Once a school project, this S’porean’s biz upcycles textile waste for brands like Decathlon
When it’s time to clear out your closet, what do you do with your old clothes?
For most people, they’d likely end up in the trash bin. But for 24-year-old Nuryanee Anisah (Yanee), the co-founder of Commenhers, discarded textiles are a chance to spark change.
Yanee’s business started as a school project, but today, she has managed to collaborate with big names like Decathlon and HSBC, upcycling over 7.5 tonnes of textile waste into fashionable apparel and accessories.
Here’s how she’s making a difference.
The start of Commenhers
Yanee has always had an entrepreneurial spirit—she often accompanied her father to business meetings, lending a hand with administrative tasks as he managed multiple ventures. This sparked her interest in entrepreneurship from an early age.
Her very first venture was “The Whatever Lah,” a t-shirt reselling business that she co-founded during her first year at Singapore Polytechnic (SP), though it eventually fizzled out due to her commitments at the time.
Despite the setback, Yanee was given another opportunity to pursue her entrepreneurial aspirations during her second year at SP, as part of her Diploma in Business Administration—one of her modules required her to develop a business idea that addressed a gap in the market together with her classmates.
It was during this time that she learned that even thrift stores, which are often hailed as a much greener alternative to regular fashion retailers, were discarding their old and moldy clothes and contributing to textile waste.
This issue was particularly evident during the COVID-19 pandemic, when stay-at-home orders prevented people from shopping in person.
“Even when these items could be upcycled, I realised that old textiles, if they’re ugly, just get thrown into the rubbish bin or are donated,” she said.
With these findings, Yanee started Commenhers in 2021, together with a few people from her cohort who were “as passionate” about the idea as she was. The business was incorporated a year later, driven by “growing community interest” and a “steady increase in sales.”
Empowering marginalised communities
At the start, all of Commenhers’ products were handmade by Yanee and her team. However, after consulting with her lecturers and going through several pitching competitions, one key challenge became clear: finding a way to scale the business.
“At the same time, another thought I had in mind was also how I could expand the business without sacrificing the credibility and quality of our products,” added Yanee. “Because if we were to outsource production, how can we continue to deliver products that people are going to like with a quality that lives up to our expectations?”
As such, Commenhers decided to bring homemakers into their business, creating jobs for marginalised communities, including stay-at-home mums and the elderly.
These beneficiaries assist with the production process, primarily sewing, and are connected to Commenhers through charitable organisations like the Adventist Active Centre, PAP Community Foundation, and Daughters of Tomorrow.
Today, Commenhers collaborates with over 80 beneficiaries and has established four community sewing spaces in Singapore.
We hire them full-time or even part-time, and have set up these spaces—including the community sewing space I created together with Minister Grace Fu for homemakers in Yuhua—to foster a community that’s passionate about sewing and upcycling.
Nuryanee Anisah, founder of Commenhers
They have also set up their own upcycling studio as well, where their full-time makers are based. To ensure that their products are up to standards, Commenhers has developed SOPs and a clear order of operations, providing their makers with documentation and visual guides to communicate the quality standards required for each product.
Taking on bigger projects
On their website, Commenhers offers a range of products, including bags, bucket hats, and laptop sleeves, among others—these make up their B2C offerings.
However, the business is now mainly focused on their B2B clientele, working with different corporations in Singapore.
They initially operated exclusively on a B2C model, but Yanee realised that “there was potential to scale Commenhers even further” by taking a B2B approach.
According to Yanee, the root cause of textile waste lies in large-scale production by corporations, and with Commenhers’ makers group “growing,” they could also take on bigger projects.
When working with corporations, the business receives old textiles directly from these companies, allowing them to recycle materials without the added cost of sourcing textile waste.
“For example, when we worked with HSBC, we got them to pass us their own textiles for us to recycle, including the PVC banners that they used for their Women’s Golf World Championship.”
The company has also collaborated with Decathlon, upcycling the brand’s rejected and non-functional sports gears into new products, which Decathlon then sells in their stores.
“Among the products we’ve produced for them include duffle bags, which are made from kayaks—the lining comes from tents, and the zippers are repurposed from kayak bags,” she shared.
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Since launching Commenhers, Yanee has graduated from SP and is now enrolled at NUS’ Business School.
