From AI and semiconductors to mobility and finance — behind every wave of innovation lies power and energy infrastructure. It is the invisible engine that sustains modern industries, shaping not only technological progress but also the flow of global capital and industrial order.

Energy transition today is no longer just an environmental cause; it represents a structural reallocation of markets and influence. In the AI era, true competitiveness depends not on designing innovation, but on managing the energy that drives it.

Energy as capital, not just conservation

The global energy industry is not merely a sustainability topic—it is the gateway of capital and the backbone of the global economy. Every major industrial revolution has been powered—literally—by an energy shift: coal in the 19th century, oil in the 20th, and now renewables in the 21st.

AI, semiconductors, mobility, and finance all rely on a stable and scalable energy foundation. Yet many people fail to grasp its true scale and strategic value. Having long enjoyed relatively cheap electricity, we’ve forgotten the volatility of the oil shocks and the geopolitical weight of resources.

Korea’s major conglomerates are prime examples. Their industrial empires were built on energy-intensive foundations—and today, they’re evolving those same roots by merging energy transition with finance, renewables, and emerging tech. Beneath all visible innovation lies a deep layer of infrastructure and capital flow.

The world’s largest industry is the energy business—because without energy, even AI and finance are abstractions

How fossil fuel titans are reinventing themselves

Consider ExxonMobil, once the emblem of fossil dominance. It’s now investing billions into CCUS (Carbon Capture, Utilisation, and Storage) and DAC (Direct Air Capture) technologies—tools designed to bridge the old energy world with the new.

These companies are adopting what might be called “dual-transition logic”: continuing traditional oil operations while channeling profits into carbon reduction and renewable technologies. This balancing act carries the risk of self-cannibalisation, yet they accept it as the price of long-term survival.

What’s truly remarkable is how universal this shift has become. Nearly every global energy player—from Shell and BP to Saudi Aramco—is now part of the same race toward transition. The question is no longer if or when the shift will happen; it already has.

Also Read: On the precipice of energy transition

Why tech giants are leading the charge

Global tech leaders such as Microsoft, Google, and Amazon are not joining the energy transition for image or compliance. They are doing so because their business survival depends on it.

AI data centres now consume staggering amounts of electricity. Power supply and efficiency have become the defining variables for corporate scalability and resilience. As AI continues to shape every sector, these companies understand one truth:

Whoever controls energy, controls computation—and therefore, the future.

Their investments in renewable projects, direct power purchase agreements (PPAs), and green hydrogen aren’t just eco-initiatives; they’re strategic moves to secure their operational lifeline. In essence, these tech giants are saying:

“If this transition is inevitable, we’ll shoulder the cost and lead the change.”

In doing so, they’re transforming sustainability into a competitive advantage—positioning themselves not only as technology leaders but as architects of the next industrial era.

Mobile power plants: How EVs are opening a new electricity market

Global automakers are no longer competing solely on design or performance—they are entering the power market. As the industry accelerates toward electrification, the EV battery has evolved into a mobile energy asset. While vehicles consume electricity on the road, when parked, they can act as Energy Storage Systems (ESS), capable of storing—and even trading—power.

If electricity trading becomes fully liberalised, automakers could unlock a new layer of business: power monetisation. Vehicles would not only drive but also buy, sell, and stabilise electricity flows, effectively functioning as mobile energy platforms.

This convergence of energy and mobility creates a new ecosystem where automakers operate as both manufacturers and distributed energy providers. As in-car entertainment, charging networks, and connected lifestyle services expand, these platforms will deepen user engagement and brand stickiness, turning vehicles into personalised hubs of both energy and experience.

In essence, the car is no longer just a mode of transport—it is becoming a node of the power grid and a core interface of the energy economy.

Also Read: Will hybrid schooling break walls for the next generation?

The age of energy hegemony

China builds control

China’s dominance in renewables is no coincidence—it is the result of a deliberate, whole-of-nation strategy to own the next general-purpose infrastructure: energy. Under the national vision of “Energy Rise (能源崛起)”, Beijing has systematically built an ecosystem spanning the entire value chain—from raw materials and components to manufacturing, construction, and operation.

