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This Sabahan serial entrepreneur built 6 brands, here’s his business playbook

[This article was written in collaboration with Successive JK Ventures (SJKV.org).]

Growing up, Chong Eng Khin always dreamt of starting his own business. He wasn’t just interested in running one, he was captivated by the art and science of entrepreneurship itself. 

He loved dissecting what made businesses tick, how they succeeded, and how they failed. 

Today, that passion has translated into six thriving brands under his belt (and under the SJKV group), each with its own story and purpose.

One of Khin’s flagship ventures is THE BEAN, a brand he revitalised in 2016 and expanded into a household name in Sabah’s coffee scene. 

This was followed by the launch of THE BEAN EXPRESS in 2017, one of Kota Kinabalu’s first takeaway concept cafes, now with seven outlets. 

In 2023, he added a roastery, THE BEAN ACADEMY AND COFFEE ROASTERS, to support the business’s growth and nurture talent. Taking things international, THE BEAN is now gearing up to open its first outlet in Tokyo.

But coffee isn’t Khin’s only forte. He’s also behind KK BAKERY, Papel Studio, KIN LODGES, and Attribute Design.

This got us wondering how he did it, and he was more than happy to share the lessons that paved his journey.

There’s no “perfect” time to start

For Khin, the entrepreneurial spark can come from many places—a sudden inspiration, spotting a gap in the market, or discovering an unmissable opportunity. But one thing’s for sure: Waiting for the “right” time to start isn’t part of the equation.

“Starting a business is a dynamic process that requires both a solid strategy and adequate financial resources. There’s no perfect time. What matters is having the right mindset and being prepared to face setbacks along the way,” Khin explained.

This isn’t to say that you should dismiss factors like competitors and market trends. However, Khin found that it’s more important to be mentally prepared for the hardships and uncertainty that comes with entrepreneurship.

One instance that reminded him of the importance of evolving was during the COVID-19 pandemic. Khin had to make a tough call between closing some of THE BEAN’s outlets to maintain cash flow, or continue running them and hope for market recovery.

In the end, he chose the former for the sake of the business’s long-term sustainability, and this decision later paid off.

Diversify your portfolio whenever possible

Every one of Khin’s ventures serves a specific purpose within his ecosystem of brands. Branching out into new industries is his strategic move to diversify and create a well-rounded portfolio. 

“Each brand under our portfolio shares a common purpose: to guide passionate individuals to grow, create meaningful impacts, and inspire future generations,” he explained. 

“Our vision is to inspire youth, encouraging them to believe in themselves.” And this purpose isn’t restricted to just those within his team.

For example, Papel Studio taps into the handcrafted paperwork and design market while nurturing creative expression. Similarly, KK Bakery and THE BEAN are spaces for youths to build entrepreneurial skills through hands-on F&B experience.

Empower your teams to have a sense of ownership

Khin’s entrepreneurial philosophy revolves around people. “The joy of entrepreneurship comes from leadership and helping my team members grow and succeed,” he shared.

Seeing his staff members transition from being an employee to a business owner motivates him to keep going. A few of them got THE BEAN’s cafe licence and opened their own outlets, while another climbed the ranks and now runs THE BEAN ACADEMY AND COFFEE ROASTERS.

Others developed their leadership skills and later went on to help grow their own family businesses.

In the same vein, another lesson he picked up on is that company culture is a symbiotic relationship. “The company sets the foundation, but it’s the employees who bring it to life through their actions, mindset, and interactions,” he emphasised.

In his experience of building teams, he quickly learnt that what matters more than a set list of company values is whether the team can embody them. If they don’t, then something isn’t aligned.

This became obvious during THE BEAN’s expansion period when some of his employees didn’t resonate with the values, leading to challenges in teamwork.

So instead of trying to enforce a strict set of company values, he focused on creating an environment where his team could take ownership of them. “When this happens, the company culture becomes organic and growth follows naturally.”

Hiring the right people REALLY matters

No entrepreneurial journey is without its share of challenges. For Khin, one of the most expensive lessons was the importance of effective cash flow management.

“In the early stages of one of my ventures, I underestimated the capital needed to sustain the business through its growth phase,” he recalled. This led to a cash flow crisis that required taking out his own personal savings to resolve.

But it also taught him the difference that a supportive and loyal team can make.

When some of THE BEAN’s outlets had to be temporarily closed, his team adapted to new roles instead of backing down. Some also volunteered to reduce working hours to ease the business’s financial strain.

This proved to Khin that a strong and loyal team isn’t merely an asset, but the backbone of any business, especially in difficult times.

Finding your own meaning to success

With these lessons making up Khin’s business playbook, what does success really mean to him?

“For me, success is measured by the lives I’ve positively influenced, whether it’s helping my team grow, providing opportunities for untapped talent, or inspiring others to take their own entrepreneurial leap,” he confided.

“As long as I keep learning and making a difference, I believe I am on the right path.”

He added that finding your inner goal as an entrepreneur is essential to sustain yourself. It’s not always about aligning perfectly with your passions, rather, it’s about having a deeper purpose to drive you forward.

• You can learn more about SJKV here.
• Read other articles we’ve written about Malaysian startups here.

Also Read: At 23, he coded a startup in his bedroom. Now, his M’sian HR firm serves 450+ global clients.

Featured Image Credit: SJKV.org

He started a cafe in KL to make his Japanese mum’s F&B dreams come true

For many of us, starting a business with our parents might seem messy, unrealistic or even downright nightmarish.

But for one Yukan Sawaki, getting people to know of his mother’s choux cream puffs (or Shu Cream, as they call it) was a long-lasting dream that was worth whatever struggle.

It has been about 43 years since Kiyomi Sawaki left her hometown, Toyama, for Malaysia, where she married her husband and raised three children. 

Affectionately called Aunty Kiyomi, the 67-year-old is now obachan to five grandchildren, and is one of the forces behind Yorimichi Cafe.

Aunty Kiyomi’s son, Yukan a.k.a. Mark is the other. With a background in metallurgical engineering, Mark has indeed come a long way. 

From working for his father’s submarine cable installation company and laying underwater power cables in Labuan, he now runs an aquaponics farm in Rawang, and of course, Yorimichi Cafe, where he brings a taste of his mother’s home to a small hidden corner in KL.

Born of a mother’s childhood memories and forged by her son’s hands, Yorimichi Cafe is powered by an honest dream to share Japanese culture and cuisine with locals.

Childhood cravings

“When she first came to Malaysia, there were only sweet buttercream cakes, unlike now where you can easily get fancy nice cakes, and she never saw any Shu Cream. Back in Japan, Shu Cream was something she liked as a child and it always made her happy when she eats them,” said Mark of his mother to Vulcan Post.

For 35 years now, the housewife has been making Shu Cream to the taste she remembers from her childhood. From birthday parties to annual festivities, whenever her Shu Cream gets brought out, they are always quick to go.

As such, when an opportunity came knocking in the form of an available space in the UR-MU building in KL, it was an obvious decision for Mark to get his mother’s Shu Creams on the public stage.

“My wife on the other hand was cautious and not keen because it is going into uncharted territory. We do not know how to do F&B business,” said Mark.

Along with Mark’s mother, his wife, Xin Ying, is also heavily involved in the business. With a decade-long corporate background as a business development manager, it was clearly important for Mark to seek her recommendation and approval.

“After a great deal of convincing, my wife finally agreed for us to take this opportunity.”

And so, Mark said that with nearly RM140,000 of personal savings invested into transforming the 600 sq ft space and starting the business, Yorimichi Cafe was established, targeted at Petaling Street visitors looking for Japanese cuisine and a matching atmosphere.

“The cafe name Yorimichi means ‘detour and drop by’ and the logo has a music note which is the rest note—in summary, come and rest, while enjoying some Japanese flavours,” said the founder.

Indeed, the interior of the cafe is heavily inspired by the mother-and-son duo’s hometown, Toyama, and its overlooking snowy mountains.

Paired with wooden furnishings and a minimalist design, Yorimichi Cafe is vividly Japanese, alluding to the homely meals and traditional Japanese desserts on the menu.

Every day, Aunty Kiyomi prepares her signature Shu Creams, along with the classics, the Very Matcha Cake and the Choco-nut cake. She also prepares Kirimochi, a shelf-stable form of mochi, for serving.

When she’s not hustling in the kitchen, however, Aunty Kiyomi goes around the cafe, chatting with customers new and regular alike, bringing not just her desserts, but also a certain warmth to the cafe’s daily operations.

Alongside the desserts, the menu also features meals such as bestsellers Mentaiko Pasta and Karaage Don, both priced at RM18.

Mark believes that Japanese food tends to be on the pricier side, and so in curating the menu, they made sure that they could serve homey Japanese meals at more affordable price points.

Bringing people together

“It is funny how since we started the business, my mum and I have been seeing family and friends that we have not seen for ages.”

“Rightfully, we are busier, hence we [thought we would not] meet family and friends [as much], but this business opportunity has allowed us to connect with others and meet old and new friends,” Mark stated, adding that the cafe once brought together his mother and a years-old friend.

In fact, friends and family had an important part in Yorimichi Cafe since the beginning, with many offering feedback in exchange for free food during the R&D phase of the business.

“This is our first cafe, so we are unsure about almost everything. From which Point Of Sale system to use, to which coffee machine to buy, the biggest challenge was the uncertainty that lay ahead,” said Mark.

“We are truly thankful for the many supportive people we’ve met along the way who gave us good tips and guidance on how to run an F&B business,” said Mark. 

One tip he learnt was that if credit terms cannot be obtained from suppliers, paying with a credit card could ensure better cashflow. 

“Another good one is, do not start with an overly extensive menu. Start lean and slowly expand, as an extensive menu means an extensive list of raw ingredients, which could cause unmanageable wastage, and inventory management can be a disaster,” Mark mentioned.

