible first-mover edge in “crypto-inside” payments, though it also means the company is testing unproven consumer demand largely alone.

Fireblocks, meanwhile, operates in an increasingly contested wallet-infrastructure market that includes BitGo, Anchorage Digital, Copper and Ripple’s custody arm, most of which focus on institutional custody rather than consumer-facing embedded wallets of this kind. That positioning — infrastructure for businesses building products for ordinary users, rather than a custodian holding assets on institutions’ behalf — is where Fireblocks is trying to differentiate itself, and this THBT deal is a reasonably concrete example of what that looks like in practice.

The real test is adoption, not architecture

THBT Phase 2 opened for applications through 31 December 2026, with room for up to 20,000 Thai and international participants, a modest pilot scale that suggests both companies are still gathering data rather than chasing headline user numbers. Incentives are geared toward getting people to try the swap function at least once: 30 THBT for a first transaction of that size or more, and up to 50 per cent off digital coupons paid for in THBT.

Sign-up bonuses are a well-worn tactic for bootstrapping usage of anything new, crypto or otherwise, and they say little about whether users will stick around once the discounts end. The more interesting question is whether “invisible” blockchain infrastructure can actually change behaviour in a market where cash and QR codes already work well enough for most people.

TrueMoney and Fireblocks are betting that convenience, not ideology, is what finally gets ordinary users transacting on-chain. Southeast Asia’s payments history suggests that bet is not unreasonable, but it has also broken plenty of well-funded ambitions before.

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OpenAI hires former Elastic and Snowflake exec Sanjay Deshmukh to lead Asia Pacific sales

Sanjay Deshmukh

OpenAI has appointed Sanjay Deshmukh as its first Vice President of Asia Pacific sales, a hire that signals the ChatGPT maker is moving beyond product launches and into the harder work of building an enterprise sales machine across one of its fastest-growing markets.

Based in Singapore, Deshmukh will lead OpenAI’s commercial efforts across the region as more companies in Asia Pacific adopt AI tools for everyday business operations.

He reports to Chief Revenue Officer Dali Rajic and will work alongside OpenAI leaders including Kiran Mani and Oliver Jay, along with the company’s regional teams.

Also Read: AI gold rush: How OpenAI’s Singapore expansion could reshape the startup ecosystem

A veteran of enterprise software’s Asia playbook

Deshmukh’s appointment brings more than two decades of enterprise technology experience to OpenAI’s regional push. He joins from Elastic, the US-based search and data analytics software company, where he served as VP for Asia Pacific and Japan, a role he took on in 2025 to scale the company’s regional business, expand its partner ecosystem and deepen customer relationships.

Before Elastic, he spent time at Snowflake as senior VP for ASEAN and India, and prior to that built a long track record at VMware, including stints as VP and MD for Southeast Asia and Korea, and VP of end-user computing for Asia Pacific and Japan. His career also includes earlier roles at Citrix and SAP in India.

That trajectory (data platforms, cloud infrastructure, enterprise software, and now generative AI) mirrors the broader shift many enterprise sales leaders in the region are making, as companies that once sold storage, analytics or virtualisation now compete to sell AI capability instead. It also gives OpenAI a leader who has already built go-to-market teams from scratch in Southeast Asia, rather than one parachuting in cold.

Why Singapore, and why now

The hire lands at a moment when OpenAI is dramatically scaling up its physical and financial commitment to the region. The company first set up a presence in Singapore in 2024, pointing to Singaporeans’ unusually high per-capita use of ChatGPT, and has since deepened that bet considerably: in May 2026, it signed a memorandum of understanding with Singapore’s Ministry of Digital Development and Information at the ATxSummit, committing more than SGD300 million (~US$234 million) to establish its first Applied AI Lab outside the United States. That initiative, branded “OpenAI for Singapore,” spans enterprise AI deployment, talent development and wider public access to AI tools, and is expected to grow OpenAI’s Singapore-based technical team to more than 200 roles over the coming years.

More recently, the tech giant has reportedly been in talks to lease around 100,000 square feet across five floors of Shaw Tower in Singapore’s Beach Road district, a scale of office commitment that would dwarf its original regional footprint and put it among the largest AI company leases in Southeast Asia.

Also Read: Why GIC is backing Anthropic over OpenAI

Against that backdrop, hiring a dedicated Asia Pacific sales chief looks less like a symbolic appointment and more like a necessary piece of infrastructure. Building labs and signing government agreements is one thing; converting curiosity about AI into paid enterprise contracts across a region as fragmented as Asia Pacific — spanning wildly different languages, procurement norms, data regulations and levels of digital maturity — is another, and it needs someone who has done it before.

A crowded field of rivals

OpenAI is not the only AI company racing to plant its flag and its salespeople in the island nation. Anthropic, its closest rival in frontier AI development, has already secured roughly 100 desks at a flexible workspace in Ocean Financial Centre and has been actively hiring enterprise account executives across the region, including roles that require navigating government procurement frameworks in Singapore, India’s regulatory regime and processes across Australia and New Zealand. Anthropic has also been projecting rapid revenue growth, aiming to more than double its annualised revenue run rate in 2026 as enterprise adoption accelerates.

Beyond Anthropic, OpenAI faces entrenched competition from Google — which recently strengthened its own Asia Pacific presence with a DeepMind lab launch and whose Gemini models are already bundled deeply into enterprise tools used across Southeast Asian businesses — and Microsoft, which has spent years embedding Copilot into the Office and Azure ecosystems many regional enterprises already run on. Nvidia, too, has expanded its presence in Singapore with a new research centre focused on embodied AI and infrastructure efficiency, reinforcing that the competition for the region extends well beyond chatbots into the wider AI stack.

Also Read: For Singapore, the real AI race is institutional, not just technological

For Southeast Asian founders and enterprise buyers, this clustering of AI heavyweights in Singapore has an upside: more competition typically means faster product iteration, more localised support and better pricing pressure. But it also means the region is becoming a genuine battleground, not just a market to be served from headquarters and leadership hires like Deshmukh’s are as much a signal of intent as they are an operational necessity.

What comes next

OpenAI’s Singapore ambitions now rest on three pillars: the Applied AI Lab focused on national priorities such as education, healthcare and public services; a much larger physical office footprint; and now a sales organisation built by someone who has spent a career selling into the region’s toughest markets. Whether that combination translates into durable enterprise revenue, as opposed to headline-grabbing announcements, will likely become clearer over the next year, as Deshmukh’s team moves from hiring plans to actual customer wins.

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Ecosystem Roundup: Amilo’s fourth buyout in four years bets on cross-border shipping

Amilo has completed its fourth acquisition in four years, folding Vietnam-based cross-border specialist SG Link into its network as it chases a bigger prize: becoming the operating layer for Southeast Asian merchants selling overseas.

SG Link, now rebranded ShipX, connects sellers to more than 220 destinations and pools shipment volumes so smaller exporters can access freight rates usually reserved for bigger players, a real gap in a region where a merchant can list on Amazon or Shopify in minutes but still lose days to customs paperwork, tariff swings and vanishing parcels.

The deal is notable less for its size than for what it says about Amilo’s playbook: buy operators with a licence, a trade lane or a specialist capability, then migrate them onto one shared technology stack rather than leaving them to run separately. That repeatable model is now the company’s real bet, according to CEO Arun Mambully, who says AI is layered on top of that standardised base to sharpen routing, customs checks and customer support.