This full-stack control gives China unmatched cost efficiency, production speed, and geopolitical leverage; a single supplier’s pause can disrupt global wind or solar projects. Beyond scale, the country’s “Carbon Neutrality by 2060” goal functions as a roadmap toward energy sovereignty, reducing vulnerability to external shocks while consolidating influence over global standards. In essence, China’s energy rise fuses technological sovereignty, economic power, and industrial hegemony into a long-term strategy of control.

Canada builds trust

Canada combines resource abundance with a high level of energy security and self-sufficiency, providing it with substantial influence in global trade and diplomacy. Its independent and stable energy base strengthens its negotiating position—even in periods of US trade tension—and underpins competitiveness across oil, LNG, and electricity.

Today, Canada’s energy sector is shifting from extraction to innovation, integrating LNG with renewables and investing in low-carbon infrastructure. The country approaches this transition in a systematic, partnership-oriented manner, viewing energy not only as an industry but as part of its national identity. Through this lens, Canada positions itself as a trusted partner in global sustainability, demonstrating how a resource-based economy can evolve toward innovation-led growth.

Korea builds integration

Korea’s energy transition is characterised by pragmatic sequencing, using hydrogen, fuel cells, and advanced batteries as bridge technologies to balance decarbonisation with economic stability. Large industrial groups (e.g., Samsung, LG, Hyundai, SK) are active across the hydrogen value chain and next-generation battery systems. A principal differentiator is systems integration: combining power electronics, semiconductors, materials, and precision manufacturing into cohesive solutions.

This integration capability is relevant to complex domains such as fusion and SMRs (Small Modular Reactors), where engineering depth and cross-sector coordination matter. Demonstrations and concept models presented at international forums have emphasised modularity, safety, and deployability for export-oriented markets. While commercialisation timelines remain uncertain, the integration-led approach positions Korea as a potential system integrator in the broader clean-energy ecosystem rather than a single-technology player.

With AI, data, power, and capital intertwined, true competitiveness today lies not in “designing innovation,” but in managing the energy that powers it. This is the essence of the energy business—the engine of capital and infrastructure that drives the transition.

Acknowledgement: Special thanks to Ms. Calli Seunghee Moon, Business Development Expert of the Global Manufacturing Division at SK AX, and author of Energy Business (2025) and The Age of Climate Technology (2023), for her insights and contributions to this article.

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Equity markets hover at critical technical junctures while macroeconomic headwinds, particularly the spectre of a prolonged US government shutdown, have only just begun to recede. Cryptocurrency markets, deeply intertwined with broader risk sentiment, have rebounded modestly, buoyed by improved macro conditions and renewed institutional interest in Layer 1 infrastructure. Beneath the surface, divergences in both traditional and digital asset markets suggest that the current calm may be temporary and highly contingent on incoming data, policy developments, and capital flows that remain in flux.

Equity markets continue to tread carefully around key technical support levels. The S&P 500, a bellwether for global investor sentiment, finds itself sandwiched between its 50-day and 100-day moving averages, zones that often act as fulcrums between continuation and reversal. Although recent price action has been subdued, the possibility of a year-end rally persists, especially given the surprisingly strong third-quarter earnings results that delivered a 15 per cent year-over-year profit growth across the index. This strength is increasingly concentrated and increasingly fragile.

The so-called Magnificent 7, once a monolithic engine of market returns, now exhibit stark performance divergence. Tesla, emblematic of this fragmentation, encapsulates the broader uncertainty. Analyst forecasts span from bullish projections of a 6x price surge to bearish scenarios anticipating steep corrections. Such volatility in outlook underscores a market increasingly sceptical of uniform growth assumptions and more attuned to company-specific fundamentals, execution risk, and macro dependencies.

This skepticism is well-founded. While optimism around artificial intelligence remains intact, particularly in the context of long-term structural transformation, the near-term outlook for capital expenditure shows signs of potential deceleration. The year 2026 may witness a slowdown in AI-related capex, especially in downstream sectors where valuations appear stretched relative to near-term revenue visibility.

Compounding this risk is the fact that many of the Magnificent 7 remain deeply tethered to consumer behavior, whether through digital advertising, cloud services, or hardware sales. Should broader economic conditions falter, driven by persistent inflation, tighter credit conditions, or geopolitical shocks, their vaunted cash flow strength could erode faster than anticipated. Investors would be wise to adopt a selective approach, distinguishing between companies with resilient business models and those riding speculative momentum.