Looking ahead

“Average revenue per month in absolute numbers isn’t impressive at the time being as we’ve just started operating on December 7, 2024. However, we’ve grown about 68% in gross sales, about three months into the business,” said Mark.

As such, expansion plans are already underway, with an outdoor seating area being accommodated to address the limited seating capacity.

“The long-term plan is to start franchising Yorimichi Cafe, and serve affordable Japanese homey meals to as many as possible.”

“One way to do this is to work with a central kitchen to distribute the sauces. Malaysia has 14 states, maybe having two to three branches in each state would be a good target to start with,” said the founder.

As the business grows, Mark states that Yorimichi will continue to serve as a space where customers can rest and enjoy Japanese flavors, and evidently, with his family and culture at the forefront.

• Learn more about Yorimichi Cafe here.
• Read our startup stories here.

Also Read: At 23, he coded a startup in his bedroom. Now, his M’sian HR firm serves 450+ global clients.

Featured image credit: Yorimichi Cafe

This HP smart printer proves that M’sian SMEs don’t have to break the bank for reliability

[This is a sponsored article with HP.]

Tuition centres, law firms, manufacturing companies, and insurance and real estate agencies. What do these industries all have in common? 

They’re all still paperwork-heavy due to the nature of their specific business needs. Some of them require paperwork for legal proceedings, while others simply prefer hard copies of official documents for security reasons.

But as small and medium enterprises (SMEs), it wouldn’t make sense to get those large, bulky printers for the office. Yet, smaller printers might not be as reliable because of the high-volume printing required.

This is where home office printers like the HP Smart Tank 750 can come in handy. Designed for a seamless printing experience from start to finish, HP describes it as a shortcut for maximum productivity.

Here are four scenarios where you’ll appreciate having this smart printer for your SME.

1. Your business relies on consistent, fast printing, but connectivity issues are slowing you down

Most of us have been there. You’re rushing to get some key documents printed for either a client or presentation, and your printer is just too slow because of poor connectivity.

Not only does it cost you time, it can also be annoying.

The HP Smart Tank 750 overcomes this issue with its dual-band Wi-Fi with self-healing technology. The smart printer automatically detects and resolves any connectivity issues related to bad internet and ensures uninterrupted printing.

2. You’re working on a big print job, but you can’t afford to constantly be monitoring the printer

It could be an annual report, mock exam papers, or even property agreements. Regardless of which of these you need, one thing’s for certain—you’ll be printing dozens upon dozens of documents.

Standing by the printer to ensure the job is done, though, isn’t the most efficient use of your time. 

Understanding this, the HP Smart Tank 750 is equipped with a 35-page automatic paper feeder. This allows for printing large batches without the need for constantly refilling. It also features automatic two-sided printing to reduce paper waste and print more efficiently.

At the same time, its automatic low-ink and paper sensors help to keep track of your supplies. The smart printer will alert ahead of time, so you won’t be caught off guard and can multitask in peace.

3. You need to print important documents while on the go or away from the office

If you’re someone who works on the go, chances are you’ve probably experienced this scenario at least once. 

Instead of waiting until you’re back in the office, the HP Smart Tank 750 helps you save time by printing from your phone. The printer is able to connect with the HP Smart App which offers a seamless way to manage your tasks. 

Whether that be printing, scanning, or sharing documents, SMEs can do so with just a tap in the app. There’s also a Shortcuts feature that allows you to programme one-touch actions and simplify routine operations, such as printing and storing scans.

4. You need sharp, high-quality prints for client-facing documents, and reliable results every time

Don’t you just hate it when there’s inconsistency in printing quality, especially when you’re doing it in bulk? Not only do you waste resources re-printing, bad quality documents that go unnoticed could affect your business’s reputation.

Fortunately, the HP Smart Tank 750 produces dark, crisp text and vibrant colour graphics. You can rest assured knowing that every print will come out looking sharp.

Its high-capacity ink tank system means you’re able to maximise on savings by delivering high-quality business documents at a low cost per page. With each mess-free ink refill, the smart printer can churn out up to 8,000 colour pages or 6,000 black pages thanks to the Original HP Ink included.

-//-

Designed to be eco-conscious, the HP Smart Tank 750 is made from over 25% recycled plastic and serves as a well-rounded printer for SME needs. 

Another plus point is its user friendliness. From setting it up to operating it, the printer’s user interface is intuitive and easy to use even for first-timers.

Now priced at RM999 (RM559 discount from the original ​​RM1,558), the mid-range smart printer can be purchased from HP’s official website. 

• Get the HP Smart Tank 750 here.
• Read other tech-related articles we’ve written here.

Also Read: Not just a fad: How this entrepreneur plans to seriously grow Malaysia’s pickleball scene

Featured Image Credit: HP

Colour analysis studios are everywhere, but this S’porean biz has a plan to stand out

Does the perfect makeover exist? According to several stylists and image consultants, the answer is yes—as long as you understand your colour palette and season.

One way you can do this is by seeking colour analysis services, which help determine the colours that best complement your natural features, such as your skin tone, eye colour, and hair colour.

While it has always existed since the 1980s, it wasn’t until 2022 that colour analysis became trendy once more, thanks to a TikTok filter going viral, which has been used in over 732,500 posts at the time of reporting.

This “renaissance” has led to a surge in new studios offering colour analysis services worldwide, including Style Forth in Singapore. But with so many studios emerging with seemingly similar services, how does it plan to stand out?

Here’s Style Forth’s story.

She was her client, now they are friends & business partners

Style Forth was first founded by Gwendolyn “Gwen” Janelle Tan, who previously worked in Shanghai, China, as a fashion photographer and a stylist for a multi-label luxury company.

She shared that the inspiration for the business spawned from her two-year tenure working in the city, which led her to return to Singapore in 2016 and become a certified image consultant.

“There was a defining moment when I was presenting and styling for our VIP clients—I witnessed firsthand how understanding what truly suits them could transform their confidence,” explained Gwen.

In fashion and beauty, having an eye for aesthetics is a necessity. Given Gwen’s photography background, transitioning into an image consultant was “natural,” yet also “challenging” for her.

The “natural” part was when her photography expertise proved to be invaluable, as her understanding of how lighting, angles, and different elements work together visually was a trump card that helped her better assist clients.

But here’s the “challenge”: Gwen had to get certified, and on top of that, she also needed to know how to effectively communicate her knowledge to her clients.

You’re not just telling people what to wear—you’re helping them discover their confidence and authentic style. Every client is unique, so you need to be adaptable and able to customise your approach for each person.

The fashion and style industry is always evolving, so ongoing learning is essential.

Gwen Janelle Tan, founder and managing director of Style Forth

Despite the ups and downs, Gwen successfully got her advanced diploma in style coaching in 2018 and established Style Forth in 2020. She went on to help many individuals in their style needs, including the founder of LOOP Marketing Group, Christine Lim.

“I was looking to revamp my wardrobe in 2021 and was introduced [to Gwen] by a mutual friend,” explained Christine, who worked as a financial consultant for 20 years before starting her own marketing agency.

Both ladies eventually became friends, and Christine got “roped in” to assist Gwen. As more gigs came their way, Christine decided to train as a colour and style consultant.

She officially joined Style Forth as a business partner in 2024 and currently oversees the company’s business development and operations.

Many studios offer similar services; how different could it be?

However, there are some who say that Singaporean stylists are not as credible compared to consultants from East Asia, given that many tourists specifically make the trip there despite similar services being offered in their home countries.

Gwen believes the perception stemmed from the strong influence of Korean and Japanese beauty standards in Asia, and comparing consultants based on nationality “oversimplifies” their expertise.

In Singapore, we have a unique advantage of working with a multicultural clientele, which has helped us develop versatile skills in adapting style approaches for different ethnicities, skin tones, and body types.

While Korean and Japanese consultants excel in their specific beauty aesthetics, Singaporean consultants are trained to work with a broader range of styles and cultural preferences.

Gwen Janelle Tan, founder and managing director of Style Forth

But is that truly the case? I decided to put Gwen’s claims to the test when I visited Style Forth with the Vulcan Post team.

Unlike both of my colleagues, this isn’t my first rodeo. I got my first colour analysis in Japan two years ago, where I found out that I had a cool undertone, with winter being my best colour season.

While the consultation was interesting and eye-opening, something that didn’t sit well with me was when the image consultant recommended colours that made me look paler.

Given that paler skin tones were considered the beauty standard in Japan, it was understandable. However, as someone who’s slightly tan, I left the consultation feeling a little more self-conscious than I had expected.

Hence, I made it my mission to find out if my undertone and seasonal colour would remain the same and if I would be given the same advice.

During my colour analysis session with Gwen, we ascertained that I have a neutral-cool undertone. We also found out that I’m low contrast, and my softer features implied that I would suit lighter colours.

Gwen also shared that with my palette, I could also incorporate some warm-tone colours into my wardrobe, as long as the overall undertone is consistent to keep it balanced—a stark change to the “one-dimensional” recommendations I received in Japan.

“Sometimes, you must know the rules to break the rules,” she said with a laugh. Needless to say, my colleagues and I enjoyed my time at Style Forth, and I felt a little boost in confidence when I left.

Creating the “building blocks” for growth

Style Forth’s services start at S$180 for their basic colour analysis, yet I also wondered: How does the company sustain itself financially, given that many tend to view colour analysis as a one-time investment?

According to Christine, Style Forth offers their customers the flexibility to return for additional services, which consist of style analysis, body shape assessments and personal shopping sessions following their colour analysis.

The majority of Style Forth’s clientele hold C-suite positions or have front-facing roles, but they also cater to people from all walks of life.