Amilo faces bigger rivals in Ninja Van, J&T Express and global players like DHL, but is wagering that owning the full stack, from warehousing to cross-border shipping, beats renting pieces of it.

REGIONAL

MoneyHero’s Q2 revenue slides 13% despite rising cash rewards: The Nasdaq-listed fintech aggregator’s second-quarter revenue fell to US$15.8M as cash incentives to users jumped 77% to US$5.1M, while its net loss for the first half widened 256% to US$7.95M.

Tesla incorporates Vietnam unit as VinFast dominates EV salesTesla Motors Vietnam has been registered in Ho Chi Minh City with US$3M in charter capital, a filing that signals US ambitions in a market where VinFast already holds 42% of car sales.

VinFast founder hands CEO roles to his two sons: Pham Nhat Vuong’s eldest son Quan Anh becomes VinFast Global CEO, while younger son Minh Hoang takes over ride-hailing arm GSM, as Vingroup hands control to a younger generation.

TrueMoney and Fireblocks bring blockchain payments to Thai users: Thailand’s leading e-wallet is partnering with Fireblocks to expand its baht-pegged THBT token under a central bank sandbox, letting up to 20,000 users swap and spend crypto without touching a seed phrase.

Google Cloud opens Singapore hub to build AI products globally: The new Singapore Engineering Center links AI research with product development, working with Grab and DBS on real-time multilingual models and agentic financial workflows for global deployment.

GXBank and IFC unlock US$110M in Malaysian MSME lending: Malaysia’s digital bank will extend credit to underserved micro-entrepreneurs after the World Bank’s IFC agreed to absorb early default risk on up to US$110M in loans.

Singapore takes 92% of SEA’s US$1.1B robotics funding: Southeast Asia’s robotics sector has raised US$1.1B across 51 companies since 2021, with Sharpa’s US$670M Series D alone driving a record US$696M haul in 2026 so far.

OpenAI names first APAC sales chief amid Singapore expansion: Former Elastic and Snowflake executive Sanjay Deshmukh will lead OpenAI’s commercial push in Asia Pacific as the company builds out a Singapore lab and eyes a five-floor office lease.

AI boom cushions Southeast Asia against tariff and weather risksMoody’s Analytics says AI-driven exports and data-centre investment are propping up ASEAN growth at 4.8% this year even as tariffs, inflation and El Niño threaten the outlook.

Singaporean founders’ Lightsage raises US$4M for AI agent analytics: The San Francisco-based startup, founded by Jun Liang Lee and Sean Er, wants to help software companies understand why coding agents recommend rival products over theirs.

Philippine EV sales to grow 11% even as car market shrinksBMI forecasts electric vehicle sales climbing to 32,776 units in 2026 as fuel costs and cheaper Chinese brands offset an 8.7% slide in overall vehicle sales.

FEATURES AND INTERVIEWS

Why Beyond Border thinks visas are now a founder’s job: Former Airbnb China COO Kum Hong Siew joins the Singapore-founded immigration platform as it expands into Latin America, with CEO Fred Ng debunking the ‘Einstein visa’ myth around O-1s.

The 90-second Japanese pitch that opens doors in Tokyo: A new guide from Blackbox JP argues that a short, imperfect self-introduction in Japanese shortens the ‘psychological distance’ foreign founders face more than fluency does.

INTERNATIONAL

Nvidia’s Huang tells Trump ‘we’re not going to let’ AI slow: Jensen Huang put President Trump on speakerphone at the All-In Summit after the pair dismissed Dario Amodei’s call to pace AI development, with Trump calling slowdown fears ‘a hoax’.

China calls AI-slowdown warnings ‘fear-mongering’: Beijing’s foreign ministry pushed back on Dario Amodei’s call to pace AI development, as Trump separately mocked the Anthropic CEO for ‘pretending to be a perfect little angel’.

Obama urges Democrats to make AI a ‘central agenda’: The former president told Hakeem Jeffries Democrats need “a very clear plan” on AI’s economic and safety risks once they regain the House, warning the technology is moving fast.

OpenAI buys smartphone camera startup Glass Imaging for US$300M: The Los Altos-based company, founded by ex-Apple engineers behind Portrait Mode, uses neural networks to improve smartphone photos — fuelling speculation about OpenAI’s own hardware ambitions.

Sam Altman rules out an OpenAI IPO before 2027: Altman said going public in 2026 would be ‘ill-advised’ given ongoing safety debates, even as OpenAI has filed confidentially and hired bankers for a future listing.

Larry Ellison cancels planned US$7.5B sale of Oracle stock: Oracle’s co-founder scrapped a filing to sell 50 million shares as the stock trades down 22% this year on heavy data-centre spending; the company gave no reason.

Roblox lets creators build games with AI and sell them off-platform: New tools unveiled at Roblox’s developer conference let creators publish AI-generated games as standalone apps and cash out via a new wallet, as the feature expands to Singapore.

Amazon Prime Video adds short-form news clips to chase TikTok: The streamer is rolling out on-demand local and national news clips to its News hub, joining Netflix, HBO Max and Disney+ in courting Gen Z viewers.

CYBERSECURITY

Revolut discloses customer data breach via fake government emails: Fraudsters impersonated a government agency’s email domain to extract customer IDs, passports and account statements from the British fintech, which says a ‘limited’ number of users were affected.

Trezor customers hit by phishing after email provider hack: A breach at marketing platform Brevo let hackers send 347,000 phishing emails to Trezor wallet owners, the second such incident in weeks.

SEMICONDUCTOR

Dutch chip-security firm Fortaegis raises US$50M Series ASerendipity Capital led the oversubscribed round for Fortaegis, whose silicon-embedded encryption keys claim 200-times-faster connection speeds, as it scales production across the US, Europe, Singapore and Japan.

OpenAI deepens Samsung tie-up on next-generation chips: The expanded partnership points to tighter supply-chain coordination between frontier AI labs and Korean chipmakers as compute demand accelerates.

AI

Anthropic’s Amodei calls for AI labs to ‘pace the frontier’: Dario Amodei is committing Anthropic to embedded third-party safety evaluators and urging rivals to coordinate common standards, with Altman and Musk both voicing support.

Microsoft’s new AI code bars models from hacking or deception: The document sets ‘absolute constraints’ against cyberattacks, deepfakes and nuclear-weapons assistance, forbidding models from using deceptive methods to evade human oversight.

Fields Medallists accuse AI labs of threatening mathematics research: Twenty-five Fields Medal winners signed an open letter warning that AI labs racing to solve famous problems risk attribution disputes and discourage open research sharing.

Anthropic’s AI agent spent hundreds of pages fighting a CAPTCHA: A safety report transcript shows Anthropic’s Mythos 5 model spending most of a 1,022-page chain-of-thought log trying to bypass hCaptcha checks while planting malware on PyPI.

THOUGHT LEADERSHIP

The CLARITY Act vote could swing crypto to US$2.73T or US$2.6T: Anndy Lian argues a Senate cloture vote on crypto regulation is driving Bitcoin’s resilience even as a 5% Treasury yield and looming Fed hike batter tech stocks.

The Fed, not Bitcoin fundamentals, is driving crypto’s next move: Anndy Lian writes that Bitcoin and Ethereum are trading as risk assets ahead of the Fed’s rate decision, with US$76,000 and US$2,450 as key support levels.

AI doesn’t need crypto — but AI agents might: Astrid Dang argues blockchain may finally find product-market fit with machines rather than humans, as AI agents need wallets and stablecoins to pay for APIs autonomously.