Also Read: Why Answer Engine Optimisation is the next frontier for modern marketers

Currency markets add another layer of complexity. The US Dollar Index (DXY), which had been testing the psychologically significant 100 level, pulled back slightly to 99.60 following news of a Senate resolution to end the 40-day government shutdown. The dollar remains strong, and positioning appears crowded. Such crowding increases the risk of sharp reversals should upcoming macro data or, more likely, signals from the Federal Reserve shift market expectations. A stronger dollar typically acts as a headwind for US multinational earnings and emerging market assets alike, and its influence on capital flows cannot be overstated. In the context of crypto, where dollar strength often inversely correlates with asset prices, this dynamic remains a critical variable.

Global themes further complicate the narrative. China’s strategic push into humanoid robotics, exemplified by XPENG’s IRON project, signals a broader ambition to dominate next-generation industrial and consumer technologies. Simultaneously, Chinese companies are accelerating overseas expansion, challenging incumbents in markets from Southeast Asia to Latin America. India, by contrast, has underperformed relative to both China and Japan, raising questions about its near-term growth inflexion and policy responsiveness. In such an environment, a barbell strategy, combining exposure to large-cap growth leaders with defensively positioned, dividend-paying equities, offers a prudent approach to navigating regional and sectoral divergences.

The macro backdrop improved meaningfully over the weekend with the Senate’s bipartisan agreement to end the government shutdown, the longest in US history. This resolution directly addresses a significant source of liquidity drain. Since October 10, approximately US$700 billion in economic activity has been disrupted or delayed, constraining both consumer and institutional risk appetite. With the shutdown concluded, capital can begin to reallocate toward risk assets, a dynamic already reflected in the 4.83 per cent 24-hour gain in crypto markets following a 3.94 per cent weekly loss. Bitcoin’s 0.70 seven-day correlation with the S&P 500 underscores how tightly crypto remains linked to traditional market sentiment. Relief in one arena quickly transmits to the other.

Layer 1 ecosystems have emerged as a focal point of this renewed optimism. Solana’s 4.42 per cent sector gain was catalysed by Western Union’s announcement that it will launch a US dollar stablecoin exclusively on Solana in the first quarter of 2026. This is not a speculative foray but a strategic institutional endorsement of Solana’s scalability and throughput.

Similarly, Ethereum received a significant vote of confidence through EigenCloud’s US$200 million deployment of ETH-based infrastructure to support AI systems. These developments indicate that blockchain is no longer merely a speculative playground but an operational backbone for real-world financial and technological infrastructure. Institutional adoption of this magnitude validates the long-term utility of high-performance Layer 1 networks and draws capital toward ecosystems demonstrating clear use cases and execution capability.

Also Read: Bull-proof, bear-proof: How smart startups win in every market cycle

Technically, the crypto market rebounded from oversold territory, with the 14-day RSI at 37.4 signalling exhaustion among sellers. Bitcoin retested its 50-week moving average near the US$103,000 level, a zone that often acts as a magnet for price action. Spot trading volume rose 14 per cent to US$159 billion, while derivatives open interest climbed 5.76 per cent, suggesting that traders are cautiously re-engaging.

This optimism remains tempered. Ethereum ETFs recorded US$466 million in outflows on November 7 alone, highlighting persistent institutional scepticism toward ETH despite its technological advancements. Moreover, the market must sustain a close above the seven-day simple moving average at US$3.46 trillion in total market cap to confirm bullish momentum. Failure to do so could trigger a retest of the US$3.37 trillion Fibonacci support level.

Gold’s rise to US$4,007 per ounce amid dollar softening and shutdown-related uncertainty further illustrates the fragile nature of current sentiment. Safe-haven demand remains elevated, even as risk assets rally. This duality, bullish price action coexisting with defensive positioning, is a hallmark of late-cycle or transitional market regimes.

Whether Bitcoin can hold above US$105,000 in this environment depends not only on technicals but on broader macro confirmation. Sustained liquidity normalisation, stable dollar conditions, and continued institutional validation of blockchain infrastructure must all align. Until those pillars solidify, the relief rally, while welcome, should be approached with disciplined risk management and selective exposure.

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South Korean technology giant Kakao reported a seemingly stellar third quarter (Q3 2025) consolidated performance, achieving a total revenue of US$1.44 billion and an operating profit of US$143.6 million. This represents an 8.6 per cent increase in revenue year-on-year (YoY) and a dramatic 59.4 per cent increase in operating profit YoY. The operating profit margin expanded to 10 per cent, a rise of 3.2 percentage points YoY.