In her interview with Singaporean Radio DJ duo The Muttons, Gwen shared that her most interesting clients ranged from girls aged as young as 11 years old to even a government personnel who was from Orange County in the United States.

When asked what strategy they took in establishing themselves among new entrants and expanding their client base, Christine shared that it “took time,” as many were initially hesitant despite growing interest in the mainstream level.

To overcome this challenge, the studio has collaborated with content creators to increase their reach and continued to stick to their niche despite the emergence of new entrants who offer services at lower rates.

“We remain focused on what sets us apart—our dedication to knowledge transfer, exceptional service, and a personalised experience for every client. This naturally led to referrals and positive word-of-mouth. Over time, these efforts helped us establish trust and grow our reputation in the market,” explained Christine.

Their hard work has since paid off as Style Forth has gone on to collaborate with some heavy-hitter brands, including Uniqlo, Porsche and LinkedIn.

Looking forward, the company is looking to create educational content and workshops, as well as develop “innovative styling programs” that combine face-to-face consultations and digital tools, with the aim to make professional styling guidance more accessible to a wider audience.

Both Gwen and Christine have also expressed their ambition to expand their presence regionally and that they are “creating the building blocks now.”

In image consultancy and fashion, it’s not aways straightforward why things become popular or trending. We want to see ourselves in a position of authority when it comes to this space, and we’ll know when we get there—when we create the trends that people love.

Christine Lim, Director at Style Forth

• Learn more about Style Forth here.
• Read more stories we have written on Singaporean businesses here.

Also Read: Once a school project, this S’porean’s biz upcycles textile waste for brands like Decathlon

Featured Image Credit: Vulcan Post

A third of all seats for the opposition? No longer a pipe dream

The response to the Electoral Boundaries Review Committee’s report on new constituencies for GE2025 has been unsurprising, with opposition parties raising concerns about how the changes could affect their performance.

Regardless of the outcome, their approval was unlikely.

The adjustments were necessary due to population shifts—both in overall growth and the changing composition of different areas—as new neighborhoods expand, adding more than 100,000 voters since 2020.

However, the changes are a mixed bag for everybody, including the ruling party.

We’ve already heard disappointment from the SDP, as Chee Soon Juan’s Bukit Batok SMC was absorbed into the new Jurong East-Bukit Batok GRC. The Workers’ Party hasn’t specified its concerns, but it’s likely focused on the East Coast areas, stretching from Marine Parade to Changi.

Now, let’s look at where the PAP might face greater challenges this year.

West Coast GRC vulnerable with Iswaran’s exit and Tharman’s absence

West Coast GRC was already one of the ruling party’s most vulnerable constituencies, delivering its narrowest win in 2020 with just 51.6% of the vote against Progress Singapore Party’s 48.3%. This would have been the case even without S. Iswaran’s corruption conviction and jail sentence.

It’s also where 84-year-old former PAP MP Tan Cheng Bock is expected to return to lead the PSP team. The boundary changes don’t seem to pose a threat to PSP’s ambitions—if anything, they might work in its favour.

For this year’s elections, Sentosa and the wealthier Harbourfront neighborhoods have been shifted to Radin Mas SMC, while West Coast GRC has absorbed parts of the former Jurong GRC.

Given PSP’s focus on appealing to everyday Singaporeans, this trade-off—exchanging affluent districts for more HDB-heavy areas—doesn’t seem to hurt them.

While Jurong was a PAP stronghold under Tharman Shanmugaratnam, his move to the presidency leaves the ruling party with two challenges in the West: filling the void left by Tharman, and managing the fallout from the Iswaran scandal.

All of this could open the door for a stronger opposition challenge in more than one constituency.

East Coast GRC: A renewed battleground for WP and PAP

Meanwhile, The Workers’ Party’s concerns seem to center on the eastern constituencies where it has been most active over the past two years.

However, the recent boundary shifts are unlikely to disrupt its plans, as the affected areas remain within constituencies that WP already intends to contest.

Marine Parade has moved slightly westward, becoming Marine Parade-Braddell Heights GRC, while its former districts have been absorbed into the newly redrawn East Coast GRC.

Since WP has been engaging voters in both areas, these changes shouldn’t significantly impact its strategy—especially given the challenges facing the ruling party.

Like in the West, the PAP is struggling with key departures. In Marine Parade, it must find a replacement for former Speaker Tan Chuan-Jin, who stepped down following an extramarital affair. Meanwhile, East Coast GRC narrowly avoided a WP victory in 2020, even with Heng Swee Keat leading the PAP team.

Though Nicole Seah, who led WP’s challenge there last time, has also left the party over personal matters, WP has been strengthening its lineup with new figures like senior counsel Harpreet Singh.

Additionally, with Joo Chiat now part of East Coast GRC, about a quarter of voters will come from this more affluent area—one where WP nearly won in 2011.

Researchers from the Institute of Policy Studies (IPS) suggest that upper-middle-class and well-educated voters here are more inclined toward political pluralism and checks on the PAP-led government.

As IPS senior research fellow Gillian Koh told The Straits Times:

“Those broader political and governance principles will matter far more (in East Coast GRC) than anywhere else, where the day-to-day pocketbook and economic issues will weigh more heavily.“

An SMU professor, Eugene Tan, even suggested that perhaps Pritam Singh himself could venture out of Aljunied to challenge the PAP in one of these constituencies, helping the Workers’ Party to flip them, under the assumption that Aljunied is a safe bet for WP, even without its biggest names.

Northeast Punggol: A new battleground for WP?

In the northern constituencies, we see some notable changes. While Sengkang GRC remains unchanged, it now has a closely aligned neighbor in the newly created Punggol GRC. Given their similar borders, size, and demographics, Punggol could be an attractive target for the Workers’ Party.

Both areas are relatively young residential estates, and if WP has successfully built strong support in Sengkang, it wouldn’t be surprising if nearby Punggol follows suit.

The PAP, likely led by SM Teo Chee Hean—who currently represents the broader Pasir Ris-Punggol GRC—still has a strong team in place. However, Punggol has never faced a serious challenge from a major opposition party.

If WP can expand its reach—potentially by deploying its senior members from Aljunied to other key battlegrounds—it might just turn Punggol into another Sengkang.

New boundaries, new opportunities for the opposition

In these three key areas alone, at least 18 seats could see serious opposition challenges. Adding that to the 10 seats the Workers’ Party won in 2020 brings the total to 28—or possibly more.

This puts the opposition within striking distance of the goal Pritam Singh has emphasised in recent years: securing at least a third of all parliamentary seats to be able to block constitutional changes by the PAP.

With Parliament expanding to 97 MPs, the magic number is 33—just five more than the seats where the opposition is already in a strong position to compete on equal footing.

While this shift may not happen immediately, the new electoral boundaries don’t weaken the opposition’s chances. In fact, in these areas, they might even help.

Check out our GE2025 microsite for the latest election-related news, find out which constituency you belong to, and more here.

Also Read: “That’s how PAP plays its game”: Opposition parties speak out on GE2025’s boundary changes

Featured Image Credit: The Workers’ Party via Facebook, edited by Vulcan Post

How this Sabahan built a croffle and bingsu dessert brand that expanded to 3 stores in 9 mths

Adam Shamil is no stranger to virality. He’s made a career based on it as a content creator, and now, he’s leveraging it as an entrepreneur, too. 

Although Adam pursued International Communication Studies with Film and Television at the University of Nottingham, he decided to jump into F&B in 2017 when he started his first cafe with a good friend.

However, creating his own brand has always been a lifelong dream of his. To realise this dream, he founded Chunk & Dunk, a croffle and shaved ice business, some 10 months ago. 

Just nine months in, the Sabahan was able to sell 100,000 croffles, raking in RM1.1 million in revenue, he claimed.

Moreover, Adam had launched the third Chunk & Dunk outlet in Imago Shopping Mall, which is a big deal as Imago is considered the “Pavilion” of Sabah. 

“The mall is very selective in choosing its tenants, so securing a spot in such a strategic location is a significant achievement for us,” he gushed. “Being in Imago also elevates the status of our brand, giving it more visibility and credibility.” 

Additionally, Imago is frequented by tourists from Brunei, Korea, China, and many other places, making it a key tourist attraction in KK. 

“We’re proud to be the only Sabah-based F&B brand, just 10 months old, to have earned a spot in such a prestigious mall,” he expressed. 

So, how has he gotten Chunk & Dunk to where it is today? 

Following your gut 

The reason for going into croffles and shaved ice was simple—Adam believed there was a huge gap in the market for these offerings in Sabah. 

“Honestly, it was more of a gut instinct and not so much on getting market validation,” he shared with Vulcan Post. “I just had a good feeling that it would take off. True enough, we sold over 100,000 in less than a year.”

Having a dream is one thing, though. Acting upon it is another. You might have a great ambition, but where do you start? 

Adam had those queries, too. To him, the greatest challenge was navigating the technical aspects of starting and running a business. 

“I had no idea how to set up a Sdn Bhd, or that I needed to register my own trademark,” he admitted. “I didn’t even know where to begin when it came to designing and producing packaging.” 

All he had was a crazy idea and a passion to market his product through content creation. He simply had to figure out the rest by asking around, doing online research, and hoping for the best.

Investing in a clear vision 

While Adam’s industry know-how may have been lacking, he could see the bigger picture when it came to what he wanted to achieve. 

He knew he wanted to bring a retro “American experience” vibe to KK, inspired by his travels to the US. 

“With a clear theme for my dining concept in mind, expanding on that vision became much easier,” he added. “It took over a year to establish the first outlet, but it was all worth the effort.”

The first outlet didn’t just take time, it took a lot of money, too. Adam spent RM200,000 out of his own pocket to kickstart the first Chunk & Dunk outlet, he said. 