Despite juggling academics and entrepreneurship, she’s focused on positioning the business as one of the “key players” in upcycling textile waste in Singapore.
To date, Yanee claims that Commenhers has sold over 7,300 products. “In terms of our sales and revenue, we’ve doubled since we first started, or maybe even more, so we’re happy to reach that,” she added.
Looking forward, we hope to further expand the impact by recycling more textile waste and creating more opportunities for local beneficiaries through hiring.
Nuryanee Anisah, founder of Commenhers
- Find out more about Commenhers here.
- Read other articles we’ve written on Singaporean startups here.
Also Read: Labubu & ramen cakes? Meet the Singaporean behind viral “weird” cake brand Bob The Baker Boy.
Featured Image Credit: Commenhers
“It’s time to give up”: Biang Biang Noodle Bar shutters last outlet in REXKL
Biang. Biang.
That’s probably the sound the team at Biang Biang Noodle Bar will hear when they close shop for the last time.
The Malaysian noodles brand, known for the eponymous “biang biang noodles” (a wide Chinese noodle dish that’s usually hand-pulled or torn), has called it a day. The business announced March 12, 2025, that it would be shutting down their last outlet in REXKL by the end of this month.
Lots have changed since we featured the business just last August. At the time, the business had seemed poised for growth, with plans to cater to a more Muslim-friendly market via pork-free kiosks.
But unbeknownst to us, stormy weather was already brewing underneath the surface.
Speaking to Vulcan Post, the last remaining founder Kha Weng shared just what went wrong.
The cost of inexperience
If the reason for Biang Biang Noodle Bar’s closure had to be summarised in one word, it would be “inexperience.”
But even though Biang Biang Noodle Bar was the team’s first venture, they actually had experience with running a franchised outlet before. In fact, that was what inspired the team to further delve into F&B.
“It was so easy to operate, and easy to monetise also,” Kha Weng said.
Unfortunately, things are “totally different” when it comes to operating your own brand.
One of the biggest mistakes was not coming up with an SOP (standard operating procedure). About a year into the business, they finally confronted the negative management account. That’s when they began talking to industry peers while working things out with their accountant.
Kha Weng also believed that the founding team had been too hands-on in the beginning. That’s right, too hands-on, rather than off.
“We were always in the outlets, like, all the founders,” he recalled. “It’s good to have founders in the outlet, but you need to have someone outside of the zone also.”
Sometimes, when you’re too involved in the nitty gritty details, you might end up missing the forest for the trees. Since everyone was too focused on the small picture, they couldn’t properly steer the ship for the longer journey ahead.
It didn’t help that the other founders left along the way, too, which brought on its own set of emotional challenges. Eventually, it was just Kha Weng trying to salvage everything, still believing that there was potential in the brand.
One last hurrah
Their last bet, it turned out, had been to focus on the halal crowd.
Sales had been stagnant, and they had no idea how to turn a profit. So they took a chance on the Muslim-friendly market.
The concept worked at their REXKL kiosk, so they turned their SS2 outlet into a pork-free eatery as well. Sadly, this didn’t work for the location. In fact, it might’ve jeopardised the customer base that they had grown there.
“The conversion was wrong,” he said about the pivot.
All this while, Kha Weng chugged on, trying to make things work. But when he realised they had burned all of their cash flow, he knew it was time to stop.
As he put it, “It’s time to give up.”
An inkling of hope
Looking back, he believes they should’ve hired professional help to fine-tune the noodles as soon as possible.
It took them one and a half years to fine-tune the noodles through trial and error, but they had no real experience with flour. And while they were fixing the noodles, they didn’t prioritise marketing.
“It took us too long to figure things out, and to learn, and to fix all of the mistakes,” Kha Weng shared. “That’s why I conclude [the closure] with inexperience.”
But now that he has the experience, what’s next? For Kha Weng, he hasn’t completely given up on the F&B industry yet.
He shared to Vulcan Post that he’s still talking to some interested parties to possibly come up with future plans. After all, it wasn’t that Biang Biang Noodle Bar’s products had been bad. It was simply the operational side that couldn’t give the concept its best shot.
“I hope we can come back,” Kha Weng expressed.
For now, Biang Biang Noodle Bar will continue serving customers at REXKL until March 31, biang biang-ing for the last time.