However, a forensic examination of the financial statements reveals critical vulnerabilities and a significant shift in who benefits from this overall consolidated success, suggesting the company may be attempting to downplay a sequential contraction in its core profit streams and a substantial dilution of earnings flowing back to controlling interests.

The deceptive profit split: Controlling interests see earnings plummet

The most striking detail hidden within the strong headline figures is the divergence between the consolidated net profit and the amount attributed to Kakao’s core shareholders.

Also Read: Kakao Pay, Artem Ventures back Paywatch’s US$20M Series A

While consolidated net profit from continued operations was US$133 million, representing a quarter-on-quarter (QoQ) increase of 12.3 per cent, the net profit attributable to controlling interests actually dropped sharply by 22.5 per cent sequentially.

Net profit (controlling interests) stood at US$86 million in Q3 2025, down significantly from US$111 million in Q2 2025. Conversely, non-controlling interests (the share of profit belonging to external stakeholders in subsidiaries) skyrocketed to US$46.9 million. This figure is up 542.9 per cent QoQ, compared to US$7.3 million in Q2 2025.

This massive surge in profitability attributed to non-controlling interests indicates that the gains driving the impressive consolidated performance are being generated disproportionately by subsidiaries — such as Kakao Pay (46.1 per cent stake), Kakao Games (40.7 per cent stake), or Kakao Mobility (57.2 per cent stake) — rather than the parent company itself, severely reducing the ultimate benefit to Kakao’s own equity holders.

Core business slowdown and rising costs

Beneath the consolidated growth, key segments showed signs of sequential strain, coupled with escalating infrastructural expenditure.

The core platform segment grew modestly by 0.4 per cent QoQ. Crucially, the dominant revenue stream, Talk Biz, saw its revenue fall QoQ by 1.4 per cent, reporting US$368.7 million. The decline suggests a slowdown in the commercialisation of its main messaging platform, KakaoTalk.

Simultaneously, the traditional Portal Biz continued its steady decline, shrinking by 7.1 per cent QoQ and 4.8 per cent YoY, reporting US$50 million.

While growth in the Platform segment was salvaged by Platform-Others (up 4.1 per cent QoQ and 23.7 per cent YoY), reaching US$312 million, the company also faced burgeoning costs necessary to sustain its technological infrastructure and push for growth:

• Outsourcing/infrastructure costs were US$179.9 million in Q3 2025, marking a substantial increase of 34.3 per cent YoY and 11.7 per cent QoQ. This sharp rise in foundational spending is a considerable headwind against margin expansion.
• Marketing expenses also saw aggressive QoQ scaling, jumping by 15.7 per cent to US$70.3 million, indicating the need for higher promotional spend to generate marginal revenue growth.

Content segment contractions

The content division, crucial for regional expansion and IP monetisation, presented a mixed, yet concerning picture:

• The game segment generated US$106 million. While this was an 8.1 per cent QoQ increase, it represents a brutal 34 per cent contraction YoY. The high volatility and substantial year-on-year revenue reduction demonstrate ongoing challenges in maintaining stable revenue streams from gaming.
• The story segment, which includes webtoons and web novels often highlighted for global growth, also saw revenues contract, falling by 3.3 per cent QoQ and 3.3 per cent YoY, reporting US$145.9 million. This sequential decline suggests stagnation in a division perceived as a long-term growth driver.
• The only bright spot in content was music, which posted robust growth of 20 per cent YoY, reaching US$389.9 million.

The core parent company is losing ground

Further deepening the concerns regarding sustainable performance is the health of Kakao as a separate entity (excluding consolidated subsidiaries).

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

The separate statements of income reveal that the parent company’s total revenue was US$440.5 million, which was down 2.5 per cent QoQ. More troubling, the separate entity’s operating profit declined by 6.8 per cent QoQ and 1.1 per cent YoY, standing at US$69.4 million. The separate operating profit margin contracted sequentially by 0.7 percentage points to 15.7 per cent.

This data confirms that the robust consolidated growth reported by Kakao is almost entirely a result of successful, yet expensive, operations and high profitability within its subsidiaries, while the core business of the parent entity itself is weakening both in revenue and profitability.