Why most AI pilots succeed and then quietly fail at scale: Mahesh Tanwani’s six-move ‘Capability Cycle’ argues that Klarna’s stumble and recovery show scaling AI requires diagnosing failure and redesigning workflows, not just expanding a pilot.

Everyone has adopted AI, but few firms are ready for it: Jayce Tham writes that only 20% of Southeast Asian firmshave meaningfully scaled generative AI, with low employee trust undercutting Singapore’s high adoption numbers.

The SaaS apocalypse will be selective, not total: Muthhukumar Malaiiyyappan argues AI won’t turn companies into software builders but will let incumbents absorb features faster, leaving thin AI wrappers most exposed.

India’s IPO boom is changing where startups choose to list: Shashwat Tewary writes that domestic investors now fund roughly three-quarters of Indian IPOs, making a domestic listing a credible choice for founders once bound for New York.

Why middle powers like Britain must learn to prioritise: Shawn Balakrishnan argues that Singapore’s disciplined foreign policy offers a model for Western powers now facing diminished diplomatic capacity.

GPT-6 Astra moves faster — but marketing data hasn’t caught up: Aleks Farseev warns that OpenAI’s new computer-using agent finishes tasks in half the time of its predecessor, but risks automating bad decisions on fragmented data.

What Southeast Asian edutech can learn from AI’s limits: Daniel Brooks argues that AI education tools need to fit local languages and curricula, citing a World Bank review showing mixed edutech results in the region.

Using AI to win has nothing to do with productivity: Nabeel Mungaye argues that shared AI productivity gains cancel each other out — the ‘Red Queen Effect’ — and real advantage comes from extending a firm’s existing moat.

The missing link in your customer’s mobile app journey: Leo Vu argues that deep linking, not more ad spend, is the fix for fragmented mobile purchase journeys, pointing to Vietnamese brokerage MB Securities.

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How Hong Kong solves tech’s hardest problem: the final mile to market

For many technology startups, the hardest part is not invention. It is everything that comes after.

A breakthrough in a university lab, a working prototype, or even an early customer pilot may prove that a product can exist. It does not prove that a company can scale. To get there, founders need to pay customers, patient capital, production partners, regulatory support, credible governance, and eventually, if the business is strong enough, access to public markets.

That difficult stretch between research and commercial scale is where many promising startups stumble. Hong Kong is now positioning itself as one of Asia’s key bridges across that gap, using a mix of public capital, private investment, industry partnerships and links to the Greater Bay Area’s manufacturing base.

Also Read: How HKSTP’s quarter-century journey offers insights for Asia’s innovation ecosystems

The effort matters beyond Hong Kong. Across Southeast Asia, governments and investors are also asking how to turn research, engineering talent and early-stage startups into companies that can compete regionally or globally. The lesson from Hong Kong is that building an innovation hub is no longer just about funding more startups. It is about connecting the entire commercialisation chain.

The funding gap after product-market promise

The most vulnerable period for many deeptech companies often comes after science has been proven, but before business is mature enough for mainstream capital.

A biotech startup may need years of clinical development before revenue arrives. A robotics company may require costly manufacturing and field testing. A semiconductor company may need specialist equipment, design talent and supply-chain partners long before it can show predictable cash flow.

At this stage, conventional bank lending is often unavailable, while later-stage institutional investors may still consider the risks too high. If capital dries up, companies can lose momentum just when they need to spend more on product development, hiring, certification, production or market entry.

Hong Kong Science and Technology Parks Corporation, better known as HKSTP, is narrowing that financing gap. Demonstrating forward-thinking vision, its Venture Fund was established in 2015, and now manages HK$1 billion (~US$128 million) and covers 117 technology companies. According to figures supplied by HKSTP, every HK$1 invested through the fund has on average attracted about HK$13 in private-market investment.

HKSTP also has a separate HK$500 million (~US$64 million) public-private fund under its Co-Acceleration programme. This combines capital with industry resources, investment expertise and market access for deep-tech companies.

That leverage effect is important. Public funding alone rarely builds large companies. But when it helps reduce early risk, pull in private investors and connect startups with customers, it can become a catalyst rather than a subsidy.

From isolated winners to a repeatable pipeline

Hong Kong already has examples of companies moving from its innovation ecosystem to the public markets. HKSTP says 23 companies from its ecosystem had gone public by the beginning of this year, spanning artificial intelligence, life sciences, robotics and semiconductors.

One closely watched case is Insilico Medicine, the AI drug-discovery company that set up an R&D centre at Science Park in 2019 and listed in Hong Kong at the end of last year. Its first AI-designed drug candidate has advanced to Phase III clinical trials, while its IPO raised HK$2.277 billion, or about US$292 million, making it the city’s largest biotech IPO of the year.

Also Read: Why Hong Kong’s metro just became every marketer’s dream

But one listing, or even a handful of them, does not make an ecosystem.
The harder question is whether those outcomes can be repeated. That depends on whether young companies can consistently move from research to pilot projects, from pilots to commercial contracts, from small-scale production to volume manufacturing, and from private capital to public-market readiness.

This is particularly relevant for Southeast Asia, where many ecosystems have become more sophisticated over the past decade but still face commercialisation bottlenecks. The region has produced major consumer internet, fintech and logistics companies, yet deep-tech sectors such as robotics, biotech, advanced manufacturing and semiconductors need a different kind of support structure. They require patient capital, technical infrastructure, enterprise customers and links to industrial supply chains.

Hong Kong’s pitch is that it can bring some of these pieces together.

Why the Greater Bay Area matters

Hong Kong’s strength is not only its capital market. It also has research universities, professional services, intellectual-property protection and access to international investors. But its broader commercialisation advantage lies in its connection to the Greater Bay Area.

The GBA links Hong Kong with cities including Shenzhen, Guangzhou, Dongguan and others in southern China. For hardware, robotics, biotech tools and semiconductor-related startups, that proximity can be significant. Companies can tap engineering expertise, suppliers, prototyping facilities and manufacturing capacity across the region while using Hong Kong for finance, legal structuring and global market access.

In practice, this means a startup may conduct R&D in Hong Kong, source components from Dongguan, work with manufacturing partners in Shenzhen, raise capital from international investors, and eventually sell into Asia, Europe or North America.

That model reflects how modern commercialisation actually works. Innovation no longer sits neatly inside one city. Research, funding, product development, production and customers are often spread across multiple markets.

For Southeast Asian founders, the parallel is clear. A Singapore-based medtech company may test products in Vietnam, manufacture in Malaysia, raise capital from regional funds and sell to hospitals across Indonesia or Thailand. The challenge is not simply to invent, but to coordinate a regional pathway from invention to adoption.

Taking technology to customers

This is the context for HKSTP’s Co-Development & Investment Conference, or CDIC, a six-day programme spanning Hong Kong, Dongguan and Hangzhou.

The programme brings together founders, investors and industry representatives in what HKSTP describes as a “Tri-Party Ecosystem”. The aim is to combine capital with commercial matching, giving technology companies access to possible applications and financing while helping investors identify companies with growth potential.

The inclusion of industry use cases is crucial. Startups do not scale because investors like a pitch deck. They scale because customers find a product useful enough to buy, integrate and keep using.

That distinction matters more as technology becomes easier to build. AI tools, cloud infrastructure and open-source software have lowered the barrier to developing new products. But they have not lowered the difficulty of selling into regulated industries, integrating with enterprise systems or proving return on investment to customers.

