In Southeast Asia, startup growth is often measured in headcount: “we scaled from 20 to 200 in a year”, “we’re now in five countries with 300 CX reps”.

These milestones are celebrated like revenue achievements. But in 2025, this definition of scale is evolving and in some cases, becoming increasingly irrelevant.

As AI becomes cheaper, faster, and more effective, the startups scaling through people instead of intelligence are locking themselves into an operational trap. Because the next wave of growth in SEA won’t be about headcount. It’ll be about agent-count.

The headcount illusion

To illustrate how efficiency can vary dramatically, some external analyses have used revenue per employee as a rough proxy for operational leverage. While it’s not a formal metric used by the companies themselves, it offers useful directional insight: 

• Grab reported US$291,718 in revenue per employee as of Q4 2023.
• Sea Ltd, the parent of Shopee and Garena, posted US$208,293 per employee on a trailing twelve-month basis.

At first glance, these are solid regional benchmarks. But contrast them with US-based peers:

• Asana, a mid-stage B2B SaaS platform, generates US$406,100 per employee.
• Uber, a direct business model peer to Grab, earns an astonishing US$1.46 million per employee.

While business models, market size, and stages of growth apply, the data does suggest a structural divergence between SEA and US companies. Many US tech companies are operating with far greater efficiency. Why? They are leaning into AI-first workflows and automation much earlier in their growth curve. From intelligent routing and dynamic pricing to AI-based sales enablement and customer support, their focus is not just on scaling teams but on scaling capabilities.

Also Read: Invest in women, accelerate progress: Why gender equality matters now more than ever

SEA, by contrast, still relies on the legacy playbook of “more markets = more hires”. It’s human-heavy, cost-inefficient, and quickly becoming obsolete. 

The cost no one talks about

Founders often justify team expansion with the phrase: “Talent is still cheap here.” That’s only half true. While wages in markets like the Philippines, Vietnam, and Indonesia remain lower than the US or Europe, the hidden costs of labor such as onboarding, churn, supervision, miscommunication are adding up fast. This is especially true as inflation persists, and currency volatility affects purchasing power, and talent expectations continue to shift post-pandemic.

Many of these teams remain stuck doing routine, low-impact work.

According to Salesforce, the average sales rep spends just 28 per cent of their time actually selling. The rest? Updating CRMs, sending repetitive emails, data entry, chasing internal approvals. That’s nearly US$68K per rep annually wasted on tasks that could easily be automated.

The case for AI-first reams

At FlashIntel, we build AI agents that replace repetitive sales and CX workflows such as dialling, scheduling, qualifying, even holding full voice conversations with prospects.

In one deployment with a mid-sized SEA company, replacing part of their SDR function with AI agents led to:

• 3x more meetings booked
• 40 per cent reduction in OPEX
• Zero training time for new agents (they scale instantly)

And unlike humans, agents don’t take breaks, don’t churn, and work across time zones with perfect compliance.

This isn’t a hypothetical future. It’s already working across Japan, Singapore, and parts of the Philippines where we’re deploying multilingual agents that blend cultural nuance with automation scale.

Why SEA is vulnerable but also poised to leapfrog

Here’s the paradox: SEA’s lower labor cost makes it tempting to delay AI adoption. Founders think, “Why automate when I can hire five more reps?”

But that’s a trap. Because while you’re adding headcount, global competitors are adding compute. And the next time you go head-to-head in a sales cycle or fundraising pitch, they’ll win on margins, not muscle.

Also Read:AI for the real world: SEA’s cost-efficient playbook is winning investors over

That said, SEA also has a unique opportunity to leapfrog.

• It’s home to high-context, high-friction customer environments, making it the perfect testbeds for AI agents that handle nuance.
• Governments like Singapore are actively supporting AI up-skilling, retraining, and digital transformation.
• And founders here are often more adaptable, operating in resource-constrained environments that reward creativity over brute force.

From vanity scale to smart scale

So what should SEA founders do?

• Audit your org: How much of your OPEX is tied up in repetitive human workflows?
• Run agent pilots: Test AI agents in low-risk areas like lead qualification or appointment setting.
• Reframe success: Stop measuring your growth in headcount. Start measuring it in output per human or output per agent.
• Retrain, don’t replace: Empower your existing team to supervise, manage, and enhance AI agent workflows.

The shift isn’t about firing people. It’s about replacing the parts of their job that are low-value so they can focus on what matters: closing deals, building relationships, and thinking strategically.

Final thought: 10 smart agents > 100 average hires

If your 2025 strategy still relies on building large teams, you’re building yesterday’s company.

The best SEA founders are rethinking scale—not by adding more people, but by multiplying their effectiveness. It’s not about working harder. It’s about building an AI-first team that scales smarter.

Because the next SEA unicorn won’t be the one with the biggest team. It’ll be the one with the smartest agents.

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The widespread adoption of generative AI is dramatically changing the software development landscape. Tools like GitHub Copilot and ChatGPT now assist developers in generating code, automating documentation, and reducing the time needed to test and deploy.

While this has sparked concern about the future of developer jobs, the reality is more nuanced. AI is not replacing developers; it is redefining what development looks like. And for CEOs and executive teams, this shift requires a proactive transformation in how organisations are structured, how products are built, and how leadership guides innovation.

AI accelerates execution, it doesn’t replace human judgment

Generative AI is exceptional at automating repetitive tasks. It can generate boilerplate code, run unit tests, and optimise snippets quickly. However, these outputs lack a deep understanding of product context or user intent. Software development is not only about writing clean code; it is about solving complex problems, designing scalable systems, and delivering value aligned with business goals.

Developers provide critical insights that AI cannot replicate, such as understanding customer needs, prioritising functionality based on product vision, and making architectural decisions that support long-term growth. Human judgment, creativity, and cross-functional collaboration remain irreplaceable in the software lifecycle.

Faster development requires operational realignment

AI tools are significantly accelerating development cycles, enabling teams to move from ideation to prototype in a fraction of the time. But this technical efficiency is only meaningful if the rest of the organisation can keep up. Many companies still operate under outdated delivery models—with slow stakeholder approvals, fixed sprint lengths, and rigid release plans.

Also Read: Vibe coding: Why Singapore needs more tech built for joy, not just utility

As coding becomes faster, decision-making must also speed up. CEOs must reexamine how teams are structured and how feedback flows across departments. Empowering product owners, reducing process friction, and adopting lightweight documentation are essential steps in matching the pace of AI-driven delivery.