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The Echelon Singapore 2025 panel explored how Southeast Asia can build high-impact AI teams to drive digital transformation.

Speakers emphasised developing AI talent through national strategies that combine pre-employment training and continuous education. They called for more AI strategists and generalists, highlighting the rise of tools such as Cursor and the growing need to manage AI agents.

Curiosity and critical thinking were identified as vital for reskilling in an AI-driven economy. Despite automation reshaping roles, demand remains strong for data scientists, UX/UI designers, and other AI-related professionals who can bridge technical and human-centered aspects of innovation.

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Though the realm of cybersecurity has traditionally been viewed as a male-dominated field, an increasing number of women are breaking barriers, demonstrating that expertise, rather than gender, is what truly determines one’s achievements and successes.

Diving into cybersecurity after six years in the medical lab

My journey into cybersecurity was an unconventional one. I began as a medical lab technologist at the Singapore General Hospital, handling biomedical tasks such as patient specimens for six years. Driven by the aspiration to inspire tomorrow’s health for Singaporeans, I embarked on transformative journey to help build a safer and more secure digital healthcare ecosystem.

In addition to pursuing a Specialist Diploma in Bioinformatics and Data Analytics, I also completed an apprenticeship focused on developing AI-driven federated medical image segmentation pipelines. This foundation paved the way for my entry into the policy realm of cybersecurity. My unique background across the different subjects has equipped me to bridge the gap between healthcare, technology, and cybersecurity in today’s evolving HealthTech landscape.

Breaking into a male-dominated industry was not just about learning new skills — it includes defying expectations and finding my voice. While the journey came with its share of challenges, adaptability and resilience were my greatest tools. What drove me forward was the belief that, as a woman in tech, I could make a real impact and help shape the future.

Also Read: Can AI truly connect? The emotional dilemma of virtual influencers for women

The involvement of women in cybersecurity is vital as it brings a diverse range of minds, perspectives, and experiences to address complex challenges. Women can contribute valuable strengths and enhance inclusivity for a more balanced and effective team dynamic. This is especially important in healthcare, where the integration of varied skills and viewpoints help yield a more comprehensive approach to patient care.

Paving the healthtech landscape for more women

The more we celebrate the contributions of women in tech, the more we can inspire future generations to pursue roles once considered out of reach. One of my proudest moment at was contributing to the development of the “first-in-the-world” multi-levelled Cybersecurity Labelling Scheme for Medical Devices [CLS(MD)] locally, empowering consumers and healthcare providers to make informed decisions about these devices’ security levels.

Beyond Singapore, my team also worked with the Global Digital Health Partnership (GDHP) to launch the GDHP Guidance for Medical Device Cybersecurity (GMDC) to boost cybersecurity in healthcare worldwide.

Working in the tech has shown me the importance of diverse perspectives and experiences. Success in this field goes beyond technical expertise — it is about merging insights from healthcare, technology, and policy to drive meaningful progress in patient care.

By challenging stereotypes and embracing unconventional career paths, we can reshape the industry and create more opportunities for women to succeed. I am proud to help build a more inclusive field and a safer HealthTech landscape ready for the future.

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The party was still going when he slipped out the back door.

It was the sort of tech mixer where the clinking of wine glasses and investor small talk filled the air with possibility, another night on the endless carousel of optimism. But for Adrian Tan, co-founder of a once-promising Southeast Asian fintech startup, the music had stopped long ago. Standing alone in a side alley behind the Jakarta rooftop bar, he stared at his phone, wondering how he’d gotten to the point where the idea of another funding round made his stomach churn.

He hadn’t told his team. He hadn’t told his investors. But inside, he knew: he was done.

In a region where founders are expected to embody tireless grit and unshakable ambition, Tan’s quiet unravelling is no longer as rare as it once was. Across Southeast Asia, a new generation of startup leaders is beginning to question the emotional cost of hustle culture, and for some, choosing to step back entirely, if only in private.

The cost of the hustle

The COVID-19 pandemic cracked open something long buried in Southeast Asia’s startup psyche. Years of economic volatility, extended lockdowns, and the erasure of work-life boundaries created a crucible for burnout. In recent interviews across Jakarta, Ho Chi Minh City, Manila, and Bangkok, a pattern emerged: the glorification of burnout is fading.