This capital was accumulated from his social media campaigns and gigs’ earnings, which he had saved over the last couple of years. 

“The next three outlets were 90% funded by the profits we made and bank loans,” he shared. “If we had chosen to grow a little slower, bank loans would not have been necessary.”

Lessons learnt along the way 

Oftentimes, entrepreneurship is all about diving right in, headfirst. This “do first” mentality has worked for Adam, but there were certainly mistakes made and lessons learnt throughout the journey. 

For one, the Sabahan wished he focused more on scalability from the start, allowing him to grow faster. Similarly, he wished he would’ve built a stronger team sooner and planned his financials better. 

Top tip—you might want to get an accounts and taxation team from the start of your business. 

There was also a small mishap when Adam learnt his original brand name had already been taken, an incident that cost a lot as he had to redo all his packaging. 

But, ultimately, he has no regrets. “Honestly, looking back, I don’t feel there’s anything I would drastically change. Every step, whether it was a challenge or a success, has been a valuable learning experience that has shaped Chunk & Dunk into what it is today.”

Working as a team 

Not even a year in, Adam is proud to share that Chunk & Dunk has officially broken even. 

“We’ve reinvested nearly 100% of them into expanding our outlets,” the founder added. 

This has helped the business to expand to three outlets, with a fourth one on the way. 

The growth of Chunk & Dunk wasn’t just one man’s effort, though. Adam expressed gratitude towards his friend, Pg Qayyum, who has taken on the task of being Chunk & Dunk’s Chief of Operations. 

Another friend, Anthea Peter, walked away from her career as a reporter to join him in building and sharing Chunk & Dunk’s story. 

“And, of course, I must thank myself,” he expressed. “For taking that leap of faith and having the courage to make this vision a reality. For years, I doubted whether I could actually do this. Had I not taken the plunge, Chunk & Dunk would have remained just a dream, a fantasy that lived only in my mind.” 

Adam also thanked the whole Chunk & Dunk team for their work. “While I get celebrated for every success, the truth is, none of this would have been possible without them.” 

Staying stable with new offerings

F&B can be a fickle business, though, with fleeting trends. While Adam recognises this, he also believes that the demand for high-quality pastries like croffles will continue to have a place in the market. 

But Chunk & Dunk’s vision isn’t just to be a dessert brand—they want to be a diner offering a full menu with burgers, spaghetti, and fried chicken. 

In fact, the fourth and fifth outlets will be Chunk & Dunk Diners, which will serve new offerings beyond the signature croffles and shaved ice.

“This will allow us to grow the brand while maintaining the essence of what we’re known for,” he said about the diner format. 

From here, Adam’s dream for Chunk & Dunk is simple and clear: “To achieve national and eventual global expansion, but with operational stability.”

To date, the team has received at least 150 enquiries on franchising/licensing the brand. Many individuals have expressed the desire to bring Chunk & Dunk to Singapore, Brunei, Australia, and even Dubai. 

While expansion is definitely in the plans, Adam wants to grow in a steady fashion. But if things keep going how they’ve been going, it looks like a slam-dunk is in the books for the Sabahan brand. 

• Learn more about Chunk & Dunk here.
• Read other articles we’ve written about F&B businesses here.

Also Read: At 23, he coded a startup in his bedroom. Now, his M’sian HR firm serves 450+ global clients.

Featured Image Credit: Chunk & Dunk

Don’t go to business school: ESCAPE theme parks’ founder on being anti-conforming

Dato’ Sim, the founder of Sim Leisure, might just be one of the most controversial entrepreneurs I’ve ever met. And at the same time, he might just be one of the most inspiring. 

And of his various controversial-yet-inspiring insights, the most notable one may be on conformity—and why it goes against the very essence of entrepreneurship. 

They don’t teach you this in school 

“The very nature of entrepreneurs is not to conform. If you can conform, you can never be an entrepreneur. That’s it.”

This is a belief that Dato Sim sincerely believes in, if my hour-long conversation with him is anything to go by. 

One might argue, though, that conformity is ingrained into human nature. As children, we learn how to act by conforming to our parents. Then we go to school, and conform to the rules. 

That’s where Dato Sim dropped one of his wild but honest lines, “The worst thing you can do to a child is sending them to school.”

This elicited a bark of laughter from me—but you could tell that the entrepreneur meant it. School is a conformity, he said. You wear the same uniform, same shoes, even the same haircut sometimes. 

“This,” he pointed to his mop of spiky, gelled hair, “is not conformity.” 

“True entrepreneurs don’t go to business school,” he mused. “They go to business school by accident. They will never rely on what they learnt in business school—the same as any great musician.” 

He later added, “If you go to school to learn, you can only be as good as your teachers. Who are… losers, most of the time.”

Alright, maybe that last bit is a bit incendiary. But for the most part, I can see where the man is coming from. Having had the honour to speak to various entrepreneurs, it’s clear that founders are a unique breed of people. 

Sure, some of them went to school to pick up various skills, but very often, most typically learn by doing. Admittedly, not a single entrepreneur has ever told me that their chops were earned from school. 

Believing that entrepreneurship is “anti-academic,” Dato Sim said that he thinks universities with entrepreneurship degrees or subjects are “bullshit.” 

“Sure, you can study what entrepreneurs do, but you can’t get them to become one,” he said. “You need to get out of the system.”

Of course, there are many entrepreneurs who graduate from school. Some actually go back to school to pursue an MBA or other business-related degrees. But Dato Sim’s argument is that they do not actually rely on their academic achievements. 

Which begs the question, why are many so concerned about academic performance?

Kids need to behave like kids 

Of course, there are reasons why school and academics are important. One might argue that they lay the important groundwork for traits like discipline. And for specific industries and career paths, schools are absolutely required. Doctors, for one, should definitely conform to standard healthcare protocols. 

But it’s also true that a lot of schools tend to squash children’s creativity. Sure, certain schools and courses may encourage students to think outside the box. But, as Dato Sim pointed out, who built the box in the first place? Who put you in the box? 

Dato’ Sim believes institutions such as schools govern and regulate children’s curiosities, which then limits creativity. A lack of inquisitiveness leads to the snuffling of creativity. 

In a way, that’s why his creation, ESCAPE, exists. To help children be like children, allowing their imagination and creativity to run free. 

We need more entrepreneurs

But you might be wondering, what’s so wrong about conforming and not being an entrepreneur? I mean, if no one conformed, we’d probably live in anarchy. 

In that sense, there’s no shame in not being an entrepreneur. But Dato’ Sim argued that Malaysia needs more of them so we can stay on top of the food chain. 

Although the Malaysian government has been bringing in foreign direct investments and creating thousands of jobs, Dato Sim believes that it’s vital for us to go beyond that and create homegrown entrepreneurs and IP. 

“We are at the mercy of the Americans, Europeans, and Japanese who come here and create jobs for us, and we’re always affected by their foreign policy,” he reasoned. “We need new ideas, new brands, new IPs that provide local jobs. We need to be able to invest in other countries, become international champions.”

So, who should be an entrepreneur?

We know that entrepreneurs shouldn’t be the kind to easily conform. There’s also a myriad of other qualities that Dato’ Sim believes makes a “true” entrepreneur, which you can read about here. 

How do you determine whether you have the chops, though? Does it come down to just trying it for yourself? 

Well, Dato’ Sim thinks you have to be honest with yourself. You’ve got to reflect on your own qualities. 

If you have always felt like you’re a non-conformist, or you feel frustrated about the status quo, that might be a good sign. If you’ve always desired to learn things beyond school, that’s another marker, too.  

“If you hate to wear uniforms, that is one sign,” he determined. “If you get into trouble with teachers, that is another sign.” 

(No surprise here, but Dato’ Sim himself was quite the troublemaker in school.)

Ultimately, as controversial as his takes are, it’s clear that Dato’ Sim just wants the best for entrepreneurship—Malaysian entrepreneurship, to be specific. 

“I want people to start noticing their traits, and parents to notice it and encourage them too,” he added. 

So, if you think that you have traits of frustration and anti-conformity, entrepreneurship might just be the right path for you. If you do give it a shot, though, do remember—the best entrepreneurs do not conform. 

• Learn more about Sim Leisure here.
• Read other articles we’ve written about Malaysian startups here.

Also Read: At 23, he coded a startup in his bedroom. Now, his M’sian HR firm serves 450+ global clients.

Featured Image Credit: Sim Leisure

“That’s how PAP plays its game”: Opposition parties speak out on GE2025’s boundary changes

On March 11, the Electoral Boundaries Review Committee (ERBC) announced major changes to Singapore’s electoral divisions ahead of the upcoming General Election.

These revisions will affect 22 out of the current 31 constituencies, leaving only five Group Representation Constituencies (GRCs) and four Single Member Constituencies (SMCs) unchanged from the previous election.

And it looks like the opposition parties have not taken kindly to these adjustments, especially as two key opposition-contested areas, West Coast GRC and Bukit Batok SMC, are expected to be significantly impacted.

While some have voiced their disappointment, others have outright accused the changes of being a form of gerrymandering. Here’s what the opposition parties have said so far:

1. Workers’ Party (WP)

Following the announcement of the new electoral boundaries, WP released a statement acknowledging the release of the ERBC report, adding that it contained “some brief justifications for the redrawing of boundaries, such as the population growth of certain electoral districts.”

However, the party noted that “significant changes” had been made to areas where WP had been “working consistently for the last few years.”

Aljunied GRC Members of Parliament (MPs) Sylvia Lim and Gerald Giam have also voiced disappointment over the transfer of three polling districts from Aljunied GRC to Tampines GRC, The Straits Times reported.

Lim, who also chairs WP, highlighted that Aljunied MPs—especially Giam—have actively engaged with residents in these areas for years. She added that the town council has been “working hard” to tackle issues in the GreenGem estate, including rat infestations and waste management concerns.