Developer roles are evolving, and so must hiring strategies

AI is not eliminating developers; it’s changing the nature of their contributions. Entry-level engineers now have access to powerful copilots that help them deliver value earlier in their careers. Senior engineers are focusing more on architecture, AI supervision, and integrating components across systems.

In addition, new roles such as prompt engineers, AI quality reviewers, and AI workflow architects are emerging. These shifts require companies to rethink how they hire, train, and manage talent. Technical skills alone are no longer sufficient: critical thinking, product intuition, and AI fluency are now essential for modern development teams to thrive.

AI-driven development requires CEO-led strategic change

Successfully adopting AI is not just about tools or processes—it’s about leadership. CEOs must drive a company-wide mindset shift toward AI integration.

This includes investing in team education, updating key performance metrics, and embedding experimentation into the development process. Up-skilling is especially important—not only for developers, but also for designers, QA testers, and product managers.

Leadership must also define clear guidelines for ethical AI usage, data governance, and intellectual property protection. Without executive-level sponsorship, these changes risk being fragmented or misaligned. CEOs need to lead this transformation with clarity, speed, and a long-term vision.

Also Read: Decoding roles: A guide to the varied job titles within a VC firm

What CEOs risk by maintaining the status quo

Organisations that resist change or treat AI as an optional enhancement are at risk of falling behind. AI is levelling the playing field—startups and lean teams are now able to build and iterate at speeds previously reserved for enterprise-level companies.

If your team still relies on slow approval cycles, rigid silos, or outdated delivery frameworks, AI won’t be your competitive edge—it’ll be your competitors’. The threat isn’t that AI will replace your developers; it’s that teams who embrace AI will outperform yours in speed, experimentation, and market responsiveness.

Conclusion

AI is transforming software development at every level—from how code is written to how teams are structured and how products go to market. Developers remain essential, but the expectations placed on them are changing. CEOs must recognise that this is not a temporary trend—it’s a fundamental shift in how value is created through technology.

To stay ahead, leadership must guide this transformation actively, with a clear strategy for talent, process, and innovation. The companies that thrive will not be those with the most AI tools, but those with the strongest alignment between leadership vision, team agility, and technological integration.

—

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Southeast Asia’s startups are rewriting the playbook on team building. In 2025, remote-first work and AI tools are no longer just pandemic measures; they’re strategic game-changers. From Manila to Ho Chi Minh City, founders say the shift isn’t just about where people work, but how and why.

In this human-centric transformation, flexibility and empathy are as important as tech.

Driven by cutting costs and winning talent, many SEA startups now view remote-first as a deliberate growth strategy. A recent analysis finds that 74 per cent of CFOs worldwide plan to permanently move at least five per cent of their workforce to remote roles, and SEA companies report 15–30 per cent savings in rent and overhead when they scrap the office.

One founder observes that without an HQ to maintain, “remote-first can free up budget for product, hiring, and growth”. These savings are often reinvested in people and tech: better hiring tools, stronger pipelines, and up-skilling with AI.

Key benefits of remote-first:

Wider talent access across SEA, big cost cuts, and more flexible schedules. For example, Rainforest, a Singapore-based e-commerce platform, has built distributed teams in Malaysia, China, Taiwan, the Philippines and beyond. As CEO, JJ Chai notes, being “remote-first” lets Rainforest tap diverse skills and local market insight while staying lean and agile.

Opportunities:

Remote-first means hiring beyond borders, remote-friendly hubs like Vietnam, Thailand and Indonesia now top global nomad charts. Your new engineer or marketer could be anywhere in SEA (or the world), fluent in asynchronous tools and eager for flexible work.

Pitfalls:

Time zone gaps and isolation can loom. Burnout is real, one study found 76 per cent of employees feel job burnout at least sometimes, and 63 per cent of SEA workers report chronic stress. Without care, “always-on” expectations may creep into a remote culture.

Building trust and clarity

A true remote-first culture isn’t just working from home (WFH); it’s a mindset. Teams replace oversight with autonomy and outcomes.

For instance, one SEA fintech ditched endless Zoom calls in favour of a simple daily Slack check-in: “What did I do yesterday? What’s today’s focus? Any blockers?” This ritual cuts meeting fatigue and lets staff focus on results.

Across startups, the secret is documentation and asynchronous collaboration. Notes, shared task boards, and backlog docs become the single source of truth. As a tech leader put it, remote work requires new accountability: instead of tracking hours, we measure outcomes.

“Did you hit your milestones? Did you document your process? These became our metrics for success,” says Nicola Sahar, former CEO of a remote healthcare startup. He stresses that remote hires must be “adults”, i.e. experienced, proactive people who own their work. He shares that his own output jumped 30–50 per cent working from home, thanks to fewer interruptions. But he warns that remote work needs “clear, documented guidelines” for process and decision-making.

Also Read: How to retain local talent as global demand for remote tech workers surges

In practice, successful teams lean on tools (Slack, Notion, Jira, Miro, etc.) not just for chat, but to record plans, decisions, and feedback asynchronously. This way, everyone – across cities or time zones – is aligned on goals and feels supported.

Talent without borders

Remote-first lets SEA startups think regional (or global) from day one. Without an office constraint, a Jakarta startup can recruit a Bangkok engineer, and a Singapore fintech can hire a Manila designer. This vastly expands the talent pool and brings in varied perspectives.

It also changes hiring priorities: many companies now screen for communication skills and self-motivation, not just tech chops. For example, Rainforest notes that recruiting across Asia yielded employees who “understand Western consumer trends” and local supply chains, a combination that its old, more local hiring couldn’t match.

Governments are even catching up. Malaysia and Singapore now mandate formal requests for flexible work, and co-working chains like Malaysia’s WORQ make it easy to plug in near home or transit hubs. These trends signal that SEA is embracing new work styles.

Digital nomad visas and hot-desking communities across Malaysia and Indonesia also help – they keep remote workers connected to real communities rather than isolated at home. This bridge between online and offline can be vital: even the most committed remote company admits some things need face time. High Five’s founder still schedules occasional in-person retreats for brainstorming and bonding, which is indeed the biggest challenge to replicate online.