Technical validation answers the question: does it work? Commercial validation asks a tougher one: will anyone pay for it at scale?

Each CDIC location appears to serve a different role. Hong Kong contributes capital, financial infrastructure and international connectivity. Dongguan offers access to manufacturing and supply chains. Hangzhou adds another major technology and R&D cluster.

Also Read: Hong Kong’s pitch to SEA: “We want to be your super partner”

Together, they point to a more pragmatic model of ecosystem building: bring startups closer not only to investors, but also to factories, customers and sector experts.

IPO as a test, not the destination

Hong Kong’s public markets are another part of this pathway. The city’s listing regimes under Chapters 18A and 18C have created routes for biotech and specialist technology companies that may not yet meet conventional profit or revenue requirements.

That matters because deep-tech companies often require long development cycles before they resemble traditional listed businesses. Biotech firms, for instance, may need years of clinical trials. Advanced hardware companies may have high upfront capital expenditure before revenue scales.

A public listing can give such companies access to growth capital and allow early investors to return money to their own backers. Those returns can then be recycled into the next generation of startups.

Still, an IPO should not be mistaken for the end goal. The real test is whether companies can build durable businesses after listing, withstand public-market scrutiny and keep investing in innovation.

For Hong Kong, the commercialisation push is therefore about more than producing the next unicorn or IPO candidate. It is about proving that research, capital, manufacturing and market access can be joined into a repeatable system.

For Southeast Asia, watching that experiment will be useful. The region has no shortage of entrepreneurial energy. Its next challenge is building stronger bridges between invention and industry.

The final mile remains the hardest part of the journey. Hong Kong is betting that ecosystems which can make that stretch less punishing will have the edge in the next phase of Asia’s tech economy, and HKSTP is leading the charge locally to make that happen.s

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Grab’s US$1.49B Atome deal signals a deeper race for SEA’s credit economy

Grab Holdings is done dabbling in consumer lending. The Nasdaq-listed superapp operator has announced that it will pay US$1.49 billion in cash for a controlling 60 per cent stake in Atome Financial, the buy now, pay later (BNPL) and digital lending arm of Advance Intelligence Group (AIGL).

It is, by some distance, the biggest fintech acquisition Southeast Asia has seen this year, and a clear signal that Grab wants to stop renting financial infrastructure and start owning it.

Also Read: Atome’s US$88M AUB facility tests the next phase of Philippine BNPL

Atome Financial brings two businesses into the fold: Atome, the BNPL brand familiar to anyone who has checked out on Shopee, Tokopedia or Lazada; and Kredit Pintar, an OJK-regulated digital lender in Indonesia. Together they operate across Singapore, Malaysia, the Philippines, Indonesia and Thailand, and claim 25 million cumulative transacted users and a US$1 billion gross loan portfolio.

Why Grab wants a lender, not just a wallet

Grab already runs payments, digital banks, partner lending and insurance under its financial services segment, but it has largely underwritten credit using its own ride-hailing and delivery data, a useful but narrow lens. Atome Financial gives it a second, complementary data set built on retail spending and instalment repayment behaviour, plus a merchant network north of 30,000 brands to cross-sell into.

Alex Hungate, Grab’s President and COO, framed the deal as an extension of what the company already does for its driver-partners. In 2025, the company says 68 per cent of driver-partner borrowers accessed formal credit for the first time through Grab, with half saying they did so specifically to avoid predatory lenders, a statistic that also doubles as Grab’s answer to critics who accuse gig platforms of trapping workers in debt cycles rather than freeing them from informal ones.

For Jefferson Chen, Chairman and CEO of AIGL and CEO of Atome Financial, the sale caps eight years of building what he called a platform meant to serve “everyone” left out of conventional banking. The company has raised over US$500 million historically and was last valued near US$2 billion, a valuation this deal’s structure suggests Grab is willing to exceed only if Atome Financial keeps performing.

The mechanics: pay now, pay more later — maybe

The transaction is split into two phases, and the second is where the real financial engineering sits. Phase 1 closes the 60 per cent stake for US$1.49 billion, of which US$260 million is earmarked as primary growth capital for the business itself rather than a payout to sellers. Grab expects this to complete by Q3 2027, pending regulatory sign-off across five markets, not a trivial hurdle given how differently Singapore, Indonesia and the Philippines each regulate consumer lending.

Phase 2 kicks in roughly two years after that, when Grab has agreed to buy the remaining 40 per cent, but not at a fixed price. Instead, the payout is pegged to a formula: 13x annualised adjusted EBITDA weighted at 75 per cent, plus 2.5x annualised revenue weighted at 25 per cent, both measured over the six months before Phase 2 closes. The resulting valuation is collared between a floor of US$2 billion and a cap of US$4.5 billion, with at least half settled in cash.

In plain terms: Grab has protected its downside if Atome Financial underdelivers, while capping how much it pays if the business outperforms. It is a structure that reads less like conviction and more like hedged conviction; Grab wants in, but on terms that punish disappointment.

The inclusion pitch, and its limits

More than 70 per cent of adults in Southeast Asia remain unbanked or underbanked, and Grab’s pitch leans hard on closing that financial inclusion gap. Grab CFO Peter Oey said the deal is funded entirely from existing cash, will not touch the company’s ongoing share buyback, and should be accretive to Group Adjusted EBITDA once it closes. Grab has also revised its 2028 targets upward on the back of the acquisition: US$500 million in Adjusted EBITDA from the combined lending book (which it expects to exceed US$6 billion), and Group-wide targets of US$1.7 billion in Adjusted EBITDA with more than 30 per cent revenue CAGR from 2025 to 2028.

Those are punchy numbers for a company that has spent years explaining to investors why its financial services arm mattered before it had proven itself. Whether combining two AI-underwriting engines actually produces better credit decisions, rather than simply more exposure, is the question regulators, and eventually Grab’s own risk teams, will have to answer as the loan book scales past US$6 billion.

A crowded lending market just consolidated

The deal also reshapes competitive lines in Southeast Asia’s BNPL and digital lending market, which was already getting crowded before this. Atome has spent years jostling with Indonesia’s Kredivo and Akulaku, both of which have their own bank licences (Bank Neo Commerce and Bank Jago-style partnerships) and aggressive merchant tie-ups. Sea Group’s SeaMoney and GoTo’s GoPayLater have also been pushing BNPL deeper into Shopee and Gojek’s respective ecosystems, effectively daring standalone players like Atome to find a bigger distribution partner or get squeezed. Grab, notably, is GoTo‘s biggest regional rival in ride-hailing and deliveries — so folding a scaled lender into its financial services arm is as much a shot at GoTo’s fintech ambitions as it is a fintech deal in its own right.

Also Read: Indonesia’s minister confirms Grab-GoTo merger is on the table

For founders and operators watching from the sidelines, the takeaway is less about the headline number and more about what it signals: super-apps in this region have decided that owning proprietary credit infrastructure, rather than partnering for it, is where the next phase of the financial services land grab will be won.

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The Fed is the real crypto story, Bitcoin and Ethereum are just following

We have entered a cautious stretch. Bitcoin has slipped 0.72 per cent over the past 24 hours to US$76,697.14. Ethereum has fallen harder, down 1.95 per cent to US$2,474.93. This pullback reflects a broader market decline of 0.99 per cent. The dominant force behind this move is macro uncertainty ahead of the Federal Reserve’s September 16 interest rate decision.