Currently, the three districts that are being reassigned belong to the Bedok Reservoir-Punggol division, which falls under Giam’s jurisdiction.

Giam added that residents from the affected areas have also reached out to express their disappointment over being moved to another constituency.

2. Progress Singapore Party (PSP)

PSP has also responded to the ERBC report, with the party’s Secretary-General, Hazel Poa, expressing that PSP is “heartened” by the EBRC’s increased transparency in explaining its decisions—an improvement from its previous report in 2020.

However, she noted that “much” of the committee’s decision-making remains “unexplained.”

“The EBRC could have accounted for the population shifts without making drastic changes to existing major electoral boundaries,” Poa said.

She specifically pointed out the changes to Hong Kah North SMC, which was absorbed into Chua Chu Kang GRC due to the population growth in the new Tengah estate. 

The population changes to Hong Kah North SMC because of the new Tengah estate could have been dealt with by merging it with Yuhua SMC and Bukit Batok SMC to form a new GRC.

Instead, this was used to justify changing the electoral boundaries of Jurong GRC, West Coast GRC, Chua Chu Kang GRC, Tanjong Pagar GRC, and Radin Mas SMC.

Hazel Poa

In the 2020 General Election, PSP narrowly lost West Coast GRC to the People’s Action Party (PAP), securing 48.31% of the votes against PAP’s 51.69%, marking the closest contest of that election.

3. Singapore Democratic Party (SDP)

The new electoral boundaries will result in the dissolution of two constituencies where the SDP was active: Yuhua SMC and Bukit Batok SMC. These areas will be absorbed into the newly created Jurong East-Bukit Batok GRC, which also includes parts of Hong Kah North SMC and Jurong GRC.

SDP Secretary-General Chee Soon Juan made a video in response yesterday (March 13), in which he criticised the changes and accused the PAP of “gerrymandering the boundaries” to maintain power.

That’s how the People’s Action Party (PAP) plays its game. It’s been doing this for decades.

Chee Soon Juan, Secretary-General of the Singapore Democratic Party

Chee had contested Bukit Batok SMC in GE2020, but lost to PAP’s Murali Pillai with 12,787 votes to 15,500.

Reflecting on past elections, he noted that after the SDP lost by just 858 votes in the 1991 Bukit Batok election, the boundaries were redrawn, placing it in the larger Bukit Timah GRC. He also highlighted his progress in 2020, stating that he “made headway” by securing 45% of the vote.

Editor’s Note: Minister-in-charge of the Public Service, Chan Chun Sing, has previously stated in Parliament last year that the process of determining electoral boundaries is “fair and transparent,” and is “meant to serve the interests of Singaporeans and not the interests of political parties.” He also clarified that the EBRC does not consult with any political party when making its decisions.

Chee shared that he had worked hard for the residents of Bukit Batok, pushing for improvements to their walkways, building up the community, and helping out whenever he could. Following the changes to the electoral boundaries, he said that he would be “rethinking” his strategy.

4. People’s Power Party (PPP)

In a Facebook post on March 11, PPP Secretary-General Goh Meng Seng acknowledged that the electoral boundary changes did not significantly impact the constituencies his party planned to contest.

However, he went on to describe the boundary changes as a “massive gerrymandering in plain sight,” accusing the ERBC of manipulating the electoral map to safeguard the PAP’s interests.

Although the constituencies we intended to contest have not undergone major changes, we are disappointed with the EBRC’s report, which appears to be skewed to protect the People’s Action Party’s electoral interests.

Goh Meng Seng

“This is really unhealthy for democratic development, disruptive and wasteful of resources in reorganising Town Councils, and disrespectful to Singaporeans at large,” he added.

5. National Solidarity Party (NSP)

In a press statement issued on March 11, the NSP strongly criticised the ERBC report, calling it an act of “continued gerrymandering” that disadvantages opposition parties.

The party also condemned the GRC system, arguing that it undermines the principles of nation-building.

6. People’s Alliance for Reform (PAR)

The PAR alliance is made up of the People’s Voice (PV), Reform Party (RP), and Democratic Progressive Party (DPP).

On March 11, Lim Tean, the chief of PV and Secretary-General of the PAR, asserted in a Facebook post that “no good reasons were given” for the redrawal of electoral boundaries.

PAR is outraged at the wanton redrawing of the electoral boundaries with no good reasons given.

In particular, we protest that parts of Potong Pasir SMC and Mountbatten SMC, where PV has been active for the last four and seven years, respectively, have now been absorbed into the new Marine Parade-Braddell Heights GRC without any justification.

Lim Tean

7. Red Dot United (RDU)

In a statement on their website, RDU expressed “deep disappointment” with the EBRC report, which it said drastically altered the political landscape in the west of Singapore, particularly Jurong GRC, where the party had built strong relationships with residents over the years.

“For the past two General Elections, Jurong GRC has remained unchanged; and over the years, we have built strong relationships with the people there, earning their trust and support,” said the party.

For the upcoming polls, Jurong GRC will be split into four constituencies.

The party also pointed out that while the ERBC is composed of civil servants, it is chaired by the Secretary to the Prime Minister, which raises “inevitable doubts” about whether political considerations have influenced these changes.

They have called on the PAP government to “explain why so many constituencies in opposition-contested areas in the west have been redrawn, while the ruling party’s strongholds remain largely untouched.”

8. Singapore Democratic Alliance (SDA)

Since the publishing of the EBRC report, the SDA released a statement highlighting its concerns about the division of Pasir Ris-Punggol GRC, which was the only constituency the party contested in the 2020 General Election.

The party is “closely monitoring the developments regarding the EBRC report” and “actively evaluating the situation to understand all potential implications.”

9. Singapore People’s Party (SPP)

In response to the Straits Times’ queries, SPP said that it would require “some time” to review the ERBC report and its recommendations before providing a detailed response.

Check out our GE2025 microsite for the latest election-related news, find out which constituency you belong to, and more here.

Also Read: Major changes to the electoral boundaries for GE2025, we broke it down for you

Featured Image Credit: Workers’ Party/ Progress Singapore Party/ Singapore Democratic Party/ People’s Power Party

This global real estate firm is expanding to KL to help local agents achieve their ambitions

[This is a sponsored article with ERA Realtor.]

Regardless of your industry, I don’t think it’s a stretch to say that everyone could do with a fair bit of support.

Not having the right tools, training, or network is a surefire way to stop your career dead in its tracks, regardless if you’re a veteran or newbie.

That’s exactly why, for the past 54 years, ERA Realtor’s mission has been to empower real estate professionals, helping them thrive amidst the industry’s ever-changing landscape.

And now, with operations in over 33 countries worldwide, the real estate company is opening doors to more opportunities for aspiring agents in Kuala Lumpur.

This will be the company’s second branch in our country, joining its sister location in Johor Bahru.

A golden opportunity

ERA’s story in Asia began a little over a decade after its creation with the establishment of its footprint in Singapore in 1982.

The regional headquarters of the brand holds over 30% of the country’s market share, according to KL branch head Jason Teo.

It is also responsible for the launches of The Orie, Parktown Residence, and Lentor Central Residence, with a “successful 90% sales take-up rate,” he added.

In 2018, the company went public on the Singapore Exchange (SGX) under APAC Realty Ltd.

The move strengthened their financial standing enough to expand into new markets, which was what allowed their KL branch to come into being.

“Being a publicly listed company means transparency, accountability, and long-term growth—qualities that attract quality agents, developers, and clients,” he said.

ERA’s move into Kuala Lumpur, and by extension Klang Valley, was driven by the fact that KL’s real estate market is experiencing a second wind post-pandemic.

Foreign investors are returning in part due to the fact that there are no restrictions on foreign ownership of freehold properties. 

Jason added, “Malaysia remains one of the most affordable real estate markets in Southeast Asia, offering great value to both local and international investors.”

And according to him, these investors have gained a renewed interest in our luxury segment.

The real deal

ERA’s KL branch in particular will focus on the following properties:

• CloutHaus Residences
• SO Sofitel Residences
• Orion Residences
• Lofthill Residence
• Star Residences
• Agile Bukit Bintang

They are also expanding into mid-range market townships with prices ranging from RM400,000 to RM600,000, the target being to market upwards of 30 projects by the end of the year.

“This strategic mix allows ERA agents to maximise sales potential while catering to different buyer profiles, from local homebuyers to high-net-worth foreign investors,” Jason explained.

In order for their agents to sell successfully, ERA is pulling out all the stops to ensure they’re well equipped.

“At ERA, we believe agents are the backbone of our success, so we invest heavily in their growth,” said the KL branch head.

Agents signed with the brand will be able to benefit from the following:

• A structured training programme covering property investment, mortgage advisory, digital marketing, and negotiation strategies
• Access to a state-of-the-art real estate platform and AI-driven marketing tools to help close deals faster
• One-on-one mentorship and coaching where new agents are paired with experienced ones
• Cross-border business opportunities through ERA’s international network, enabling collaborations with ERA agents in Singapore, Indonesia, Thailand, and Vietnam, to name a few

Earnings as an ERA agent can come in one of several ways.

First, of course, is concluding sales between agent and customer. It is the standard process of finding a buyer, making the sale, and receiving your dues.

Team leads will also get an overriding commission for every sale concluded by their teammates, and PICs receive a portion of profits for handling projects.

It is a 100% commission-based career that’s ad-hoc with potential earnings starting from RM30,000 per unit sold up to RM100,000 or higher. 

“It’s a very rewarding career for those with an entrepreneurial spirit,” Jason added.

While the iron is hot

After scheduling an interview, accepted applicants will be put under the company’s mentorship programme from day one to help kickstart their real estate journey.