Balancing tech and wellbeing

Even as they adopt AI and remote tools, SEA founders still talk a lot about people. Many leaders are conscious of the fact that there’s a major report of mental health struggles, like anxiety or burnout. They understand that entrepreneurship’s pressure can be soul-crushing without support.

This is why empathy is a byword in hiring and management. Teams often build in flexibility (no-strike zone at night, no-email weekends) and share EAP resources or peer-support groups. The goal is to empower, not exhaust, the team.

Also Read: How to manage your remote team?

Remote work can improve well-being, giving people more time with family, room to exercise, and freedom from long commutes. Every team member now enjoys “more time for what matters most” (home-cooked meals, gym sessions, family time) thanks to remote hours. But the responsibility should also be noted: without central oversight, managers must be intentional about connection.

Weekly one-on-ones, social chats on Slack, and transparent feedback keep remote staff feeling seen. Coworking events or occasional hackathons (even virtually) are used to nurture a sense of belonging. In other words, leaders steer remote cultures with human care, recognising burnout signals and ensuring people get breaks and social support.

Key risks to address:

Isolation, “always-on” fatigue, and loneliness. A Slack or WhatsApp culture can blur work boundaries, so smart teams enforce unplugged hours. They also remember: async work doesn’t mean “no check-ins.” Regular video calls or team huddles (even brief) help employees decompress and feel valued. Flexible policies, such as no-questions day offs or mental health days, are now common at progressive SEA startups.

A tech-enabled, human-led future

AI and remote work tools are transforming how SEA startups operate, but the winning edge still comes from people. As JJ Chai of Rainforest explains, they’ve used AI to boost output without cutting headcount, doing “a lot more with the same team size and less investment”.

He expects basic AI skills (like using ChatGPT) will become as universal as Excel proficiency. Yet the “human layer of judgment” remains irreplaceable: founders know that machines can help draft content or answer customers, but a team’s creativity, empathy and trust can’t be automated away.

In Southeast Asia’s fast-evolving startup scene, then, remote-first is a means, not an end. By combining smart tools with intentional culture, founders are rethinking leadership for the AI era: inclusive hiring, clear communication, and an uncompromising focus on well-being.

The region’s entrepreneurs seem to agree that ambition and balance must go hand in hand. With that people-first philosophy steering their remote-first experiments, SEA startups are well-positioned to thrive in the age of AI, together.

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In the early days of building BioChromatographix international (BCI), I stood at a familiar crossroads – one I have seen many biotech innovators reach. We had something powerful in our hands: a scientific breakthrough with the potential to shift how virus purification was done. The data was strong. The technology, sound. But the question that kept me up at night wasn’t about the science, it was about the market.

Would anyone use it? Would it fit into the complex realities of biomanufacturing? Could we scale it in a GMP environment, and would procurement teams see its value?

Far too often in early-stage biotech, science is pursued in a vacuum, without anchoring it to the market’s needs, constraints, and realities. That’s a lesson I learned not in a single moment, but over years of navigating the trenches of pharmaceutical commercialisation. It is what shaped how we built BCI from the ground up – not just to innovate but to resonate.

My name is Chervee Ho, CEO and Co-Founder of BCI. I was born and raised in Malaysia and later moved to Singapore to pursue my career in the Life Sciences industry. After graduation, I worked in several multinational pharmaceutical companies, where I learned to bridge science with market commercialisation strategy. That experience grounded me, but it was the desire to make a deeper impact that led me to co-found BCI.

Startups are born from bold dreams and mine was no different. I knew that if I wanted to see more science make it into the hands of the people who need it, I couldn’t just support innovation from the sidelines—I had to be in the arena. Building a company from scratch is a leap of faith. It’s risky, uncertain, and demanding. But it’s also incredibly meaningful. I dared greatly because I believed that science with purpose can and must change the world.

More than that, I wanted to build something bigger than myself. A place where diverse skills and perspectives come together, where everyone feels part of a larger mission, and where talent isn’t just hired—it’s cultivated. I believe in growing the people we bring in, helping them stretch beyond what they thought possible. Because when individuals grow, the company grows with them.

This article is a reflection of that journey. It’s about the lessons I’ve learned, the people I’ve worked with, and the belief that biotech success doesn’t come from science alone—it comes from commercial clarity, courageous decisions, and building teams that dare to dream, build, and lead.

Where scientific ingenuity meets market reality

Scientific founders in bioprocessing often excel at solving deep technical problems. They know how to build, test, and validate cutting-edge technologies like monolithic chromatography columns. But commercialising these technologies is a different challenge altogether.

Time and again, I’ve seen brilliant scientists design elegant solutions for purifying plasmids, AAVs, or exosomes—only to face silence from the market. Not because the products lacked innovation, but because they lacked positioning. Without a commercialisation strategy, even the most advanced tools struggle to move beyond the lab bench.

This disconnect is more common than most realise. In a field driven by data and precision, commercial development is often treated as a secondary function—something to address later. But by then, it’s often too late.

Also Read: Asia’s biotech boom: Innovation, investment, and a new era of discovery

Commercial thinking isn’t just sales, it’s strategic direction

Commercial leadership isn’t about handing out brochures or setting price points. It’s about ensuring the product is built for a real need, fits within existing workflows, and delivers value that resonates across technical and procurement teams alike. It involves:

• Understanding competitive landscapes and market entry barriers
• Anticipating customer pain points and operational requirements
• Shaping product features with adoption and scalability in mind
• Building compelling value propositions that speak to stakeholders at every level

These were the questions we asked from the very beginning. Not as an afterthought, but as a guiding principle.

Building with the end user in mind

When we began developing our Next-Generation Monolithic Chromatography Media, we knew we weren’t just building a product—we were crafting an experience. We created AXISFLOW, our flagship product portfolio designed to set a new standard in virus purification. AXISFLOW wasn’t just about advanced chemistry—it was about commercial usability, designed to meet the demanding needs of pDNA, AAV, LV, mRNA, VLP, bacteriophage and exosome purification at scale.

That meant thinking about the small things that often go unnoticed: the clarity of our documentation, the compatibility with downstream workflows, the design of our packaging, and the training materials customers would need.

We also factored in the critical requirements of GMP manufacturing environments. From the robustness of our materials to the reproducibility of our column performance, everything was designed to integrate seamlessly into highly regulated bioprocessing settings. That foresight helps de-risk our technology for customers navigating compliance demands.