- Learn more about Biang Biang Noodle Bar here.
- Read other articles we’ve written about F&B businesses here.
Also Read: Not just a fad: How this entrepreneur plans to seriously grow Malaysia’s pickleball scene
Featured Image Credit: Biang Biang Noodle Bar
GE2025: Physical rallies are back, but do they matter anymore for Singapore’s elections?
Physical rallies have always been seen as the lifeblood of election campaigns—it’s one of the main ways political parties and candidates can engage with voters and get their message out to the masses.
That was, at least, until GE2020, when the COVID-19 pandemic forced parties to hold digital rallies.
This shift wasn’t necessarily a drawback—in fact, some politicians thrived without traditional rallies.
Take Progress Singapore Party (PSP)’s Tan Cheng Bock, for instance. By the midpoint of GE2020’s campaigning period, each of his Instagram posts reached 12,000 followers, which is three times the capacity of Clementi Stadium, where rallies for West Coast GRC were held in past elections.
Come General Election 2025, physical rallies are slated to make a comeback, with the Singapore Police Force aiming to designate two rally sites for each Group Representation Constituency and one site for each Single Member Constituency.
Given the success of digital rallies, are they truly necessary?
The evolution of political campaigning strategies
Before the widespread adoption of television and radio, political rallies were the only way candidates could disseminate their messages.
The Fullerton area, in particular, had been a central venue for such gatherings since 1959, attracting large crowds eager to hear Singapore’s earliest political parties articulate their visions on independence and self-rule.
With Singapore’s urban landscape evolving, rally sites have shifted to other parts of the country over the years, with the last physical rallies taking place during the 2015 General Election.
By then, politicians had already acknowledged the growing influence of the digital space, though they did not view it as a replacement for physical rallies.
In an interview with ASEAN journalists back in 2015, former Prime Minister Lee Hsien Loong remarked that more Singaporeans were spending time on social media platforms, and he wanted to have an online presence there, too.
He explained that there were people on Facebook who “would not be reading speeches, and [social media] would be one way to reach them.”
Other government ministers and MPs followed suit, using Facebook to engage with Singaporeans by commenting on social and economic issues and sharing photos of themselves interacting with residents during constituency visits.
They’ve also leveraged social media to better connect with voters in the months leading up to GE2015.
GE2020, on the other hand, necessitated a transition to digital campaigning due to the COVID-19 pandemic. Though physical walkabouts were still permitted, candidates and political parties adapted by hosting virtual rallies, live-streaming events, and utilising social media platforms to reach voters.
And it looks like they’ve not only effectively replicated the reach and impact of traditional, physical rallies but also expanded it.
How digital media played a part in GE2020
During GE2020, the Government provided venues for candidates to hold live-streamed e-rallies at the Suntec Convention Centre. Additionally, political parties were also given more airtime on national TV, which was introduced as a one-off arrangement during the pandemic.
Meanwhile, parties also took it upon themselves to explore new formats to engage with voters.
Some parties held talk shows instead of physical rallies, such as Straight Talk by the People’s Association Party and the Hammer Show by the Worker’s Party.
In an interview with AsiaOne, Associate Professor Eugene Tan from Singapore Management University’s School of Law said that these programmes allowed parties to engage with voters on a “more intellectual level” than at physical rallies, where voters can be moved by emotion.
On the other hand, both the opposition and ruling parties also leveraged platforms like Instagram and TikTok to directly address voters and cater to younger audiences who may not necessarily attend physical rallies.
By tapping into current trends, these parties have managed to amplify their messages, with user-generated content further extending their reach.
I’ll be honest—I haven’t always kept up with politics. But in 2020, I’ve had videos of Deputy Prime Minister Heng Swee Keat’s “East Coast plan” speech and Sengkang GRC MP Jamus Lim’s debate comments flooding my social media feed.
However, a common assumption is that digital outreach primarily engages younger, tech-savvy audiences, but a study from IPS challenges this notion.
While older voters used social media platforms less frequently than younger generations during GE2020, they were just as active—if not more so—on instant messaging platforms like WhatsApp and Telegram.
The boomer generation (those aged 56 years and older) relied on these platforms as much as other generations for information-seeking and even surpassed them when it came to engaging directly with political parties and candidates.
Beyond reaching a wider audience, digital campaigning also offers advantages over physical rallies to smaller opposition parties, who typically have limited resources.