One Thai edutech founder, speaking anonymously, said she began therapy after breaking down in tears before investor calls. “I felt like I was acting out a version of myself that I couldn’t stand anymore,” she shared. “There’s this pressure to always be ‘on,’ but I was disintegrating.”

A 27-year-old SaaS entrepreneur from the Philippines recalled how he quietly shuttered his startup, not due to market failure, but because his panic attacks had become unmanageable. “No one tells you that chasing Series A can feel like running with a knife pressed against your chest,” he said.

Regional data mirrors these stories. A 2024 study by Milieu Insight and Calm Collective Asia found that 81% of Singaporeans and 78% of Filipinos describe life in their countries as stressful. Yet, most delay seeking help until they reach a breaking point. And in a Safe Space SG report surveying over 150 startup founders, many cited burnout, chronic stress, and loneliness as endemic to the startup journey.

Also Read: How burnout changes founder’s ability for risk-taking

Therapy, taboo, and the new playbook

In much of Southeast Asia, therapy is still tangled in stigma, seen either as indulgent or a sign of failure. In Vietnam, one founder said he attends therapy sessions secretly, often from a parked car, so that staff or co-founders won’t notice.

Yet small but significant signs of change are emerging. Incubators in Singapore and Indonesia are beginning to offer founder coaching and wellness check-ins. Some venture capital firms are quietly subsidising therapy for portfolio founders. In Phnom Penh, a low-key Wednesday night circle at a co-working space now offers founders a safe place to talk and decompress.

“We realised founders were breaking, not because they weren’t resilient, but because the system was,” said Dr. Elisa Tan, a Singapore-based psychologist who advises early-stage teams on emotional sustainability. “We had to shift from just scaling companies to also helping humans endure the journey.”

Stepping back, moving forward

Despite the growing visibility of burnout, one thing remains conspicuously rare: founders in Southeast Asia publicly stepping down from leadership, citing mental health. After an extensive search across English and local-language media in Thailand, Vietnam, and Indonesia, no clear, publicly documented example of such a resignation could be found.

Several high-profile founders in the region have exited or transitioned from their roles, such as Tokopedia’s William Tanuwijaya moving into a board-focused position, but these shifts have not been explicitly linked to mental health.

That absence is telling. The stigma surrounding mental health disclosures remains deeply entrenched. Public vulnerability, especially among leaders, is still a cultural tightrope.

But there are exceptions pushing the conversation forward.

Also Read: Singaporeans are wary of trusting AI with financial or mental health advice: Report

Singaporean founder Theodoric Chew, who co-founded the digital mental health startup Intellect, has been refreshingly open about his personal struggles with anxiety and his early experiences in therapy. Though he hasn’t stepped away from his company, his story signals a new generation of founders integrating mental wellness into both personal and business narratives.

“I used to feel like I had to prove I could do it all without breaking,” one Indonesian founder shared anonymously. “Now, I realise resilience also means knowing when to pause.”

A cultural shift in slow motion

There’s no roadmap yet for how startup culture in Southeast Asia will evolve to prioritise emotional well-being. But the shift is underway.

Support groups are forming. Wellness is entering investor conversations. Anonymous founder forums are surfacing vulnerable, unfiltered truths. And even though no one has yet written the definitive LinkedIn post announcing, “I stepped down to save my mental health,” many are thinking it. Some are quietly doing it.

As one founder put it: “We still whisper about therapy. But at least now, we’re whispering to each other.”

And sometimes, the most radical act in a founder’s journey isn’t launching, scaling, or pivoting, but stepping back, even just for a while, and saying: this doesn’t have to break me.

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The pandemic interrupted businesses worldwide, with offline corporations, particularly restaurants, bearing the brunt of the worldwide lockdown. Despite the ease of restrictions, customers were too reluctant to dine out.

The global crisis has altered the user experience by balancing technology and authentic experiences and the customer’s role in the value chain. Market disruption has compelled restaurants to innovate and go digital in nearly every aspect of their operations.

The turning point in the food tech and online ordering space was the introduction of third-party delivery apps, also known as food aggregators. Consumers accustomed to doing everything online increasingly expected the same experience, convenience and transparency when ordering dinner.

Aggregators offer access to multiple restaurants through a single portal where consumers can opt for one-tap delivery, compare menus, prices, and reviews. The players in this category provide the logistics for the restaurant and are compensated by the restaurant with a fixed margin of the order.