“Whether you’re a newcomer looking to break into the industry or an experienced agent seeking better commissions and growth, ERA provides an all rounded support system and opportunities in Malaysia,” said Jason.

The vision for ERA KL is to become the go-to agency for both foreign and local investors alike.

To that end, the company is looking to expand their agent force to about 1,000 professionals in three years, partnering with developers to bring promising projects and off-market deals to those under their wing.

“With our extensive experience in cross-border transactions, ERA KL is strategically positioned to facilitate investments from global buyers into Malaysia,” he added.

Considering that the company is past its golden jubilee, it would appear that their words aren’t just for show.

If what ERA KL has to offer sounds appealing to you, you can register your interest through their Google Form or WhatsApp at +60 11-6977 7286.

• Learn more about ERA Realtor here.
• Read other articles we’ve written about property here.

Also Read: Not just a fad: How this entrepreneur plans to seriously grow Malaysia’s pickleball scene

Featured Image Credit: ERA Realtor

Friends since high school, these 8 M’sians created a pickleball hub so they can hang out more

How many co-founders does it take to start a pickleball centre, you ask?

For Pickle Nation, the answer is eight.

But these founders are no mere strangers. Friends since high school, the octet now has over 20 years of friendship between them.

“We’re mostly badminton people, but we hit a snag when one of us got a knee injury.”

“We were looking for a sport we could all enjoy together [when] our tennis-loving co-founder turned pickleball enthusiast was like, ‘You guys HAVE to try pickleball!’ And wow, it has been amazing!”

“It’s super inclusive, the knee injury wasn’t a problem, and honestly, we’re just having so much fun,” said Rae, one of the co-founders, to Vulcan Post.

Filling the demand

As for how the idea for Pickle Nation itself came about?

“We wanted to play, but we couldn’t find courts,” said another co-founder in one of the brand’s social media videos.

“I jokingly told them, you know what, let’s build courts of our own. I was thinking something simple like we’ll go find some car park or rooftop,” he added.

After discussing, however, the founders decided that “if you want to do it right, you do it all out.”

From visiting local courts and talking to active players, to finding the perfect space and partnering with the right contractors, it took the team six months of researching and late nights before Pickle Nation became a reality.

“We didn’t want to compromise on quality, so we focused on the things that really matter to players—great courts, comfortable amenities, and spaces to unwind,” said Rae.

Soon enough, with a RM2 million capital investment pooled together from the eight founders’ personal savings, a spot in Glenmarie, Shah Alam was transformed to accommodate 12 pickleball courts, a new retreat for pickleball lovers in the area.

In a review video by The Pickleball Gang, the page states that the court conditions are great, with courts seemingly built to tournament standards.

“[Court surfaces] are gritty and the nets are of high quality and are set to the right height,” they added.

Despite this, the page mentions that they found problems with spacing at courts near the entrance due to incoming and outgoing customers, which might be a problem for those playing at a higher level.

Currently open from 8AM to 1AM, bookings can be made at RM50 and RM70 per hour at off-peak and peak hours respectively. Paddle rentals are RM5 each per session.

For brief comparison, courts at nearby DINK3 can be booked for as low as RM39.

That said, customers at Pickle Nation are provided well-furbished amenities including a restaurant, lounge, and even… ice baths?

Distributing the weight

“We wanted Pickle Nation to be more than just a place to play; we wanted it to be your ultimate pickleball hub! It’s all about having everything you need in one spot—amazing courts, a place to chill with friends, gear up, grab a bite, and recover in comfort,” said Rae.

To that end, Pickle Nation also collaborated with another local startup, WarriorPlunge, to provide tired customers or even non-pickle ball players with the option of taking an ice bath either post-game or post-workout for RM48 per half-hour session.

“All eight of us are actively running the business. Besides this, all of us also have a full-time job,” said Seng Kiat, another founder who’s responsible for the sales and marketing aspect of the business.

“Our F&B, [Robbo Restaurant], is run by one of our co-founders who brings his passion for good food to the table. It’s a separate business, but they’re definitely part of our extended Pickle Nation family,” Rae chimed in.

Meanwhile, their equipment and merchandise store is run by in-house coaches, Vincent and Sandy. 

“They’re not just selling gears; they’re our partners in growing the community and helping players optimise their performance with the right equipment. So, you’re getting top-notch food and expert advice, all from people who are truly part of the Pickle Nation family.”

For the picklers

All this was done with the goal of introducing more people to the sport. From providing a beginner-friendly introduction to pickleball via certified coaches, to providing a polished and comprehensive feel of the space, Pickle Nation has kept the local community in mind since the start.

“Every new court, every new player, strengthens the sport. We’re building a ‘Pickle Nation’ here, and we truly believe that the community will keep growing. Sure, every business has its ups and downs, but pickleball’s inclusivity and social aspect make it truly special,” Rae added.

In the long term, Pickle Nation aims to be the central hub of pickleball in Malaysia, welcoming players of every level.

Image Credit: Pickle Nation

“Through a range of tournaments, from small to government-sanctioned, combined with top-tier training and development programs, we aim to be the one-stop destination for the entire pickleball community,” said Rae.

“Our focus remains on creating a welcoming, comfortable, inclusive, and top-notch experience, and we’re continuously working to improve.”

• Learn more about Pickle Nation here.
• Read our startup stories here.

Also Read: Not just a fad: How this entrepreneur plans to seriously grow Malaysia’s pickleball scene

Featured Image Credit: Pickle Nation

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.

-//-

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. 

Check out our GE2025 microsite for the latest election-related news, find out which constituency you belong to, and more 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.

• Learn more about Kopi Harian here.
• Read other articles we’ve written about Malaysian startups here.

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

Labubu & ramen cakes? Meet the Singaporean behind viral “weird” cake brand Bob The Baker Boy.

Bob the Baker Boy isn’t your typical cake shop. If you took a quick glance through their catalogue, you’d likely stumble upon some of the most unusual yet undeniably creative cakes.

From bubble tea cakes you can actually drink, to 3D-sculpted instant ramen cakes, and even a severed fish head cake—you name it, they probably would have done it.

They’ve also most recently made headlines for their Labubu cakes, which had blind boxes stored inside of them.

They have plenty of normal-looking cakes as well, but they’re best known for their custom creations, which, admittedly, can be quite pricey, with some costing over S$1,000.

That said, most of their cakes hover around the S$150 to S$300 range, which I personally think is well worth it, especially considering the craftsmanship and intricate designs that go into each creation.

Behind these unique cakes is 31-year-old Mayee Fong, who first began baking as a hobby. Here’s how she managed to turn her passion into a full-fledged business.

Baking wasn’t an obvious career choice

Mayee’s love for baking began at the age of 12—back then, she’d often accompany her mother on supermarket trips and assist her in the kitchen.

“We baked everything, from pizzas to marble cakes and buns, and she had a collection of recipe books that I loved to explore.”

This hands-on experience ignited her passion for baking, but it remained just a hobby at the time.

She never considered turning it into a career—that is, until she realised that a traditional career in accountancy (the degree she was pursuing at the time at NTU) “wasn’t the right path for her.”

Thus, she sought an apprenticeship at a bakery near her home, earning S$1,500 monthly. On her days off, she tried her hand at crafting her own bakes, experimenting with different ratios of butter, flour, eggs, and sugar in each recipe.

“It took three years of home baking and lots of hard knocks to self-learn how to create recipes. There were many failures; I even remember sitting on my balcony in tears at times,” she said.

Over time, she perfected a chocolate cake recipe and began selling it online to her friends through Facebook and Instagram.

As her cakes were “well-received,” she made the decision to leave her bakery job and launch her own cake business—Bob the Baker Boy—in 2016, which she named after her favourite comedian, Bob Lam.

Fresh into entrepreneurship

Mayee’s home-baking days were some of the “most challenging moments” of her entrepreneurial journey.

She worked 16-hour days, handling “every aspect of the business by herself,” from “fulfilling orders and meeting deadlines, to coming up with new products and responding to customer inquiries.”

I was fresh into entrepreneurship and not yet mentally prepared for the stress that comes with running a company.

Mayee Fong, founder of Bob The Baker Boy

Mayee recalled a particularly difficult moment in 2018, when she designed a log cake for Christmas with a custard filling—only to discover that the filling wasn’t stable enough to hold the roll together.

“The cakes ended up melting. I had so many customer complaints to handle, and I ended up re-doing everything myself on Christmas Eve.”

Despite these setbacks, Mayee remained resilient—she refined her baking skills and learned how to customise and decorate cakes. She also chose to specialise in customised bakes after realising that “no one would travel all the way to remote Yishun,” where she lived, for an ordinary cake.

Eventually, Mayee managed to build a “loyal customer base” and steadily grew her orders to around 40 per week.

From home-based to brick-and-mortar

It was at this point that Mayee realised she was ready to take the next step in her business journey.

Using the funds she had accumulated from the past three years of home baking, she moved into a 600 sqft space and expanded her team, hiring two full-time employees and two interns.

“I stayed in that space for about three years—then, COVID-19 hit,” said Mayee. While some of her orders were cancelled, it was during this time that her newest recipe for molten lava cookies became an unexpected hit.

According to Mayee, they went viral, and her team of bakers were on their feet from morning to midnight to meet the demand.

Our bakers came in at 6 a.m. every day, and for many nights, we worked until midnight. As the demand grew, so did our team, and we eventually moved to a space three times larger.

I spent another three years there, leading a team of 30. Eventually, we outgrew that space, and now our central kitchen is in Pandan Loop.

Mayee Fong, founder of Bob The Baker Boy

Today, Mayee claims that the business is now in the “seven-figure revenue range,” with a team of about 45 to 50 people, including delivery drivers. They’ve also seen a spike in corporate orders and have baked for companies like Disney, Nestle, and Coach.