During GE2020, experts said that the lack of physical events levelled the playing field for these parties as it is more cost-effective for them to reach and connect with voters via digital means.
The case for physical rallies
Yet, some still argue that digital rallies may lack “human connection.”
Former Reform Party chairman Andy Zhu echoed this sentiment during GE2020, emphasising the emotional aspect of physical rallies in an interview with The Straits Times.
“I don’t mean to say that attendance in rallies brings in votes in exchange, but if there are no rallies, there’s no hype. Online or television broadcast, they might not be as enthusiastic and they can’t shout and roar. The emotional aspect is important.”
Andy Zhu, former Reform Party Chairman
Physical rallies can provide an opportunity for voters to hear from candidates directly and to see them in person. Candidates can address voters’ concerns face-to-face, offering a level of transparency and accountability that digital platforms may lack.
In fact, some experts have even pointed out that digital campaigns, particularly on social media, are often “staged” and “curated for positive impressions,” which makes in-person interactions more valuable.
However, does the impact of traditional, physical rallies outweigh the benefits of digital campaigning, especially in an era where online engagement is growing rapidly?
The future of political campaigns
Both physical rallies and digital campaigns have their own merits.
But with limited space for rallies in a densely populated country like Singapore, hosting large-scale events may not be as feasible as it was in previous years. In fact, nearly half of the locations used for physical rallies in 2015 no longer exist, according to CNA.
Out of the 46 rally sites used in GE2015, 22 are no longer available, mostly due to housing developments. Additionally, three out of the 14 stadiums that hosted rallies in 2015 are now unavailable.
As the demand for housing continues to rise, physical rallies might decline in prominence and may not be enough to sustain meaningful voter engagement.
This is where digital campaigns can come into play to supplement physical rallies. It allows parties to reach a much broader and diverse audience, and they’ve also proved to be effective in other countries, including the US.
Analysts have credited Donald Trump’s use of podcasts and livestreams as one of the key strategies behind his election success. He was criticised for the lackluster turnout at his rallies, however, he has managed to build his audience elsewhere by collaborating with young, male right-leaning podcasters, including Logan Paul and Joe Rogan.
As a result, 56% of young men voted Republican in the 2024 election, up from 41% in 2020.
Moving forward, Singapore is likely to see the rise of hybrid campaigning formats, and by integrating both methods, political parties in Singapore can ensure they connect with voters across all demographics.
- Read other articles we’ve written about GE2025 here.
- Read other articles we’ve written about Singapore’s current affairs here.
Also Read: The road to GE2025: Will PAP continue to be the “sure win” option?
Feature Image Credit: People’s Action Party, edited by Vulcan Post
After The First Chapter & Benang, this M’sian biz is bringing its speakeasy expertise abroad
From the team behind popular local bars The First Chapter and Benang The Second Chapter comes a third chapter, but it might not be where you think it is.
Both The First Chapter and Benang have found their homes in KL, but instead of following after its predecessors, The Chapter Group’s third outlet is actually located not just outside of KL but outside of Malaysia.
Introducing: Scubar The Third Chapter, a new cocktail bar in Thailand’s Koh Phi Phi island.
Writing more chapters
When The First Chapter first opened, Vulcan Post had the chance to drop by to chat with the founders. Since then, the Malaysian business has not only moved, but it has clearly expanded.
Predeep Singh, founder of The Chapter Group, reiterated, “We started out The First Chapter as a bar that we wanted to party at with its design, music and cocktails tailored to our personal preferences.”
Thankfully, their preferences resonated with their customers. This spurred the launch of Benang The Second Chapter, which is arguably more popular these days.
For those who have never visited either outlets, they’re actually quite different, with their own unique charms.
Where The First Chapter is slightly more sophisticated, with the books and typewriters as recurring motifs, Benang is the bolder and louder counterpart with bright pops of colours with the thread decorations.
“When we started, we would have never thought that we would actually expand to more locations, but were extremely thankful that the positive reception we received allowed this opportunity,” Predeep expressed.
But how did the opportunity in Thailand come about?
Bringing Malaysian expertise to Thailand
“During one of our travels, we stumbled along the beautiful island of Koh Phi Phi and we immediately fell in love,” Predeep shared. “The soft sand, crystal clear waters and friendly locals were the push for us to open up the Third Chapter in Thailand.”