We knew that designing for GMP isn’t just about meeting standards—it’s about building trust. Collaborators need confidence that your innovation can scale safely, reliably, and in compliance with regulatory expectations.

Choosing the right collaborators is so essential. Whether it’s pilot facilities, beta testers, or co-development partners, working with strategic allies who understand both science and commercialisation makes all the difference. Collaboration isn’t just about access—it’s about alignment. Are you solving the same problems? Do you share a vision for impact? Are roles and expectations clear from the start? Having this clarity enables smoother execution, better problem-solving, and stronger relationships.

Collaboration also includes working alongside partners who bring different expertise to the table. Scientists, marketers, regulatory experts, engineers, and customer-facing teams each see different angles of the same challenge. Leveraging that diversity requires thoughtful communication, mutual respect, and a commitment to a shared goal.

We also invested early in intellectual property—filing patents that would not only protect our innovations, but signal to partners and investors that we’re serious about long-term value. IP isn’t just a legal asset—it’s a strategic one. It gives you leverage in partnerships, safeguards your differentiation, and reinforces your credibility in the eyes of stakeholders.

And equally important choosing the right people to join your team. Having commercially minded scientists, adaptable engineers, and business development professionals from the outset ensures you’re building with purpose. A great idea needs great execution—and that means having a team that understands both science and market dynamics.

These decisions—on manufacturing, collaboration, IP, and team—don’t just enhance usability. They accelerate adoption. And in an industry where every delay can impact a customer’s production timeline, that speed matters.

The power of being commercially prepared

Today’s bioprocessing landscape is evolving rapidly. The rise of gene therapies, mRNA platforms, and personalised medicine is shifting how biologics are produced—and purified. Speed, scalability, and regulatory readiness are now as critical as performance.

In this dynamic environment, startups must think beyond product innovation. They need a commercial mindset that informs how the product is designed, how it is tested, how it is introduced to the market, and how it will grow.

Also Read: Is a career in biotech right for you?

Being commercially prepared means anticipating customer requirements early, aligning with purchasing and operational expectations, and being ready to scale manufacturing to meet demand. It’s about having a clear roadmap, aligning your product vision with operational feasibility, and equipping your team to navigate complexity from day one.

Startups that embed commercial readiness into their DNA stand out. They build solutions that are easier to adopt, easier to trust, and ultimately, easier to scale. And that preparation opens doors to better partnerships, faster revenue, and stronger investor confidence.

It’s not enough to ask, “Does it work?” The real question is, “Will customers choose it—and keep choosing it?”

Lessons from experience

My background in pharmaceutical commercialisation gave me a front-row seat to what happens when promising therapies meet market complexity. I’ve worked on cross-border launches, market access strategies, and lifecycle management plans. And I’ve seen how even the best innovations can falter without a commercialisation plan.

Those experiences shaped how we built BCI. My co-founder, Scott Wheelwright, Chairman & CTO brought decades of manufacturing and regulatory expertise. I brought the market lens—asking what the customer journey would look like, how to position ourselves credibly, and how to scale sustainably. It was this blend of science and strategy that became our foundation.

 The strength of diverse leadership

Being a female co-founder in biotech has given me a unique vantage point. There’s something powerful about building in spaces where you’re not always expected—and using that perspective to bring empathy, creativity, and resilience into leadership.

I’ve always believed that innovation thrives when diverse voices are at the table. Commercial leadership, too, benefits from this diversity—of thought, background, and approach. It pushes us to see gaps others miss, and to build solutions that reflect the complexity of the world we serve.

Embedding commercial thinking: A timely reminder for biotech founders

If you’re a scientist building a biotech startup, here’s what I encourage you to consider:

• Don’t treat commercialisation as a phase. Make it a mindset.
• Partner with someone who brings commercial depth—not just to sell, but to shape.
• Choose your collaborators wisely—and be strategic about how you work together.
• Select a founding team that brings balanced perspectives in science, operations, and commercial execution.
• Invite market conversations early. The sooner you engage real users, the better your product will become.
• Protect your innovation with a strong IP strategy. It’s part of your commercial foundation.

Also Read: How biotech is changing the global agriculture game for investors

And if you’re someone who loves the business side of biotech—strategy, operations, customer engagement—know that your skills are not only relevant, but essential. The future of our industry depends on it.

Turning innovation into impact

We set out to do more than build chromatography media. We set out to build a company that could navigate both the science and the system—where innovation meets implementation.

Our AXISFLOW portfolio is a reflection of that mission—engineered for efficiency, built with purpose, and ready for the real world of biomanufacturing.

As someone who enjoys writing, reading, sharing, and growing with others in the field, I hope this piece adds perspective to your journey. Commercial thinking isn’t a barrier to science—it’s what helps science thrive beyond the bench.

Let’s bring more ideas to market by building commercial strength from the very beginning.

—

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Startups are born out of ambition and necessity — lean teams, limited resources, and aggressive goals. As a result, hustle culture dominates early-stage life: late nights, overflowing spreadsheets, and never-ending to-do lists.

I’ve been in operations for over 15 years, and I get it. But here’s the uncomfortable truth: Hustling harder doesn’t scale. Automating smarter does.

In my work at Riche Mentor, I help professionals and founders eliminate hours of manual work through simple, smart workflow automation — often using tools they already have access to like Excel, Google Sheets, Notion, or Airtable.

And the ROI is immediate: What took days now takes minutes. What caused burnout now becomes repeatable. What seemed like chaos becomes a system.

The common startup trap: Tool paralysis

Ironically, startups — especially tech founders — have access to an endless buffet of tools. Yet many are stuck in “tool paralysis”: trying dozens of platforms, switching constantly, and spending more time onboarding than executing.

My philosophy, which I dive into in my book The Difference Between Monkey and Man is Tools, is simple: Tools aren’t meant to complicate your work. They’re meant to liberate your time.

You don’t need a dozen premium subscriptions to scale operations. What you need is a clear workflow — built with intention and clarity — using tools that actually fit your business stage and team capacity.

Where most founders waste time

Whether I’m working with a solopreneur or a startup team of 10, I repeatedly see these bottlenecks:

• Endless copy-pasting between sheets, CRMs, and reports
• Weekly manual updates for dashboards and sales trackers
• Inefficient onboarding or project tracking systems cobbled together with emails and PDFs
• Founders doing work that can and should be delegated to systems

The fix? Build workflows that don’t need you. If your presence is the glue holding everything together, you’re not building a company — you’re babysitting a task list.