Scaling her business

Looking ahead, Mayee remains keenly aware of several key challenges facing Singapore’s F&B industry, particularly in managing expenses.

“The cost of doing business in Singapore is high, so managing expenses is critical. If you’re not careful, margins can become very tight,” she shared.

Additionally, Singapore’s small market presents its own set of challenges, especially for niche businesses like Mayee’s, which specialises in customised cakes. “There’s [only so much] we can scale before needing to diversify or explore new verticals to keep growing the business.”

This led her to explore alternative ways to expand the company, which led to the inception of Pinch Bakehouse in 2024—a halal sister brand of Bob The Baker Boy.

Throughout the years of operating Bob The Baker Boy, Mayee frequently received requests for halal options to accommodate customer orders.

With Pinch Bakehouse, she is now able to fulfill these requests and has gained significant popularity among companies, hospitals, and schools for their gifting and catering needs.

As for Bob the Baker Boy, Mayee is looking to expand her reach and appeal to a broader audience by offering even more choices for her customers.

“You can expect more product innovation from the business, including new cookie varieties and a diet-friendly range of bakes, including sugarless, dairy-free, gluten-free, and high-protein options, as well as more giftable items.”

• Learn more about Bob The Baker Boy here.
• Read other articles we’ve written about Singaporean startups here.

Also Read: How this S’porean couple went from baking jelly cheesecakes at home to bringing in millions

Featured Image Credit: Bob The Baker Boy

How this M’sian biz is using complementary medicine to tackle stroke prevention & care

[Written in partnership with RENN Asia Wellness, but the editorial team had full control over the content.]

Disclaimer: This article is for educational and informational purposes only. It is not intended to be a substitute for medical advice.

When it comes to causes of stroke, three usual suspects come to mind—high cholesterol, high blood pressure, and high blood sugar. So, manage those, and you’ll be fine, right? 

Of course, managing those symptoms are important, but there are other risk factors that shouldn’t be swept under the rug. 

RENN Asia Wellness, a Malaysian holistic health and wellness centre, shares with Vulcan Post some factors that we might be overlooking. 

Addressing the fears

Many people may unknowingly live with risk factors that can silently increase stroke susceptibility. At least, that’s what Jonathan Chew, the CEO of RENN Asia Wellness, believes.

Jonathan calls these the fear factors—key markers that conventional screenings may overlook.

He shared that one critical but often ignored risk is arterial stiffness.

“When arteries lose their flexibility, the heart has to work harder to pump blood, increasing the likelihood of rupture and stroke,” Jonathan explained.

Elevated ferritin and homocysteine levels are also major concerns.

Ferritin, a protein that stores iron, can be a red flag for oxidative stress, which damages blood vessels and accelerates cardiovascular ageing. 

Meanwhile, homocysteine is an amino acid that has been linked to inflammation and clot formation. Both of these can significantly increase stroke risk.

“The good news is that once we identify these fear factors, we can take precise, science-driven actions to reduce risk through targeted nutrition, supplementation, and lifestyle changes,” Jonathan adds.

That’s why RENN Asia Wellness offers advanced screening to pinpoint these hidden dangers, offering interventions to mitigate them.

Beyond physical risk factors, Jonathan acknowledges that there’s a psychological burden that comes with stroke fear.

“Many individuals—especially those with a family history—live in constant anxiety. Our role is to equip them with knowledge, strategies, and confidence to take control of their health.”

Treating the roots 

At RENN Asia Wellness, it’s all about taking a comprehensive and root-cause approach to wellness. 

Their comprehensive framework includes personalised nutrition plans, targeted supplementation, and lifestyle modifications designed to reduce inflammation, improve circulation, and enhance neuroprotection.

RENN Asia also leverages something called metabolic optimisation. By addressing insulin resistance, oxidative stress, and chronic inflammation—three major contributors to stroke—patients can significantly reduce their risks.

They also integrate something called nutritional functional medicine (NFM) to address immediate risk factors as well as support long-term recovery.  

Sometimes referred to as functional nutrition, NFM is a branch of complementary medicine. 

It’s defined by the Association of Nutritional and Functional Medicine Practitioners in Malaysia as: “the application of cutting-edge health and medical science and evidence-based nutrients, phytochemicals, nutraceuticals to enable patients to maximise their health potential including treating, controlling and preventing chronic metabolic health disorders in which protocols can impact their hormonal, neurological and/or immune functions.”

According to RENN Asia, functional nutrition is used to support brain healing and cognitive function, while evidence-based therapies, such as specific nutrient protocols, help improve vascular health.

“We focus on helping individuals regain strength, independence, and quality of life through precision medicine,” Jonathan added. “It’s not just about treating symptoms; it’s about giving the body the right tools to heal itself.”

Taking action now

Many of us might assume that stroke is something we can’t control, and that it appears suddenly. In reality, we have more control over our own health than we want to admit sometimes. 

Jonathan pointed out that stroke is often the result of years of silent damage accumulating within the body.

“We have to stop treating health like a fire we only put out once it’s already burning,” Jonathan emphasised. “Instead of waiting for symptoms to show, we advocate for early screenings, targeted prevention, and long-term wellness strategies.”

This mindset aligns with the philosophy at RENN Asia Wellness, where root-cause solutions are offered, empowering individuals to take charge of their health rather than just managing symptoms. 

This is done by integrating nutritional interventions, functional medicine, and complementary therapies. 

But of course, not everyone can afford to take control. 

Understanding that affordability is a major concern in healthcare, Jonathan aims to keep the pricing at RENN Asia Wellness as accessible as possible. 

He elaborated, “We deliberately keep our pricing competitive while maintaining the highest standards of care, so more people can benefit.”

While gaining awareness on this subject is a key, it’s not enough. 

As Malaysia faces rising rates of non-communicable diseases, awareness alone isn’t enough. Action is key.

Regular health screenings, lifestyle adjustments, and exploring alternative care options like those offered by RENN Asia Wellness can make all the difference.

• Learn more about RENN Asia Wellness here.
• Read other articles we’ve written about Malaysian startups here.

Also Read: Not just a fad: How this entrepreneur plans to seriously grow Malaysia’s pickleball scene

Featured Image Credit: Renn Asia Wellness

How this new climbing gym in PJ plans to up the quality of climbers & foster competitive ones

The space was roaring with overlapping conversations between friends, punctuated by the interjections of “allez” as climbers urged each other on. 

Officially opened in February, Batuu has quickly become a third space for climbers both experienced and not, and the Friday night crowd was a clear indication of that. 

Between Batuu and Batuu Kids, the gym’s dedicated space for young climbers, is the gym’s inhouse Pinch Cafe, which was just as robust and lively. Here, I sat with founders Zhao and Francis for a chat.

Bringing decades of experience 

Introducing Batuu, Zhao, a passionate climber of some 17 years himself, shared that the vision of the space was to bring climbing to more people, with a focus on hospitality. 

“The vision of Batuu is that when you come to this place, you feel a little bit better about yourself,” Zhao explained. 

“Life is already tough, and I want to create a place with a good bunch of people where you can come and enjoy yourself. Life won’t magically be better, but somehow climbing at this place will make you feel a bit better.” 

But what makes Zhao and Francis primed to open such a business? A lot, actually. 

Before Batuu, Zhao was a founding member of BUMP, a popular bouldering chain that led a new wave of interest in the sport locally. 

“Credit should still go to other gyms such as Camp5, madmonkeyz, Boulder Ventures, and all the great gyms that have been around, that have inspired people to climb,” he added.

Even with BUMP, Zhao had wanted to work with Francis. However, given how popular Francis is with students, the timing didn’t work out.

You might be wondering, just who is this Francis? Oh, just a world renowned climber and route setter. No biggie. 

“My background is more on the technical side. After climbing for 30 years, I’ve always had the same vision—to create good climbers for Malaysia. Probably good in terms of going for the Olympics or at least some world ranking,” he introduced himself. 

Zhao wasn’t ready to let Francis brush past his significance, though. “He is the only Malaysian route setter to be endorsed by the International Federation of Sport Climbing. It’s world-level, and it’s very difficult to get it.”

Although the partnership between the two climbers didn’t work out for the first venture, the two reunited to combine their expertise after Zhao parted ways with BUMP. 

This time, Zhao wanted to have a full-fledged gym with bouldering and rope climbing.

And that’s exactly what Batuu is offering. 

Did you know: The difference between bouldering and rope climbing is that the latter involves a harness and rope, and typically has higher ascents. 

Finding a safe and viable location 

3 Damansara is known to be a quiet mall, mostly serving the neighbourhood crowd. As such, I was surprised that a young and hip climbing gym wanted to set up shop here. 

My first assumption—cheap rental. 

However, Zhao revealed that it goes beyond that. 

“My business philosophy for choosing locations is that there must be a decent brand cafe, a pharmacy, sunlight, and enough safe parking where a girl in a sports bra can still go to her car at midnight safely.”

Zhao pointed out that 3 Damansara used to have a cinema, so the building’s security, lighting, and elevator systems do cater to people who still need to head to their cars past midnight. 

And on the topic of safety, I can tell Batuu takes it seriously. Like all climbing gyms I’ve been to, they made me watch a video detailing the rules and etiquette to follow in the gym. 

However, Batuu is the only one that quizzed me and made me actually demonstrate a short climb. 

I later learnt that the team sacrificed having a more spacious retail space for their merch so that they could have that training area. 

But why pharmacies and cafes? Zhao believes that those businesses typically have done enough work to determine the location’s viability in terms of population density and foot traffic. 

Aside from those factors, 3 Damansara also allowed them to punch through two floors to build the rope section. 

“Zhao spent at least nine months, maybe more, to find a location,” Francis chimed in. 

With how much traffic the gym was bringing to the mall, I dare say it was nine months well spent. 