While food aggregators give restaurateurs a good customer base and order volumes, paying commissions to aggregators takes away restaurants’ revenues. Also, the app owns customer data, not the restaurant.

While third-party apps offer restaurant delivery through their network, the last-mile delivery experience for the customer is still powered by the aggregator and not the restaurant.

Customer loyalty in the food industry is unparalleled to anything I’ve ever seen. Once you like food from a restaurant, you’ll end up ordering from them, no matter how difficult it is to order from them.

During the lockdown in Malaysia, a person got in a helicopter to get food from his favourite restaurant. Even on third-party aggregators, most orders that a restaurant receives are repeat orders. 

Therefore, restaurants soon realised it’s not enough to digitise just the ordering process. Restaurants that are successful develop strong relationships with their customers. This compelled restaurants to invest in technologies that aid in building a solid customer bond and delivery automation.

Taking control of both sides of the experience– ordering and delivery have helped restaurants engage customers with their brand experience and boost direct business, allowing the company to become self-sufficient in order fulfilment, thus supporting customer loyalty.

Restaurants went digital by introducing new technologies to automate ordering, like progressive web apps (PWA) and SMS/Whatsapp ordering. PWAs are Web-based experiences that resemble mobile apps but do not require users to download anything.

A PWA for restaurants would display menus, enable selection, place orders, and pay. With SMS or WhatsApp ordering, users can place their orders through messaging apps. Restaurants use both these technologies and multiple CX tools to maximise customer engagement.

Also Read: The spotlight on foodtech: Why we believe that what we put on our plate will determine the future

And, for all of these techniques to work around each other, they must be linked to the restaurant’s existing point-of-sale (POS) systems. While traditional POS systems enable restaurant operations to perform smoothly, new-gen restaurant Operating Systems (OS) will proactively help restaurant owners to make insightful decisions using data and help provide a superior UX for their customers.

In the future, restaurants will become more and more dependent on an ever-changing digital ecosystem. Apps, services, and personal AI assistants will serve as the eateries’ primary contact points with their customers. AI will play a significant part in consumer decisions, and restaurants will require access to relevant and detailed data.

The data collected would be used to create new menus or implement real-time pricing based on supply and demand changes. With all this new digital ecosphere evolving, restaurants will be forced to adapt or build entirely new data collection methods and IT structures.

Also Read: Meet the 10 agritech, foodtech startups pitching for Future Food Asia’s US$100K grand prize

Virtual assistant platforms would be used as direct marketing channels for brands, with algorithms responding to price fluctuations and other data. Because of these large datasets available, consumers’ choices will become easier to determine and will effectively lower costs for restaurants, both acquiring cost per user and delivery cost per user.

Initially, technology apps were intended to serve as two-sided marketplaces, connecting customers and restaurants. They were concerned with being a resource, joining the two parties, and stepping aside.

However, the perimeter between technology and the physical world is now being infringed due to consumption shifting to the digital turf.

It has become more critical than ever for restaurants to build self-sustained capabilities and become truly autonomous.

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We are living in an era defined by an explosion of data and digital content. The sheer volume of information available today is growing exponentially, fuelled by the internet, advanced computing, and now, generative AI.

By 2035, the world is projected to generate more than 200 zettabytes of data annually. AI can now produce high-quality articles, detailed reports, designs, and even medical analyses in seconds—tasks that used to take humans days or weeks.

This flood of data is both a benefit and a burden. While AI can quickly generate and process information, humans are best at using it for human needs. We excel at functional thinking, planning for the future, and making decisions that require ethics and context. But our ability to process large amounts of information is limited.

Take Nia Patel, a financial analyst. Her work involves analysing market trends, regulations, and customer feedback—a task that becomes harder each year as the data piles up. Despite her skills, she often found herself overwhelmed, wondering, How can one person keep up with so much information?

The reality is no one can. Human brains are powerful, but they have limits. When the volume and speed of data outpace our abilities, fatigue, bias, and errors set in. That’s where AI comes in, not to replace humans, but to help them succeed.

Humans and machines: A partnership for the future

The idea of humans working alongside machines isn’t new. During the Industrial Revolution, machines helped humans produce more goods faster and more efficiently. In the future, AI will do for knowledge work what steam engines did for physical labor—freeing us from repetitive tasks so we can focus on creativity, strategy, and innovation.