What automation actually looks like (and doesn’t)

Let’s clear up a common misconception: automation doesn’t mean you need to code or hire a developer.

Real-world automation looks like this:

• An Excel dashboard that auto-updates when you enter client data
• A Notion CRM template that sends follow-up emails with one click
• Google Forms that feed directly into a project tracker with no manual touch
• Airtable bases that alert you when key tasks are due

None of this is rocket science. But it is game-changing.

At Riche Mentor, I often turn a process that used to take six hours per week into one that takes 30 minutes — sometimes less. And that extra time? It’s reinvested into strategy, growth, or even just space to breathe.

Also Read: How AI and automation can shape the future of farms

The three principles of workflow sanity

For any startup team looking to regain time and sanity, here are 3 principles I swear by:

• Document before you digitise

Don’t rush into buying tools. First, map out your process on paper or whiteboard. Know what you need to track and why it matters. Only then pick the tool that fits.

• Automate the routine, not the human

Not everything should be automated. Keep your creativity and customer conversations human. But automate everything that’s predictable: data entry, reminders, status updates.

• Build systems that train people

If your system is so complex that only you understand it, it’s not a system — it’s a trap. Build workflows that are simple enough for a new team member to learn within a day.

You don’t need to be a tech founder to build smart workflows

Many of my clients aren’t coders or engineers. They’re marketers, HR professionals, solopreneurs — people drowning in inefficiency. What they share in common is a desire to work better.

I wrote my book as a wake-up call. The real separator between survival and scaling isn’t just passion — it’s leverage. Tools give you that leverage. Not because they’re flashy, but because they free your mind for better work.

Final thoughts

If you’re a founder building something important, don’t burn yourself out trying to “do it all.” Step back and ask: What can I systemise? What can I automate? What can I teach a tool to do for me?

That shift in mindset is what takes you from fire-fighting to future-building.

And in case you’re still unsure, just remember: The difference between monkey and man is tools.

—

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It’s often said that AI will not replace people, but people who know how to use AI will replace people who don’t. In this sense, AI is surprisingly like the tractor. The tractor did not replace farmers, but farmers who knew how to use the tractor replaced those who did not.

Many such examples abound throughout the history of technology. Computers did not replace animators, but animators who knew how to use computers replaced those who did not.

This brings us to an important realisation: It’s in this age of AI that people matter more than ever.

Is your organisation or startup making its people feel valued, so that they will stay, be motivated, and help you succeed? Or are you treating them as interchangeable cogs in a wheel?

What are some of the things a leader can do to ensure that the people in their organisation are valued?

Create emotional safety

Ensuring a nurturing work culture is not a matter of having bean bags and foosball tables around. It is about creating emotional safety. This requires an environment where all perspectives can be floated without fear of career or interpersonal repercussions. Even something blasphemous like “I don’t think we should spend so much on AI” should be acceptable.

“This is the stupidest idea I’ve ever heard.”

If you’ve ever said this, or a variant of this, around a meeting table, you have landed a blow to the psychological safety of your teammates. They will never again feel safe enough to express their true opinions on something. Groupthink will soon pervade your organisation. Everyone will consolidate in the direction of the wrong goals like the proverbial lemmings. And your organisation will soon join the ranks of many that failed and entered the ash heap of history.

Also Read: Startup investment in SEA sees modest uptick from May, but still trails 2024

I once worked with a highly resourceful junior employee who was full of great ideas. But she soon lost interest in coming up with those ideas, because she found that the leaders of the company were regularly ridiculing her ideas and not even considering them worth exploring. Soon, she left the company. While this is anecdotal, this is a scenario that will sound sadly familiar to many readers.

Having free kombuchas in your pantry will not provide the psychological safety your employees seek. Having secure leaders who invite diverse opinions will.

Reward results, not the clock

It’s true that organisations, particularly in their startup phase, often require long hours. The world ain’t gonna change itself, after all. But let the work dictate the hours, not the other way round where work expands to fill the time.

Do not fall into the old bureaucratic trap of watching the clock and penalising those occasions when someone is genuinely unavailable. Stop calling it a half-day when your employees leave at 6pm. Better still, let them bounce at 4pm when they have to, such as for their kid’s school game or to take their pet to the vet.

In short, don’t be one of the stuffy bureaucrats we hear about in dystopian science fiction. Let each employee’s results dictate how they are rewarded (or not).This is particularly important at a time when more teams are remote, and more organisations tap into fractional and freelance talent.

According to Singapore’s Business Times, a third of employers are increasing their reliance on contract and flexi-work hires. This makes it increasingly vital for employers to trust their fractional and freelance workers to deliver results without micro-management.

Adding a further layer of complexity is that these collaborations are often across geographical boundaries. Considering vast time differences, leaders should get used to an asynchronous way of working, where some workers will do their part when other workers are fast asleep.

Also Read: How blockchain can help combat ongoing fraud in the Halal food industry in SEA

Enable training opportunities

With AI looming large, your employees are not going to acquire the necessary skills by telepathy or osmosis. Help them find training opportunities to equip themselves for AI, Web3 and other emerging spaces.

Just as an example, sponsor courses for them, and get them paid plans for AI tools such as Midjourney and Dall-E. Invite guest speakers. Organise networking events for professionals with relevant skills.

In South East Asia, governments are making it easier to find AI training opportunities. Vietnam launched its “AI for All” initiative in April 2025 to train not just students but also working professionals and even senior citizens in AI.

Singapore announced in May 2025 that it will make 800 training opportunities and 500 new projects available to train AI professionals. Thailand’s National AI Committee announced in May 2025 that it is aiming for AI literacy for 10 million people and to produce 90,000 AI professionals and 50,000 AI developers in two years.

Whichever option you pursue, the fact remains that you need to cultivate new skills in your employees so that your organisation is future-proof. Remember the meme where one person asks, “What happens if you teach new skills to your employees and they leave?” and the other person replies, “What happens if you don’t, and they stay?”

Conclusion

By creating emotional safety for all your people to express their true feelings, rewarding them for their results and not for the sheer number of hours they put in, and facilitating training opportunities, you will be able to recruit, nurture and retain winning teams that help you not just survive but thrive in the age of AI.