Traders are pricing in a high probability of a rate hike. That expectation has triggered risk-off sentiment across financial markets. A cascade of leveraged long liquidations has added pressure. My own view is simple. This is not a crypto story right now. This is a Fed story.

Bitcoin and Ethereum are trading as risk assets. Their next major move will come from the central bank, not from their own networks or adoption trends. The market-wide nature of this decline matters. Bitcoin does not show a unique weakness. It follows the same liquidity and policy expectations that shape other risk assets. That is why I focus on the Fed rather than on crypto-specific headlines.

Bitcoin’s decline looks modest on its own. Its alignment with the broader market matters more. The total crypto market cap has fallen 0.99 per cent. Bitcoin’s 0.72 per cent drop closely mirrors that move. This correlation tells me Bitcoin is following market beta rather than reacting to a coin-specific catalyst. The derivatives data shows a sharp spike in liquidations, up 1,331.93 per cent in 24 hours. That number sounds dramatic. This is a symptom of the sell-off and a leverage flush, not the primary cause. Forced selling from over-leveraged longs can accelerate a decline. It does not create the original spark. The provided data did not show a clear secondary driver for Bitcoin. I found no specific news event, exploit, or technical failure that explains the move independently of the macro backdrop.

The near-term path for Bitcoin depends on one level. The US$76,000 support zone is critical. If Bitcoin holds above US$76,000, a rebound toward US$78,500 is possible. A break below that support would risk a drop to US$74,000. This makes the Fed’s decision and its commentary on September 16 the key watch point. The market is in a holding pattern. Bitcoin sits at the centre of that wait. There is no need to overinterpret the small percentage decline. The larger signal is that traders have reduced risk ahead of a major policy event. Liquidity expectations and rate projections now matter more than short-term chart patterns for the largest cryptocurrency.

Also Read: Bitcoin drops to US$76,796.54 as 91% S&P 500 correlation exposes crypto’s macro trap

Ethereum faces a more difficult setup. Its 1.95 per cent decline to US$2,474.93 means it has underperformed a slightly weaker Bitcoin. The primary driver is a technical rejection at the US$2,530 to US$2,550 resistance zone. That area has drawn attention from multiple analysts as a critical ceiling. Ethereum tested it and failed to break through. This rejection occurred alongside rising Treasury yields and tightening macro expectations for a Fed rate hike. Those forces dampen appetite for risk assets like crypto. The provided data showed no clear coin-specific catalyst.

The move aligns with broader macro-driven caution. In my view, Ethereum’s underperformance makes sense. It faced a technical barrier and macro headwinds at the same time. Ethereum’s failure at resistance carries more weight because it happened during a macro-sensitive window. Traders already faced rising Treasury yields. A high probability of a Fed rate hike made them less willing to chase a breakout. The rejection at US$2,530 to US$2,550 gave them a reason to sell.

Forced selling from derivative liquidations amplified Ethereum’s decline. Liquidations wiped out over US$8.9M in ETH positions recently. One post highlighted US$8.9M in ETH liquidations at the US$2,523 level. The majority came from longs. That kind of forced selling creates short-term downward pressure. It does not necessarily reflect a fundamental shift in sentiment. A flush of over-leveraged traders exacerbated the drop. This is a common feature in volatile markets. This as a leverage cleanout rather than a verdict on Ethereum’s long-term value. The technical rejection gave the initial push. The liquidation cascade turned that push into a faster slide.

The near-term outlook for Ethereum is neutral to bearish while it remains below US$2,550. If ETH holds above the US$2,450 support, it could regroup for another attempt at the US$2,550 resistance. A decisive break below US$2,450 would target the next significant support zone around US$2,350 to US$2,400. Short-term moving averages converge in that zone. The critical event remains the Federal Open Market Committee meeting concluding September 16.

Market-implied probability for a hike is high. That creates uncertainty. The Fed’s policy statement and any changes in rate projections will likely drive the next significant move across crypto markets. My bias here is cautious. Ethereum needs to defend US$2,450 through the Fed announcement. A hawkish surprise could trigger a deeper correction toward US$2,350. I would treat the US$2,450 support as the line that separates a pause from a deeper move. A hold there keeps the current range intact. A break there shifts the focus to US$2,350 to US$2,400.

Also Read: Will Bitcoin hold US$77,000 or drag the market to US$2.51T? The September 10 answer

My point of view on this entire setup is that the crypto market is trading on macro beta, not on its own fundamentals. Bitcoin’s slight dip is a function of macro-driven, market-wide risk aversion ahead of a key Fed meeting. A flush of leveraged long positions amplified that move. The move lacks a distinct, coin-specific catalyst.

Ethereum’s pullback combines a failed technical breakout with pre-Fed risk reduction. Derivative liquidations added fuel. I would watch Bitcoin at US$76,000 and Ethereum at US$2,450. Those levels define the near-term battle lines. If support holds, both assets can attempt rebounds. Bitcoin could target US$78,500. Ethereum could retest US$2,550. If support breaks, Bitcoin risks US$74,000. Ethereum risks US$2,350 to US$2,400.

The broader market outlook is neutral to cautious for Bitcoin and cautiously bearish for Ethereum. The Fed’s interest rate decision and forward guidance on September 16 will set the tone for Bitcoin and other risk assets. Until that event passes, I expect choppy, headline-driven price action. The modest Bitcoin decline does not alarm me on its own. The Ethereum underperformance deserves more attention because it combines technical rejection, macro pressure, and a leverage flush. Both assets are waiting on the same catalyst. That catalyst is the Fed. The market has already moved into a defensive stance. Now it waits to see whether the central bank confirms or challenges that caution.

Editor’s note: e27 aims to foster thought leadership by publishing views from the community. You can also share your perspective by submitting an article, video, podcast, or infographic.

The views expressed in this article are those of the author and do not necessarily reflect the official policy or position of e27.

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Tesla establishes Vietnam subsidiary as EV rivalry with VinFast looms

Tesla has formally established a Vietnamese subsidiary, marking a small but closely watched step into one of Southeast Asia’s most dynamic electric vehicle markets.

According to a filing on Vietnam’s National Business Registration Portal dated September 12, Tesla Motors Vietnam LLC has been incorporated in Ho Chi Minh City with charter capital of VND77.7 billion (about US$3 million).

Also Read: Electric vehicles at the crossroads: Trust vs innovation

The company is registered across seven business sectors, including wholesale and retail sales of vehicles, sales of vehicle parts, sales of machinery, and other wholesale and retail activities.

The filing does not confirm when Tesla vehicles will be sold in Vietnam, whether the company plans to open showrooms or service centres, or if it will begin with imports before considering deeper operations. But for a company that has so far had only limited direct exposure to much of Southeast Asia, the creation of a local entity is a meaningful signal.

Tesla Motors Vietnam has three legal representatives: David Jon Feinstein, listed as president; Isabel Ching Fan, listed as general director; and Nguyen Manh Hung, listed as assistant to the general director. Feinstein is a senior Tesla executive, and the filing lists his address as 1 Tesla Road, Austin, Texas, the US headquarters of Tesla.

The move comes at a time when Vietnam’s automotive market is being reshaped by electrification, local industrial policy, and the rapid rise of homegrown EV maker VinFast.

Why Vietnam matters

Vietnam is not Southeast Asia’s largest car market. Indonesia and Thailand remain far bigger in terms of vehicle sales and manufacturing capacity. Yet Vietnam has become one of the region’s most interesting EV markets because electric cars are already visible on the road, helped by VinFast’s aggressive rollout of vehicles, charging infrastructure, and taxi fleets.