Also Read: The benefits of custom skills based training in the modern workforce

In the 21st century, businesses aren’t driven by war or borders; they’re shaped by consumers and their ever-changing needs. The focus is on understanding people’s preferences, behaviours, and lifestyles. Instead of mass-producing generic goods, companies use AI to create personalised products and services that align with specific customer needs.

By 2040, businesses will rely on AI to predict trends, analyse markets, and adapt to demographic changes in real time. The companies that succeed will be those that use AI to understand their customers on a deeper, more scientific level. This will allow businesses to stay ahead in a world where consumer expectations evolve faster than ever before.

Humans have always sought to build better, more powerful tools. From the plow to the printing press, from steam engines to computers, each invention has pushed society forward. AI is the next step in this journey. It will help humans tackle challenges that once seemed impossible, giving us capabilities we’ve never had before.

The science of future consumerism

In the 21st century, businesses use neuroscience, psychology, and behavioural science to create products that people can’t resist. AI analyses brain activity, emotional triggers, and decision-making patterns to design products and services that meet consumers’ needs perfectly.

For example:

• Retail: AI personalises your shopping experience, suggesting products you didn’t even know you wanted.
• Advertising: AI makes sure you see ads that feel relevant and timely, boosting sales and satisfaction.
• Product design: AI gathers feedback and market trends to design products that match what consumers want.

Companies that embrace this AI-driven, data-rich approach will thrive in the future economy. Those that ignore it risk falling behind.

Also Read: Human-driven interaction in an AI driven world

The future of work: A new collaboration

The partnership between humans and AI will transform industries:

• Healthcare: AI analyses medical data and scans quickly and accurately, helping doctors make more diagnoses and treatment plans per day, addressing doctor shortages.
• Law: AI handles legal research, finding relevant cases in seconds, while lawyers focus on strategy and client advocacy, solving backlogs and reducing errors.
• Engineering: AI runs simulations and stress tests, giving engineers the freedom to innovate and solve complex problems.

Humans will excel at planning, decision-making, and creative thinking, while AI handles data processing, automation, and routine tasks. Together, they will create a seamless workflow where each does what they do best.

The workplace will no longer be about humans vs. AI. Instead, it is about humans and AI thriving together. Productivity will soar, errors will drop, and people like Patel will be free to focus on meaningful work—creating, strategising, and imagining the future.

In this world, knowledge workers won’t be limited by their own minds. AI’s processing power will amplify human creativity and judgment. This new era—the Age of Symbiosis—will be one where humans and AI lift each other to new heights.

The future is collaboration

As Patel closed her laptop at the end of the day, she knew her AI partner was still at work, analysing and refining data. She smiled, knowing the future wasn’t about humans or AI working alone, but about what they could achieve together.

It’s not the end of work; it’s the beginning of better work.

The future isn’t people or machine. The future is people with machine.

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At Echelon Singapore 2025, a panel delved into Southeast Asia’s progress in tackling climate change and the growing role of its climate tech ecosystem.

Referencing an ESCAP report that warns the region has just five years left to meet its decarbonisation goals, speakers underscored that urgency often drives innovation—and climate change presents one of the most pressing opportunities for entrepreneurship. They emphasised the importance of regulation in setting clear decarbonisation standards, noting Europe as the global benchmark and Singapore as Southeast Asia’s closest example of effective implementation.

The discussion also explored how to nurture and accelerate climate tech startups, focusing on building sustainable, investment-ready business models that balance environmental impact with financial viability. The panel ultimately highlighted collaboration among governments, investors, and innovators as key to achieving meaningful and scalable progress in the region’s transition to a low-carbon economy.

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At Echelon Singapore 2025, a panel explored how artificial intelligence is driving scalable growth in complex industries. Speakers discussed both the short- and long-term implications of AI, highlighting how sectors such as law and banking have already undergone transformation, while others like mining are still on the cusp of disruption.

For AI startups to succeed in these industries, founders must understand the current technological landscape, anticipate what’s next in development, and plan for both immediate and future integration. The panel emphasised that complexity within industries—particularly in areas like supply chain—creates rich opportunities for innovation. However, startups must approach these sectors thoughtfully: rather than aiming for disruption, they should focus on enhancement, enabling AI solutions to integrate seamlessly and deliver measurable value.

By prioritising practical adoption over radical change, AI innovators can drive sustainable and scalable impact across traditionally intricate and regulated industries.

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