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

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In 2013, we made a promise: Every entrepreneur deserves a fair chance to be successful. Back then, Southeast Asia’s tech ecosystem was in its infancy. The region was full of potential, but the path to startup success was opaque and uncertain. There wasn’t even a clear venture ecosystem. Founders couldn’t be certain they’d be able to raise later-stage funding. The likelihood of startups succeeding felt hazy at best.

So we built e27 with a simple belief: access to capital, information, and connections shouldn’t be limited to those with privilege or the right networks. We wanted to create a platform where any entrepreneur, regardless of background, could find the tools, resources, and connections they needed to build and grow their companies.

In those early days, getting individuals to leave the comfort of their corporate jobs to venture into building companies was itself a challenge. The entrepreneur was the driving force for building a healthy ecosystem. Much of the work we did focused on encouraging people to take that leap, to bet on themselves, to build the future they envisioned.

For eleven years, that vision served us well. And it should have, as it reflected the reality of the ecosystem we were building in.

The ecosystem grew up, so did we

Fast forward to 2024, and Southeast Asia’s tech landscape is barely recognisable from what it was in 2013. The ecosystem has grown and matured significantly. It’s become more saturated, more sophisticated, more complex. We’ve weathered COVID-19 together. We survived the tech crash of 2022. We’ve navigated inflation, geopolitical shifts, and a fundamental recalibration of what sustainable growth actually means.

The crash of 2022 was particularly revealing. It exposed flaws in how funding had been flowing and which companies were receiving capital. It shifted the conversation back to fundamentals: profitability, sustainable growth, building real value rather than chasing valuation at any cost.

The ecosystem needed a new sense of direction. And so did we.

During our annual retreat this year, we have them regularly, nothing particularly special about this one, we found ourselves in a series of conversations that gradually revealed something we’d been feeling but hadn’t quite articulated: we had outgrown our own vision and mission.

There was no single “aha” moment. No dramatic revelation. Just a growing realisation as we discussed the work we’d been doing over the past few years. When we looked at our 2013 vision and mission statements, they felt… incomplete. A bit boring, even. Too narrow for the scope of work we were now doing.

The truth was simple: our work had evolved far beyond what those statements captured.

The work changed, the players multiplied

Over the past decade, e27 has played a significant role in shaping different aspects of Southeast Asia’s tech ecosystem, aspects that extend far beyond individual entrepreneur empowerment.

We’ve worked closely with governments on programs that affect entrepreneurs and investors. We’ve collaborated with major corporates on how they participate in the tech ecosystem and engage not just with entrepreneurs, but with investors and other stakeholders. We’ve built relationships with ecosystem builders across the region. And increasingly, especially with the rise of AI, we’ve started working more closely with SMEs.

The nature of our impact had expanded. We were no longer just focused on founders in isolation; we were connecting and convening the entire ecosystem.

Also Read: How early-stage founders can manage their runway without starving growth

Meanwhile, the ecosystem itself had transformed. Today, there’s no shortage of programs and activities supporting entrepreneurs. Private accelerators, government initiatives, corporate innovation programs, and venture-based support systems are everywhere. Some are excellent, some less so, but the landscape is crowded with opportunities for founders.

What became clear to us is that individual entrepreneur empowerment, while still important, is no longer the primary gap in the ecosystem. The real gap? Unity. Connection. Coordination.

Fragmentation is the enemy of scale

Here’s the uncomfortable truth: Southeast Asia has been, and likely will always be, fragmented to some degree. We’re talking about a region with different languages, regulations, currencies, infrastructure maturity levels, cultural norms, and business practices. This complexity is both our defining characteristic and our greatest challenge.

And in today’s reality, this fragmentation has real consequences.

Companies that want to scale beyond Series A are increasingly expected to be present in multiple markets. Investors want to see regional traction, not just local success. The world’s fastest-growing internet economy and a rising middle class are wonderful macro trends, but they only translate to real value if we can produce sustainable, long-term, globally impactful companies that can compete with the dominant players around the world.

Siloed markets make this exponentially harder.

If Southeast Asia doesn’t unify and if we continue operating as separate, disconnected markets, we risk being overlooked on the global stage. We risk watching as Silicon Valley, China, India, London, and increasingly the Middle East continue to dominate the conversation about innovation and tech leadership.

We risk having a region full of potential that never quite delivers on its promise. But here’s what excites me: we’re already seeing glimpses of what’s possible when Southeast Asia works together.

The Johor-Singapore Special Economic Zone (JS-SEZ) was launched to promote deeper collaboration between Singapore and Malaysia. We’re seeing increased travel routes across the region, improving business connectivity. There are joint infrastructure investments happening, particularly in areas like data centres. Free trade conversations are advancing. Borderless transactions are becoming more common.

These aren’t just policy initiatives; they’re signals of a region beginning to see itself as a unified block rather than a collection of separate countries.

Also Read: Governing your startup: What founders can learn from politics and vice versa

A vision that matches our reality

During our retreat, as we kept circling back to these themes, the path forward became increasingly clear. We didn’t just need to tweak our mission statement. We needed to fundamentally expand how we saw our role in the ecosystem.

The old vision was very entrepreneur-centric: “Every entrepreneur deserves a fair chance to be successful.” It made perfect sense in 2013 when there weren’t many startups or founders, and encouraging entrepreneurship itself was the primary need.

But in 2024, what the ecosystem needs is something bigger. It needs an organisation that actively works to bring all of Southeast Asia together. Most organisations focus on one local market. We’ve always believed that for this region to achieve global standing, it must be united—and we’re uniquely positioned to play that connective role.

So we evolved.

Our new vision: We envision a unified Southeast Asia tech ecosystem that drives collaboration, innovation, and global leadership.

Our new mission: To create platforms that curate information and connect stakeholders, driving the sustainable growth of the Southeast Asia tech ecosystem.

When we landed on these words, it felt refreshing. It felt right. In fact, we found ourselves wondering why we hadn’t articulated this sooner. This isn’t just wordsmithing or corporate rebranding. It’s a fundamental shift in how we understand our purpose.

From empowerment to connection

The shift from “empowering entrepreneurs” to “connecting stakeholders” might seem subtle, but it represents a profound evolution in our thinking. Empowerment assumes a one-directional relationship: we provide tools, and entrepreneurs use them. Connection, however, is multidirectional and generative: we create platforms where investors, founders, corporates, governments, ecosystem builders, and SMEs can all engage with each other, learn from each other, and build together.

