Singapore is one of the leading startup hubs in Asia and the world. The ease of setting up a business with friendly tax rates for medium-sized companies at 21 per cent has made Singapore one of the best business environments globally.
However, despite strong government support through initiatives and grants, and a robust business landscape that many international companies choose as their headquarters in Asia, 30 per cent of Singaporean startups fail within two to five years and only 25 per cent of new companies survive the 15-year mark.
With the advantages Singaporean startups enjoy, why are we not seeing a higher degree of success? I firmly believe that startup governance is the key foundation that all startups should have, and it determines the success and longevity of the business and opens up the possibilities to play on a bigger scale.
Global and economic factors and the perceptions of startups
From 2015 to 2021, tech startups were all the rage for investors wanting to come in to make a killing. Sentiments were bullish, together with a climate of low interest rates, and a pandemic tech boom alongside the $2 trillion stimulus in that period, funding was abundant.
Between February 2022 and the end of 2023, interest rates were hiked 11 times, resulting in baseline interest rates going up tenfold making capital more expensive to borrow.
The startup space matured, and valuations became more realistic with tightened purse strings led to a sharp decline in funding. Investors got savvier and were not batting for moonshots, they were looking for profitability, rather than the race for scalability.
The quick rise and sharp decline in startup investment is a big factor. |
Bad actors and mismanagement
Cautionary tales with companies such as WeWork which was valued at US$47 billion at its peak in 2019 before declaring bankruptcy in 2023. Amidst mismanaged funds and a lavish lifestyle from Co-founder and CEO Adam Neumann, who walked away with a sizeable payout while investors were left high and dry.
A similar story with Joel Sng who was Co-Founder and CEO of Honestbee who treated company funds as his own, siphoning money through multiple shell companies leading to his declaration of bankruptcy while staff and vendors were left high and dry.
Also Read: Reviving a failing startup: Financial strategies for long-term success
Upon reflection, the transgressions were not one-off events, and without oversight and accountability, they spiralled out of control.
Accountability and accounting
Lean, agile, and adaptive. These are qualities that startups are attributed with as the advantages they have over larger corporations which are seen to move and make decisions “slower”.
Investments in startups are different from SMEs or MNCs and sometimes lack structure or regulations in favour of flexibility and speed for growth.
In our experience with startup governance, financial and statutory compliances are some of the most commonly overlooked items, as many startups try to do their accounting reports to save costs. This oftentimes results in mistakes that can cause their valuations to drop when they seek loans or investments down the line.
Do not leave this to chance — engage professional accounting firms and service providers.
Legal agreements between founders have to be inked and agreed upon. Clearly stating the responsibilities and consequences in the event of disputes between founders and investors makes dealings fair and transparent. This can also prevent lawsuits from customers and partners.
Though some founders find this uncomfortable and a chore, engaging professional lawyers to get these agreements in place grants peace of mind and clarity.
Startup governance ensures that the management’s values, ethics, and business practices align with, and lead to their financial goals.
Startup governance makes the business attractive for prospective investors
Startups that are serious and have their house in order make themselves attractive for investments to come in across all stages.
For new startups, angel investors looking at pre-seed or seed funding can go in confidently, while startups that are further in their journey can readily welcome institutional investors or venture capitalist firms.
The further a startup is in its journey, the more due diligence will be required on both the business and potential investors or partners. As startups scale their stages of funding, so do the controls needed to protect the parties involved. Due diligence must also be a two-way street, with startups doing their due diligence before welcoming anyone to the fold, as some scammers pose as potential partners or investors.
Also Read: The power of financial models for startups: A guide for founders and VCs
No matter the stage of the startup, having financial and legal frameworks in place makes the steps towards and after funding clearer.
Startup governance keeps the best interests of the business as the North Star
When startups are in their early stages, the core team and founders can suffice to sustain and grow. This, however, might change as the business scales up.
From our experience seeing many startups through their journey, some founders are great until they are not. Having the vision to start a business, and running it when it reaches a certain scale are not mutually inclusive skill sets. Successful founders know their strengths and know what they should outsource.
A good CEO should be equipped with business and administrative skillsets, and have a good grasp of various subjects outside of the business that are needed to run the business. Subjects such as accounting, law and regulations give context to the decisions needed to steer the business to success.
In some cases, despite history and sentimentality, roles have to be abdicated, and responsibilities shift. With good startup governance, these transitions can be handled with minimal interruption to the business, providing transparency for these shifts, while making adjustments and maintaining fair compensation.
Startup governance bridges the gap between startups with private and public entities
Public listed companies, MNCs and non-profit organisations have corporate governance in place as a staple modus operandi to keep their operations running smoothly.
Startups who aim to play on the big stage need to run a tight ship with startup governance as a core pillar of their business. With good governance, the founders, investors, and partners involved can speak the same language and work together towards the same direction, regardless if they are private or public entities.
It is through consistent effort that irregularities and deviations from what is best for the business can be adjusted. I believe that in the future for startups, startup governance will be the base requirement for any startup that wants to be in business.
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