Automobile sales in Vietnam reached 48,484 units in August 2026, down 18 per cent from July, according to the data cited in the filing-related source material. VinFast accounted for 20,161 units, or 42 per cent of the total. That figure excludes imported cars, but it still underlines how unusual Vietnam has become: a Southeast Asian market where an EV-focused domestic brand is already a major force in overall vehicle sales.

For Tesla, Vietnam presents both an opportunity and a complication. On one hand, the country has a young, increasingly urban consumer base, rising incomes, and a government that has shown interest in cleaner transport and industrial upgrading. On the other, its car market remains price-sensitive, import duties and taxes can affect affordability, and public charging access outside major cities is still developing.

Tesla’s global playbook has typically relied on direct sales, strong brand recognition, over-the-air software updates, and an expanding charging ecosystem. In Vietnam, however, it will be entering a market where the most important EV infrastructure advantage currently belongs to VinFast, not to foreign entrants.

A local filing, not yet a full launch

The incorporation of Tesla Motors Vietnam should not be read as an immediate product launch. Multinationals often establish local companies before making decisions on distribution, hiring, compliance, supply chain arrangements, or after-sales service. In the automotive sector, those steps matter especially because buyers need confidence that vehicles can be serviced, repaired, and supported over many years.

Still, the scope of Tesla’s registered business activities is notable. The company is not only registered for vehicle sales, but also for vehicle parts and machinery-related activities. That gives it room to operate beyond simple brand representation if it chooses to do so.

Also Read: Electrifying Southeast Asia: Unleashing the radical potential of electric vehicles

For Vietnamese consumers, Tesla is already a familiar name, even if official access has been limited. Imported Tesla cars have appeared in the country through private channels, usually at prices that reflect the cost of importing a premium foreign EV into a regulated market. A direct presence could, over time, improve pricing transparency, servicing, software support, and warranty coverage.

The bigger question is whether Tesla sees Vietnam as a standalone sales market, a node in a broader Southeast Asian strategy, or both.

Tesla has already made moves in parts of the region, including Singapore, Malaysia, and Thailand. Southeast Asia is becoming more important to global automakers as EV adoption rises from a low base and governments compete to attract investment in batteries, assembly, and charging networks. Thailand has positioned itself as a regional EV production hub, while Indonesia has used its nickel reserves to court battery and EV manufacturers. Vietnam’s edge is different: it has a domestic EV champion that has created local market momentum.

The competitive field

If Tesla begins selling directly in Vietnam, it will face a very different competitive environment from its early days in the US or Europe. VinFast is the obvious local rival, with a wide domestic footprint, strong brand visibility, and an expanding EV line-up. It also benefits from local familiarity and infrastructure, particularly charging.

Chinese automakers are another major factor. BYD, which has become one of the world’s largest EV makers, is expanding across Southeast Asia and has been increasingly active in markets such as Thailand, Indonesia, Malaysia, and Singapore. Other Chinese brands, including SAIC-backed MG and Wuling, have shown that more affordable EVs can gain traction among Southeast Asian buyers who may be curious about electrification but unwilling to pay premium prices.

Traditional automakers cannot be ignored either. Hyundai, Kia, Toyota, Mercedes-Benz, and BMW all have varying degrees of EV or hybrid presence in the region. In Vietnam, as elsewhere in Southeast Asia, hybrids may remain attractive for consumers who want lower fuel consumption without depending fully on charging infrastructure.

Tesla’s advantage is brand power. Its challenge is localisation. Vietnamese buyers are not only comparing acceleration, software, or range; they are also comparing price, service access, financing options, charging convenience, and resale value.

Southeast Asia’s EV race gets more crowded

Tesla’s Vietnam filing also reflects a wider shift in Southeast Asia’s automotive sector. For years, the region was seen mainly as a market for petrol cars, motorcycles, and later ride-hailing. EV adoption was slowed by cost, limited charging, and uncertainty over battery performance in tropical climates.

That picture is changing. Governments are offering incentives, charging networks are growing, and fleet operators are experimenting with electric taxis, vans, and two-wheelers. Consumers are also becoming more familiar with EV ownership as more models enter the market at different price points.

Vietnam sits at the centre of this transition because it is not waiting for foreign brands alone to create demand. VinFast’s domestic push has effectively educated the market, normalised EVs, and forced competitors to think more seriously about the country. In that sense, Tesla may benefit from groundwork laid by a rival.

Also Read: Thinking out loud: Are electric vehicles as sustainable as we believe?

But entering a market after EV awareness has already formed also means Tesla cannot define the category on its own. In Vietnam, electric mobility already has a local face. Tesla will need to show not just that it is a global EV leader, but that it can meet the everyday needs of Vietnamese drivers.

For now, the filing is a beginning rather than a launch. Yet it is the clearest sign so far that Tesla is preparing for a more formal role in Vietnam’s auto market. If that turns into direct sales, Vietnam’s EV race could move from a domestic-led story to a more open contest between local ambition, Chinese scale, and American brand power.

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Amilo acquires SG Link to widen cross-border shipping for SEA sellers

For many Southeast Asian merchants, selling overseas has never been a question of demand alone. A small brand in Vietnam, Indonesia or Thailand may find buyers on Amazon, eBay, Shopify or social platforms, but the harder problem begins after checkout: paperwork, duties, customs clearance, tracking gaps and freight rates designed for companies shipping far larger volumes.

Amilo is trying to turn that messy middle into a single operating layer. The Singapore-based third-party logistics provider has completed and integrated its fourth acquisition in four years, folding cross-border specialist SG Link into its regional network. SG Link now operates as ShipX and connects merchants in Southeast Asia to more than 220 destinations globally.

Also Read: J&T Express leans on Southeast Asia as China parcel growth cools

The financial terms of the deal were not disclosed. But the acquisition is less notable as a standalone transaction than as another marker of how Amilo is building: buying operators with specific capabilities, then moving them onto its own logistics and technology stack rather than running them as separate businesses.

A cross-border layer for regional sellers

Founded to serve Southeast Asian commerce, Amilo provides warehousing, fulfilment and delivery services through a proprietary platform covering marketplaces, order management, warehouse operations, transport, customs and delivery management. The company says it integrates with major marketplaces including Amazon, eBay and Shopify.

SG Link, now ShipX, adds a piece that many domestic fulfilment providers struggle to offer at depth: end-to-end international shipping for smaller exporters. The business has operated in Vietnam since 2020 and focuses on merchants that lack the shipment volumes needed to negotiate strong freight terms on their own.

By pooling demand, ShipX can help smaller sellers access better shipping economics, while handling customs documentation, duties and tracking through a more unified process. That matters in a region where many small and mid-sized businesses can find overseas customers online but still face old-fashioned logistics bottlenecks once goods leave the warehouse.

Cross-border commerce is also becoming more important as Southeast Asian sellers look beyond crowded domestic marketplaces. Platforms such as Shopee, Lazada and TikTok Shop have widened access to consumers, but exporting remains uneven. A merchant may be able to list products globally in minutes, yet still spend days dealing with tax codes, tariff changes, broker hand-offs and customer complaints when parcels disappear from view.

Amilo’s bet is that solving those problems requires more than a booking portal. It requires control over the operational rails behind it.

The acquisition playbook

The company describes its approach as a repeatable acquisition and integration model. Rather than buying logistics firms and leaving their systems intact, Amilo looks for businesses with something difficult to build from scratch: a customer base, a licence, a trade lane, a local network or a specialist capability. It then migrates them onto a single technology stack.