The stakeholders we work with haven’t actually changed much. They’re largely the same groups we’ve been engaging since day one. But how we think about bringing them together has fundamentally evolved.

We’re doing this both online and offline.

On the online side, we’re using content and media to be a thought leadership platform that promotes and encourages open sharing and learning across all regions. This includes initiatives like our contributor program, which democratises the ability for anyone in the ecosystem to share their insights and become a thought leader.

On the offline side, we’re running large-scale events like Echelon that physically bring the region together. We’re also collaborating with corporate partners like Meta and others on programs that connect different parts of the ecosystem in meaningful ways.

Every platform we build, every program we run, every connection we facilitate is in service of one goal: making Southeast Asia more unified, more collaborative, more ready to compete on the global stage.

Also Read: How founder misalignment quietly erodes companies in the age of AI

Why this matters now more than ever

The world is watching Southeast Asia.

We have the demographics. We have the growth trajectory. We have the talent. We have problems worth solving and opportunities worth seizing. What we need to prove is that we can work together as a region. That we’re not just a collection of promising individual markets, but a unified ecosystem capable of producing companies that matter globally.

This isn’t about every company needing to be big in Southeast Asia to succeed globally—there will always be outliers who build global businesses without regional dominance. But as a region, if we want the Southeast Asian tech ecosystem to be taken seriously on the global stage, we need to demonstrate that companies can scale regionally and that this region can operate as one cohesive block.

The stakes couldn’t be higher. And the opportunity couldn’t be clearer.

An invitation to build together

I’ve always believed that Southeast Asia, with all its complexity, all its challenges, all its opportunities, is a region where startups can truly grow and flourish. But that belief comes with a responsibility. We can’t build this future alone. e27 can create platforms and convene stakeholders, but the actual unification of Southeast Asia’s tech ecosystem requires all of us, every founder, every investor, every corporate partner, every government official, every ecosystem builder, to see ourselves not just as participants in our local markets, but as architects of a regional powerhouse.

This is our renewed commitment. This is the promise we’re making for the next chapter of e27‘s journey.

We’re no longer just ensuring every entrepreneur has a fair chance. We’re working to ensure that Southeast Asia itself has a fair chance, a chance to show the world what this region is capable of when we work together.

The vision is ambitious. The mission is clear. And the time is now.

Let’s build a unified Southeast Asia that the world can’t ignore.

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

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WorldFirst, Ant International’s global account service provider, has launched an API-integrated and AI-driven solution tailored to global enterprises It leverages WorldFirst’s unified global account, full-range financial services, and AI capabilities such as smarter treasury management to help streamline global funds distribution, unlock new revenue streams, and strengthen customer relationships.

Scaling global platforms without financial friction

McKinsey research predicts that within six years, digital platforms will facilitate over 30%—about $60 trillion—of global economic activity. Yet as enterprises operate digitally and expand globally, they face critical financial obstacles: inefficient payments, high costs, compliance complexity, and fragmented customer experience—all creating friction that hinders growth.

Built with security and efficiency at its core, the WorldFirst Enterprise Solution delivers a comprehensive suite of financial services accessible via an integrated API solution. It is designed to help global enterprises across e-commerce, the gig economy, SaaS, OTAs and other digital platforms to automate critical financial functions directly within their existing systems. The solution reflects WorldFirst’s strategy to combine global expertise with innovation to deliver future-ready financial rails.

Also read: Ant Group Chairman Eric Jing outlines strategy for inclusive AI, collaboration on tokenised settlement

WorldFirst core capabilities at a glance

Key features of the solution include:

• Broader global connectivity: Tap into 200+ markets through WorldFirst’s multi-currency World Account, with compliance backed by 60+ global licenses.
• Stronger global spend solution: Launch and manage card issuing via World Card, plus mass payouts in 100+ currencies to bank accounts and wallets worldwide.
• Smarter treasury management: Maximise revenue by Leveraging Ant International’s Falcon AI forecast model, with >90% accuracy on liquidity and FX forecasting.
• Faster global money movement: Powering 95% same-day global transfers & real-time settlement in 25 currencies through WorldFirst’s leading bank partnerships.
• Simpler API+AI-native integration: Boost efficiency with a developer-centric AI toolkit for risk management, compliance, and 24/7 global support.

Also read: Ant International debuts iris authentication for smart glasses payments

Platform adoption in action

To overcome critical financial obstacles for its vast network of third-party sellers, a leading global e-commerce platform is leveraging WorldFirst’s Enterprise Solution for a comprehensive financial solution tailored to its ecosystem. This included a multi-currency wallet with automated eKYC/eKYB and global treasury management capabilities for collection, payment, and foreign exchange services.

Through seamless API integrations, the platform significantly improved the seller experience—cutting seller onboarding to under a day, strengthening compliance, and boosting global scalability with WorldFirst’s extensive global coverage.

“Efficient payment and account services are no longer optional—they are fundamental to how platforms operate and compete globally,” said Clara SHI, CEO of WorldFirst and Vice President of Ant International. “At WorldFirst, we built our API-integrated enterprise solution precisely to meet this critical need. It delivers a responsive and streamlined treasury experience, enabling digital platforms to lead in today’s fast-paced market. We remain dedicated to deepening the integration of fintech and global commerce, empowering businesses to seamlessly connect with the world.”

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Business confidence in Singapore declined further in the third quarter of 2025, signalling a more cautious 2026 outlook as companies face persistent global uncertainty and rising operating costs.

The Singapore Business Federation’s National Business Survey 2025 – Annual Business Sentiments Edition shows the Business Sentiment Index (BSI) dropping from 55.4 in Q2 to 52.2 in Q3. The 3.2-point fall is significantly sharper than the 1.1-point dip recorded earlier in the year, indicating a sustained weakening in sentiment.

The survey also finds that expectations for Singapore’s economic performance remain subdued. Thirty-seven per cent of companies expect the economy to worsen over the next 12 months, while only 14 per cent foresee any improvement. This imbalance reflects continued caution among businesses as they weigh the impact of global conditions on domestic activity.

Confidence levels differ widely across industries. Banking & Insurance, Other Financial & Insurance Activities, and Construction & Civil Engineering remain comparatively positive. In contrast, Hotels, Restaurants & Accommodations (HRA), Retail Trade, and IT & Related Services show weaker sentiment.