Of course, this was no small task. With Scubar being The Chapter Group’s first international project, there has been no shortage of new learnings along the journey. But not only is it a first for the group, it’s actually a first for the island. Prior to this, the founder claimed that there had been no cocktail clubs on Koh Phi Phi.
Despite having a first mover advantage, Scubar has pulled out all the stops with a unique diving theme, which is a reflection of Koh Phi Phi’s renowned dive sites.
“We wanted to incorporate the island’s offering and beauty with the bar,” Predeep said. “Scubar is very nautical themed and we’ve managed to source some amazing items to blend with the theme, such as our antique diving helmets.”
One big challenge they faced was transportation, especially during the construction phase.
The team wanted to create a beautiful bar, similar to what they’ve accomplished in KL. But to do this, they required a lot of raw materials such as concrete, marble tops, and wood, amongst other things.
He revealed, “This may come as a surprise to many, but there are absolutely no cars in Phi Phi Island, which meant we had to carry all the equipment and tools by hand from the boat. This definitely lost us a few inches and gained a bit of muscle. It was an eye opening experience for sure.”
Another obstacle has been the communication barrier. According to Predeep, most government bodies mainly speak only in Thai.
“It took some getting used to (and many hours on Google Translate), but we thankfully managed to pull it off, and now we better understand the business policies in Thailand as well as the customs and social norms which are distinct in every country,” he said.
Staying relevant
While competition in Koh Phi Phi might not be stiff, KL’s nightlife is much more saturated. Standing out in the long run isn’t always easy.
To that, Predeep believes that every bar has its uniqueness and quirks. And at the end of the day, people just want to have a good time.
“There are some really amazing places that opened up, and to us it’s mainly about not compromising on our standards,” he added. “We need to do everything we can to make the experience of our customers the best possible.”
For one, safety, which goes hand in hand with comfort, is crucial. As such, the group trains their members of security to be approachable should any of their patrons voice out any issues.
“We also have an entire team led by our Head of Security, Collin to ensure that everyone is having a good and safe time and feels comfortable in all our outlets,” he assured.
As a way to stay relevant, the team strives to constantly improve by tuning into feedback and addressing them during a weekly operations meeting.
Predeep mused, “We need to understand that everyone might have different preferences, and we do our best to cater to the majority of our customers.”
Penning the future
To Predeep, business is all about perseverance. If you truly believe in an idea or concept, go for it and don’t stop until it’s finished.
The founder also believes that involvement is key. “In any business, it’s vital to be involved with the operations from day one. Focus not only on the revenue but on cost as well.”
For entrepreneurs who intend to enter the industry, Predeep shared, “I’d recommend to either work in the industry first for a couple of years, or to shadow or partner with an existing bar to truly understand the operations in its entirety.”
At the end of the day, the nightlife industry can be extremely challenging, but to Predeep, it’s also incredibly rewarding.
That’s why he intends to continue the story of The Chapter Group.
Beyond Koh Phi Phi, the team has ambitions to continue opening up new bars both locally and internationally. They also revealed to Vulcan Post that they’re starting something new in F&B.
Predeep shared, “I can’t say much yet as I don’t want to spoil the surprise, but stay tuned for something very soon.”
- Learn more about The First Chapter here.
- Read other articles we’ve written about F&B businesses here.
Also Read: Not just a fad: How this entrepreneur plans to seriously grow Malaysia’s pickleball scene
Featured Image Credit: The Chapter Group
After 11 years, popular Melakan cafe The Daily Fix continues to grow with its 7th brand
Good things take time. After all, timing is just about everything.
We’ve seen many entrepreneurs who credit the pandemic for either their brand’s success or failure. Some were able to see it as an opportune time to start new businesses, while other existing companies struggled to stay afloat.
The Daily Fix, a popular cafe in Melaka, was one of those businesses that had to fight to maintain their footing. They even had to put expansion plans on the backburner.
One such expansion plan was Kopi Harian, a new brand they cooked up in 2020. The Malay name refers to daily coffee, which is of course a reference to The Daily Fix.
Originally, the brand would help the team keep afloat by selling bottled local coffee. Sadly, the plan was not fruitful at the end.