Also Read: Thai logistics unicorn Flash Express launches full services in the Philippines

Some acquired businesses needed a turnaround, while others needed a broader network to scale. The common thread, according to Amilo, is that they eventually operate on the same infrastructure instead of sitting beside one another on a group organisation chart.

“We have now proven our acquisition, integration and turnaround story four times in four years,” said Chris Revord, Head of Finance at Amilo. “With heavy AI usage across all functions, the platform keeps getting more robust — and we are extending it across the commerce and distribution space.”

That model reflects a wider shift in Southeast Asian logistics. The sector remains highly fragmented, with thousands of local providers strong in individual cities, corridors or services but weak across borders. For startups and mid-sized logistics players, building everything organically can be slow and capital-intensive. Buying capability is faster, but only if integration does not create more complexity.

This is where many logistics roll-ups stumble. Warehouses may run on different systems, fleets may follow different routing logic, and customs processes may depend on local expertise that is hard to standardise. Amilo is arguing that repeated integration makes each acquisition cheaper and faster because the target operating system does not change.

Whether that continues to hold as the company expands will be the test. Cross-border logistics is a low-error, low-margin business, and mistakes are visible quickly: delayed parcels, inaccurate duty estimates and poor customer updates can damage both merchant trust and marketplace ratings.

Why ShipX matters

For Amilo, ShipX brings expertise in one of the harder segments of logistics. Domestic fulfilment is challenging, but cross-border shipping adds more variables: changing tariff regimes, fuel-price pressure, destination-specific documentation and fragmented last-mile partners in receiving markets.

“SG Link, now ShipX, is an amazing team,” said Arun Mambully, founder and CEO of Amilo. “Their knowledge of complex cross-border processes is a core pillar of our strategy of helping millions of ASEAN SMEs expand globally. Despite fuel-price and tariff-war pressure, our teams have come together very well and delivered positive growth in the first half of this year.”

The reference to tariffs and fuel costs is important. Cross-border shipping has become more volatile in recent years, affected by geopolitical tensions, supply chain disruptions and fluctuating air and sea freight prices. For smaller merchants, those changes can wipe out margins quickly if delivery costs or landed duties are misquoted.

A more integrated cross-border service could help sellers show clearer shipping costs to consumers, reduce failed deliveries and avoid surprise charges. It could also make it easier for merchants to test new markets without setting up overseas warehousing from day one.

Rivals in a crowded logistics field

Amilo is not alone in trying to own more of the commerce logistics chain. In Southeast Asia, Ninja Van has built one of the region’s largest delivery networks, alongside J&T Express and Flash Express, while Janio has long focused on cross-border logistics for e-commerce merchants. Global incumbents such as DHL eCommerce, FedEx, UPS and Aramex also serve exporters with international shipping, customs and fulfilment products. The difference Amilo is trying to claim lies in combining acquisitions, warehousing, marketplace integrations and cross-border shipping on one proprietary platform. That integrated pitch may appeal to growing sellers, though larger rivals still have advantages in scale, brand trust and global infrastructure.

AI on top of physical infrastructure

Amilo is also positioning the deal as a foundation for heavier use of artificial intelligence across logistics decisions. The company says the hard infrastructure — warehouses, delivery capacity, licences and border processes — has already been built or acquired, and that AI can now sit on top of those rails.

In practical terms, that could mean smarter routing, automated customs checks, better demand forecasting, exception handling and customer support agents that help merchants resolve delivery issues faster. But logistics is a sector where AI claims can easily run ahead of reality. Automation is useful only when the underlying process is stable; otherwise, it can simply accelerate errors.

Also Read: The great divide: How Southeast Asian SMEs are bridging the AI gap between survival and success

Amilo appears aware of that risk. Its argument is that it has first standardised the operating base, and only then layered intelligence onto it. Future acquisitions, it says, should integrate more quickly as more migration work becomes automated.

For Southeast Asian SMEs, the promise is straightforward: fewer systems, fewer intermediaries and fewer blind spots between a warehouse shelf at home and a customer abroad. For Amilo, the ShipX deal is another step towards becoming not just a logistics provider, but the connective tissue for regional merchants trying to sell to the world.

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MoneyHero’s Q2 exposes the rising cost of fintech growth in Southeast Asia

MoneyHero’s latest earnings tell two stories. The first is the one the NASDAQ-listed fintech aggregator wants investors to focus on: artificial intelligence automation, better approval rates, and a more efficient operating model. The second sits deeper in the numbers: falling revenue, weaker user traffic, wider losses, and a sharp rise in cash incentives used to keep transaction activity from slipping.

The Singapore-based company, which operates financial comparison and application platforms across markets including Singapore, Hong Kong and the Philippines, reported revenue of US$15.8 million for the second quarter of 2026, down 13 per cent from US$18.0 million a year earlier. For the first half, revenue was almost flat at US$32.3 million.

Also Read: MoneyHero swings to profit, but only on cost cuts and FX gains

For a consumer fintech platform in Southeast Asia, where customer acquisition has long been expensive and loyalty is thin, that would be notable on its own. But MoneyHero’s disclosures show the pressure is not just on headline revenue. It is also on the mechanics of how the company is sustaining activity on its platform.

Incentives rise as reported revenue falls

Management attributed part of the second-quarter revenue decline to higher cash rewards offered to users in Singapore and Hong Kong. Under IFRS 15 accounting rules, such rewards are deducted from gross revenue rather than booked as marketing expenses. In simple terms, if MoneyHero pays users cash to complete financial product applications, those payouts reduce the revenue it reports.

To provide what it says is a fuller picture of platform activity, the company introduced “Total Transaction Value”, or TTV, a non-standard metric that adds cash rewards back to revenue. On that basis, MoneyHero said platform volume was broadly flat year on year at US$20.9 million.

The problem is the cost of holding that line. Cash rewards reached US$5.1 million in the quarter, up 77 per cent from US$2.9 million a year earlier. In Singapore alone, cash handouts totalled US$4.2 million, while reported revenue in the market fell 20 per cent year on year.

That matters because aggregators such as MoneyHero sit between consumers and financial institutions, earning fees when users apply for or take up products such as credit cards, loans and insurance. The model works best when platforms can attract users cheaply and convert them efficiently. Heavy incentives can boost applications, but they also raise the question of whether demand is organic or being rented with cash.

Core operations swing into the red

MoneyHero’s executive commentary pointed to foreign exchange fluctuations as a key reason for the company’s US$1.2 million net loss in the quarter. Currency movements can be meaningful for a company operating across several Asian markets and reporting in US dollars.

Still, the operating line shows a more direct deterioration. MoneyHero swung to an operating loss in the second quarter of 2025, moving from operating income of US$366,000 to an operating loss of US$2.52 million in the latest quarter. For the first half of 2026, its net loss widened to US$7.95 million, compared with US$2.23 million a year earlier, an increase of 256 per cent. Cash reserves declined by US$3.0 million to US$28.2 million.

The company’s Credit Cards segment, historically a major revenue engine for comparison platforms in Asia, also weakened. Revenue from the segment fell 18 per cent year on year to US$8.9 million. The Philippines, where MoneyHero has built a large registered user base, saw revenue fall 43 per cent to US$969,000.

This mix is important. Credit cards have often been among the most lucrative products for financial comparison sites because banks are willing to pay for qualified leads and approved customers. But the category is sensitive to bank appetite, consumer credit conditions and competition from direct bank channels, digital banks and superapps.