Profitability expectations have deteriorated, registering 48.5 on the index — a 2.9-point decline from Q2. SMEs are notably more pessimistic than larger companies. Twenty-two per cent of SMEs express dissatisfaction with current conditions, compared with 15 per cent of large firms. Looking ahead, 38 per cent of SMEs expect conditions to worsen in the next year, versus 34 per cent of large companies.

Also Read: Small steps, big impact: How SMEs can champion ESG initiatives

Differences also emerge across sectors. Firms in Retail Trade and HRA expect the next 12 months to be more challenging, while a larger share of companies in Administrative & Support Services, Banking & Finance, and Wholesale Trade anticipate improvements.

Tariff concerns ease, but global sentiment weak

Concerns over US tariffs have moderated since the initial reaction in April. Negative assessments dropped from 81 per cent to 57 per cent by October 2025. The share of businesses reporting no significant impact increased from 15 per cent to 41 per cent.

Despite this improvement, dissatisfaction with the global business climate remains high at 33 per cent, compared with 14 per cent who are satisfied. Businesses are more optimistic about ASEAN, where 22 per cent report satisfaction with conditions.

This suggests regional markets continue to provide opportunities amid broader global weakness.

Manpower cost remains the top business challenge, cited by 63 per cent of respondents. Customer demand uncertainty (44 per cent) and rental cost (40 per cent) also rank high.

Cybersecurity and data-privacy risks have grown in prominence, rising to 36 per cent and entering the top five concerns. These risks are reported most frequently in HRA, Banking & Insurance, and Other Financial & Insurance Activities.

Sector-specific challenges continue to shape business responses. Manpower availability has the highest impact on HRA and Health & Social Services. Foreign workforce policies affect Construction & Civil Engineering and HRA firms most strongly.

Also Read: Inside Funding Societies’ strategy to help SMEs grow through stronger institutional funding

Retail Trade companies report the most significant concern over training staff to adapt to new technology, while Banking & Insurance companies highlight employee skills as a key issue.

Profitability pressures remain widespread. Only four per cent of firms report increased profitability over the past year, while 34 per cent experienced declines. Rising manpower, rental and logistics costs are the main contributors. Utilities are a top cost concern for SMEs, while large companies point to raw-material price volatility as a significant factor.

Strategic priorities shift ahead of the 2026 outlook

In response to these pressures, businesses are adjusting their priorities for the coming year. Increasing employee salaries (39 per cent), investing in new tech (33 per cent), and expanding into overseas markets (30 per cent) are among the top intentions. The most substantial increases are in overseas expansion, business process re-engineering, and supply chain diversification.

Revenue growth and cash flow management remain the most important goals for the next 12 months, at 65 per cent and 49 per cent, respectively. More companies are now focused on securing new business opportunities, overtaking talent-related priorities such as staff retention and training.

SBF Chief Executive Kok Ping Soon said businesses remain cautious about the 2026 outlook, despite reduced concerns over US tariffs. He cited manpower costs, external demand uncertainty, and rental pressures as key challenges and noted that companies are calling for support in Budget 2026 to manage costs, strengthen cash flow, and invest in workforce development.

He said SBF will continue working with companies and the government to help maintain Singapore’s attractiveness as a business hub.

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Image Credit: Priscilla Du Preez on Unsplash

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In a strategic move aiming to reshape Asia’s venture landscape, early-stage VC firm Gobi Partners has entered Japan, becoming a Global Network Partner at Takanawa Gateway Link Scholars’ Hub (LiSH), operated by East Japan Railway Company, JR East

This step marks a concerted effort to link Japan’s deep industrial and technological ecosystem with the entrepreneurial dynamism of Southeast Asia.

Also Read: ‘If Japan doesn’t open up, it will stagnate’: UntroD’s Kumamoto on what must change

LiSH, situated in the futuristic Takanawa Gateway City and directly connected to Tokyo International Airport, serves as a “global gateway” for startups, corporates, and researchers to collaborate on innovations shaping urban life. Opened in May 2025, the hub embodies the country’s ambition to redefine future living through smart-city solutions and cross-border collaboration.

For Gobi, the move underscores a strategic pivot: rather than simply backing Southeast Asia-born startups, the firm now aims to function as a trans-regional bridge, connecting supply-side industrial might with demand-side startup energy. As Gobi co-founder and chair Thomas G. Tsao said, the goal is to position the VC firm “in the middle” of what he describes as the “next wave of cross-border venture activity.”

This expansion builds on years of existing collaboration. Gobi has already co-hosted the Malaysia-Japan Innovation & Capital Forum with entities, including Tokyo Stock Exchange and JETRO. The firm has also partnered with Japan-based funds and corporates — channeling capital and strategic backing into Southeast Asian digital-economy businesses.

Previous portfolio companies under Gobi have received investment or strategic support from Japanese corporations, including Saison Group, OSK SBI Group, Yamato Transport, Persol Group, Cool Japan Fund, Sumitomo Corporation, Kodansha, MUFG, and Daiwa Securities Group, underscoring deep financial, operational, and strategic linkages.

Japan itself is doubling down on global outreach. Its national Startup Development Five-Year Plan (2022-2027) aims to nurture 100,000 startups and produce 100 unicorns, with cross-border collaboration seen as a key pillar. Recent data underlines momentum: venture funding in Japan rose 35 per cent in 2024, while Southeast Asia attracted over US$5 billion in early-stage capital, suggesting both regions are entering a new phase of mutual convergence.

Also Read: Japan’s innovation dilemma—and why SEA startups could be the answer

With this expansion, Gobi Partners is betting on a powerful thesis: that Asia’s next growth wave will not come from isolated ecosystems, but from connected ecosystems, where Japanese industrial excellence meets Southeast Asian startup agility. For global and regional investors, the newly merged network offers fresh opportunities for co-creation, capital deployment, and scale beyond borders.

As Tsao puts it: “Where others see risk, we see inevitability.” And if this move pays off, it may mark the start of a new era for pan-Asian venture capital — one where capital, talent, and ideas flow freely between Tokyo, Kuala Lumpur, Jakarta, Manila and beyond.

Last year, Gobi Partners established a strategic partnership with Japan-based Cross Capital to facilitate cross-border innovation and enhance the flow of Japanese investments into Southeast Asia’s startup landscape.

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