Yet, the team had always wanted to explore their roots and pay homage to Malaysian food. So, years after Kopi Harian’s first run, it got its second attempt in 2024.
Seven brands in
Some 11 years in, The Daily Fix has grown from one outlet to a whopping count of seven brands.
This includes The Daily Fix itself, Sin See Tai (which was just recognised as one of the world’s top 100 cafes), Sharing Plates, Kin by The Daily Fix, The Curious Bakers, The Daily Fix Coffee Roaster, and Kopi Harian.
With The Daily Fix being such a popular brand, I’ve always wondered why the team decided to add to their ecosystem, rather than expand each brand.
The reason for this, though, comes down to the team’s desire to provide different experiences.
“They are all in different locations, with different menus, different vibe, so we are able to provide our customers with options,” said Julian, the founder of the business along with his wife Soo Teng.
Although each brand has its own vibe and branding, there are some common themes between them. For one, their social media presence relies on each other. Moreover, these outlets tend to have a historical ambience to them, thanks to the locations they’re set in.
The Daily Fix and Kopi Harian’s buildings belong to Julian’s aunt, while the rest are rented from various landlords.
Do it real, do it well
From the outside looking in, it seems like Julian and Soo Teng have been able to master the secret recipe to starting and sustaining F&B brands.
In reality, they’re still learning the ropes 11 years in, especially with consistency and management.
Launching a new brand doesn’t necessarily become easier with experience, either. In fact, when asked about how long it took to start Kopi Harian, Julian said, “A little too long.”
He explained, “The thing is we are really difficult to please. It’s a good and bad thing. We have never been able to follow a targeted launch date we set for ourselves unfortunately. But the good thing is the results are often much more rewarding despite the delay.”
Even though they’re constantly growing their own capabilities, they’ve learnt a lot of things along the way. Ultimately, it comes down to having heart.
“As a whole, we don’t do things half-heartedly, and whatever the case, we adapt to change if the initial idea just doesn’t work,” Julian explained. “Do it real and good. We don’t compromise on quality, and we curate food with tastes that we ourselves like.”
In an effort to offer top-notch quality, the brands prepare most ingredients from scratch. For example, all the broths are made from scratch for Kopi Harian’s dishes. The toast spreads are also made inhouse.
On top of that, the espresso and filter coffee are made with only specialty-grade coffee beans. At The Curious Bakers, the team only uses premium butter and ingredients for the baked goods.
Going with the flow
After a decade in the F&B business, it seems like The Daily Fix group is still not settling down, constantly coming up with new concepts for Melakans to enjoy.
However, Julian shared that their expansions typically happen organically. If there are any opportunities, they simply adjust to it.
“For now we are taking one step at a time,” he said. “First things first we are looking to improve our existing outlets. If there will be any expansion, it will probably complement the ecosystem of the company.”
Going ahead, Julian intends to take a step back more and look at the bigger picture. This is so that he can focus on general improvements and expansion and concepts.
“I’m now a father of two. So I do, too, wonder how people with family handle this much better than me,” Julian admitted.
He continued, “It’s a challenge being a good husband, father, and good boss, and at the same time, performing well to nurture and improve the business. It’s easy to get sunk into a business you enjoy and are passionate about. Because of that, having a balanced lifestyle is indeed tough.”
But in the same way he’s been able to balance seven brands, he endeavours to continue his balancing act, learning as he goes.
Maintaining the vision
Over the years, Melaka’s F&B scene has definitely grown and changed rapidly. As a Melakan myself, I often credit The Daily Fix as one major player that has popularised the modern third wave coffee culture.
This might be a good thing as a foodie, but it’s also a headache as a business owner, as the landscape is more competitive than ever.
To stay relevant, The Daily Fix and Julian’s other brands must continue improving, offering new dishes and better customer experiences
“It’s a never ending process,” Julian mused. “Problems will always arise and you will learn how to solve them as you go. Technology will keep progressing. Taste is subjective. International food choices are much more accessible now, which has altered people’s taste buds and expectations.”
With this mindset, The Daily Fix has managed to sustain itself as a go-to cafe in Melaka, and so far, it seems like the strategy will work out for Kopi Harian too.
Also Read: At 23, he coded a startup in his bedroom. Now, his M’sian HR firm serves 450+ global clients.
Featured Image Credit: Kopi Harian