Traffic decline comes with a methodology change

MoneyHero highlighted an improvement in application approval rates, which rose by nine percentage points to 48 per cent. That suggests the company is sending higher-quality users to financial partners, a useful metric in a market where banks do not want low-intent traffic clogging their funnels.

But the top of the funnel shrank sharply. Monthly unique users fell 30 per cent year on year to 3.7 million. Total traffic dropped 29 per cent to 11.8 million sessions. Platform clicks fell 35 per cent to 1.31 million, while total applications declined 30 per cent to 310,000.

Also Read: Decoding MoneyHero’s Q1: The profit push amid shrinking revenues

Management framed the decline as part of a deliberate shift away from low-intent paid traffic towards users more likely to convert. That strategy is plausible: in a tighter funding environment, many Southeast Asian fintechs have shifted from growth-at-all-costs to profitability and better unit economics.

However, a footnote complicates the comparison. Effective April 1, 2026, MoneyHero updated its analytics filters to exclude non-human automated bot traffic. The company did not recast prior periods. That means previous traffic figures may have included automated activity that is now filtered out, making year-on-year traffic comparisons less clean.

For investors and partners, the distinction matters. If traffic is down because MoneyHero cut wasteful acquisition spend, that may be a healthy reset. If prior traffic included bot activity, earlier scale claims were less meaningful than they appeared. If both are true, the company is now being measured against a clearer but smaller audience base.

A large member base, but uneven monetisation

MoneyHero said it reached 10.1 million registered members, up 17 per cent year on year. On paper, that gives the company one of the larger consumer finance audiences in the region.

The distribution, however, is uneven. Around 7.1 million members, or roughly 70 per cent of the total, are in the Philippines. Yet the market generated less than 6.2 per cent of total revenue in the quarter. Hong Kong, by contrast, contributed about half of platform revenue while accounting for only 1.1 million members, or 10.6 per cent of the member base.

This is a familiar Southeast Asian internet problem. User numbers in emerging markets can look impressive, but monetisation varies sharply by income levels, financial product penetration, bank commission structures and consumer purchasing power. The Philippines offers long-term promise, given its young population and rising digital finance adoption, but turning registered users into high-value financial product customers is a different challenge.

Rivals are fighting for the same high-intent users

MoneyHero is not alone in chasing this opportunity. In Singapore, it competes with MoneySmart and other financial comparison platforms for credit card, insurance and loan customers. Across the wider region, players such as RinggitPlus in Malaysia and global comparison brands including Finder operate in overlapping segments, while banks, digital banks and brokerages increasingly acquire customers directly through their own apps.

The competitive pressure is not just about web traffic. It is about who owns high-intent financial decisions at the moment a consumer is ready to apply. That is why cash rewards have become common in markets such as Singapore, where affluent consumers compare sign-up gifts as closely as interest rates or card benefits. The risk is that incentives become an arms race, squeezing margins for platforms that lack differentiated products or proprietary distribution.

Also Read: Nasdaq-listed MoneyHero slashes 80 jobs to ‘streamline operations’

MoneyHero is betting that automation can help offset those pressures. The company pointed to AI-driven engineering savings, including a voucher management system built by a single engineer in under three months. Such gains may help lower internal costs and speed up product delivery.

But software efficiency alone does not solve the central question raised by the quarter: can MoneyHero grow revenue sustainably without paying ever-larger rewards to bring users through the door? Its approval-rate improvement suggests the company may be attracting better users. Its falling traffic, shrinking credit card revenue and wider losses show the transition is far from complete.

For Southeast Asia’s fintech ecosystem, the results are a reminder that aggregators remain useful but difficult businesses. They can simplify financial choice for consumers and provide banks with digital distribution. Yet when acquisition costs rise and users chase the best giveaway, the economics can turn quickly. MoneyHero’s second quarter shows that in this market, scale is only valuable if it can be converted profitably.

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How to use AI to win (Hint: It has nothing to do with being more productive)

AI is automating tasks that used to take hours for humans to do. It’s pushing some costs down and it’s making some teams more productive.

Don’t make the mistake, however, of thinking that using AI to do things more productively is enough to ensure your business has a competitive edge and succeeds.

If you strip away all the hype, you can look at AI as just the latest in a long line of technologies that help companies do things faster. What’s unique, though, is how quickly it has been adopted. It only took two years for about 40 per cent of US adults to begin using AI, which is twice as fast as the Internet, according to Harvard.

Rapid adoption is good news for the AI companies, but for you it means that your competitors are also benefitting from any productivity boosts you can obtain by using off-the-shelf AI to improve basic business tasks.

When all competitors improve their productivity in much the same way and at the same rate, productivity alone doesn’t give anyone a great advantage. Yes, AI is very good at helping you operate more efficiently. You can improve your logistics. You can create content. You can turn your data into insights.

The limitation is that your competitors can access the same AI tools and make the same improvements. Everyone gets more productive, but no one gets ahead. Business consultants call this the ‘Red Queen Effect’. Just like the Red Queen in the book, Through the Looking-Glass, you have to run as fast as you can just to stay in place.

To add further pressure, your customers may demand more results or lower costs because they also know that AI is making it cheaper for you to deliver your products and services. And because youre using AI in the same ways as your competitors, youre starting to look more and more like them. You stand apart even less.

Also Read: I built an AI that keeps receipts. The mistakes became the useful part

Thus, the picture is of a company that is working more productively. Yet, it is failing in its most important job, which is beating the competition.

How do we, then, use AI to help us achieve a real advantage over our competitors? If the answer is not in the realm of productivity, where is it?

Use AI to extend your strategic advantage

As valuable as efficiency is, it takes strategy to win. By strategy, I mean the way you differentiate yourself. It determines where you focus your energy and make your investments.

Also Read: The end of the universal a-player: Dynamic talent matching in the AI-driven supply chain

Lets look at how this plays out in practice with some well-known companies. For example, Apples strategy is to make premium products combining both hardware and software. That provides a seamless user experience and keeps customers coming back.

Apple’s AI strategy thus should involve integrating the new technology directly into its hardware and software products. The result is to give consumers new tools within the Apple ecosystem, like writing tools and a better Siri, that reinforce Apples premium reputation and customer loyalty.

Here’s another example. Netflix competes on the depth of its library of bingeable content and its ability to suggest something you actually want to watch whenever you log in. Reinforcing those strategic advantages could mean using AI to improve the content suggestion engine and make it possible to create new hits more cheaply and quickly. That builds on Netflix’s two existing competitive advantages.

Competing companies that also produce phones and computers, or stream content, were already falling behind Apple and Netflix in these areas. By making their AI investments here, the two companies make it even harder for competitors to catch up.

Apple and Netflix reveal that the strategy for making effective use of artificial intelligence is to combine it with your business’s existing unique assets. These can include your domain expertise, proprietary data, and customer relationships. Off-the-shelf AI is available to everyone, but your unique assets constitute your moat. By using AI to extend them, you widen and deepen your moat.

One simple way to test your AI strategy is to ask yourself, if my competitors bought the same AI tools now, would I still have an advantage? If not, you probably don’t have a competitive AI strategy.

Strategy really isnt that difficult to understand, but few companies so far have figured out how AI can help them implement their strategy and win in their markets. But this is exactly how you must invest in AI, to augment your businesss strategic advantages.

Don’t use AI just to run faster in place. Use it to extend the moat around your business by improving on the things your business already does better than anyone else.

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