Elevating the Malaysian playing field

Speaking to Francis and Zhao, it was clear that these were not just two climbers who wanted to create a cash grab. The two actually have bigger ambitions in mind—ambitions to bring Malaysian climbers to the top. 

But what are hopes and dreams without actions? At Batuu, they’re actively trying to groom the next top climbers. For example:  

• At the boulder section, there’s a “comp wall” with competitive routes. It was already used last year for the Wall Climbing National Athlete Selection Boulder Series 2024. 
• The specs for the boulder area follow the international standard and standard Olympic height, with a wall height of 4.5 metres. 

“How do we find the next athletes? We need to start training them from young. And we do that by giving them a place to start first,” he said, referring to the Batuu Kids area. 

But they aren’t sidelining regular climbers. For one, they have down climb handholds and footholds so that descents are safer and less strenuous for climbers. 

The walls are also reset in a staggered manner, ensuring that regular climbers can find a new challenge when they visit. 

Crafting a thoughtful experience

Despite the positive reception so far, though, Zhao and Francis shared that they do not want to take things for granted, and that they wanted to do things right. 

“Most of our investors are all active, passionate climbers. That’s the difference,” Francis shared. “We did not find people who just invest to invest.”

So, are these investors already looking to fund the next outlet? 

Zhao replied, “We have been approached a few times, and we will evaluate the opportunities. I don’t want to dismiss opportunities, but because we just opened, a lot of capital is sitting here.” 

Scaling aside, Batuu instead wants to focus on building the climbing market. Zhao pointed out that sports like pickleball are growing, but climbing also exists as a fun and active recreational activity for those looking for one. 

At the end of the day, though, the “moonshot” goal is finding that Malaysian athlete who has what it takes to be a champion. 

It’s that drive to find local talent that convinced the team to name the gym “Batuu.” In fact, all the sections in the gym are named with Malay terms such as ombak, pulauu, bintang, and more. 

Driven by this passion, Batuu is a sincere attempt to elevate the quality of Malaysian climbers, one climbing hold at a time.  

• Learn more about Batuu here.
• Read other articles we’ve written about Malaysian startups here.

Also Read: Not just a fad: How this entrepreneur plans to seriously grow Malaysia’s pickleball scene

Featured Image Credit: Vulcan Post

Flying cars will soon become a reality in China, will we see our own fleet in Singapore?

Chinese electric vehicle (EV) company Xpeng has announced plans to begin mass production of their flying cars by 2026, CNA reports.

Their flying cars—or as they call it, “land aircraft carriers”—each feature a passenger drone that unfolds from the boot of a six-wheeled van and are priced at under two million yuan (S$367,021).

These vehicles can seat four people in the car and two in the drone.

How it works is simple—theoretically, users could drive themselves to a take-off site, detach the drone, climb in, and continue the rest of their journey by air. This would potentially reduce their travel time and improve accessibility to remote areas.

Xpeng’s flying cars made their first public flight at the 2024 China Airshow in Zhuhai City in November and debuted on the international stage at the CES electronics show in Las Vegas two months later.

The company’s flying car manufacturing base is currently under construction and is scheduled to be completed in the third quarter of 2025, with deliveries expected to begin in 2026. The facility is said to be able to produce up to 10,000 flying cars a year.

Will we see flying cars in Singapore, too?

According to CNA, the low-altitude economy in China is taking off, thanks to the government policies supporting its growth.

Officials have indicated that the sector, which encompasses economic activity in airspace below 1,000 meters, is projected to reach over US$200 billion (or about S$266 billion) in 2025 and double in 10 years. 

With a global powerhouse like China making flying cars a reality, one might wonder if Singapore could follow suit.

In the city-state, one company—Volocopter, which is based in Germany—had previously announced its plans to launch an air taxi service in Singapore sometime back in 2023.

However, despite receiving strong interest from consumers, its launch has unfortunately been put on hold indefinitely—The Straits Times reported last November that the company, which has set up its APAC headquarters in Singapore, has failed to gather local cost-sharing partners to fund its operations.

“We are therefore revising our Singapore launch strategy and timeline. We will continue to look for local cost-sharing partners, and Singapore remains our Asia-Pacific headquarters. Once the partners have been found, we will reconsider the launch timeline in Singapore,” said a company spokesperson.

The company also filed for insolvency in December 2024, with 450 staff laid off effective March 3, 2025. However, it seems that they have found a lifeline, as Chinese manufacturing company Wanfeng Auto Holding Group is set to pay €10 million (est. S$14.5 million) to acquire Volocopter.

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Like Volocopter, many eVOTOL companies in other international markets face cost challenges.

Currently, the air taxi sector remains niche and, in our opinion, underdeveloped—which might lead many investors to hesitate to pump money into it, especially in an uncertain economic environment.

Experts who spoke to The Straits Times shared that for the sector to grow, there need to be “clear regulatory guidelines” set and strong interest from consumers in Singapore.

As it stands now, it will be a while before we see air taxis in our city-state.

• Read other EV stories here.
• Read other stories we have written on Singaporean businesses here.

Also Read: ​​MNL Asia & P.UP launch S’pore’s 1st EV charging lifestyle membership, here’s how it works

Featured Image Credit: XPENG AEROHT

Major changes to the electoral boundaries for GE2025, we broke it down for you

The Electoral Boundaries Review Committee (EBRC) in Singapore has announced the electoral boundaries for GE2025 today (March 11, 2025), with a new Group Representation Constituency (GRC) and an additional Single Member Constituency, bringing the total to 18 GRCs and 15 SMCs.

The number of elected Members of Parliament (MPs) will increase to 97, up from the current 93. According to the EBRC report, the electoral boundaries will change in 22 out of the current 31 constituencies.

Here’s a breakdown of the changes:

1. Two new four-member GRCs

The EBRC explained in its recommendations that voter numbers have increased in Pasir Ris-Punggol, Sembawang and Tampines GRCs, as well as the single seats of Hong Kah North and Potong Pasir.

This has resulted in the creation of a new four-member Punggol GRC, which will take in Punggol West SMC and parts of the old Pasir Ris-Punggol GRC. The remaining Pasir Ris estates will merge with polling districts comprising the Loyang and Flora estates to form a new 4-MP Pasir Ris Changi GRC.

2. Five SMCs out, six new ones in

The report also showed that five SMCs have been taken off the map, resulting in six news ones carved out of existing GRCs.

The five SMCs removed are:

1. Bukit Batok
2. Hong Kah North
3. MacPherson
4. Punggol West
5. Yuhua

The new SMCs are Bukit Gombak, Jalan Kayu, Jurong Central, Queenstown, Sembawang West and Tampines Changkat.

Other affected Electoral Districts (EDs)

These are:

1. East Coast GRC to absorb Chai Chee and Siglap estates, originally from the current Marine Parade GRC
2. Marine Parade GRC to be renamed to Marine Parade-Braddell Heights GRC, as it will absorb MacPherson SMC, part of Potong Pasir and Mountbatten SMCs.
3. Chua Chu Kang GRC will take in Tengah estates
4. A new five-member Jurong East-Bukit Batok GRC will be formed out of Bukit Batok, Yuehua and the remaining parts of Hong Kah North SMCs and the current Jurong GRC.
5. Some estates in Jurong West and Taman Jurong will merge with the adjacent West Coast GRC, and will be renamed as West-Coast Jurong West GRC.
6. Tampines GRC takes in Tampines West estates from Aljunied GRC

Unaffected constituencies

The following constituencies will remain unchanged from GE2020:

1. Bishan-Toa Payoh GRC
2. Jalan Besar GRC
3. Marsiling-Yew Tee GRC
4. Nee Soon GRC
5. Sengkang GRC
6. Bukit Panjang SMC
7. Hougang SMC
8. Marymount SMC
9. Pioneer SMC

Here are the key changes made to the existing GRCs and SMCs:

Areas of interest for PAP, WP and SDP

The Singapore parliament saw PAP winning 83 seats and forming the government, while the Workers Party won a total of ten seats in the 2020 general elections.

One of the SMCs which no longer exist for GE2025 is the Bukit Batok SMC, where Singapore Democratic Party’s Secretary-General Dr Chee Soon Juan staked an early claim on earlier last month. The SMC has been absorbed into a new five-member Jurong East-Bukit Batok GRC.

In GE2020, Dr. Chee ran against Murali Pillai, the current Minister of State for Law and Transport, in a closely contested race. Mr. Pillai won with 55% of the vote.

Without the SMC, the SDP may need to adjust its strategy to improve its members’ chances of winning seats in Parliament.

The Workers’ Party (WP), with 10 MPs in Parliament, has maintained a strong presence in Hougang SMC since the 1991 General Election and in Aljunied GRC since 2011.

The party also holds Sengkang GRC, which was formed in GE2020. With their constituencies largely unchanged—except for minor adjustments in Aljunied GRC—the Workers’ Party is expected to field candidates in these GRCs.

The return of physical rallies

GE2025 marks the return of physical rallies. In GE2020, first-time candidates had to rely on digital rallies due to the COVID-19 pandemic, so it will be interesting to see how they engage with live audiences this time.

However, nearly half of the rally sites from GE2015 no longer exist, having been replaced by housing and new infrastructure.

To address this, Minister of State for Home Affairs and Social and Family Development, Ms. Sun Xueling, shared in Parliament that the police plan to allocate two rally sites per GRC and one per SMC. Additionally, one site will be designated for lunchtime rallies.

The full list of rally locations will be announced at the end of the nomination proceedings on Nomination Day.

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So how would each political party adapt to the changes in electoral boundaries? Will there be any drastic changes in terms of strategy?

We can only learn more once the parliament is dissolved and the writ of election is issued. When might that happen? We just have to wait and see.

Check out our GE2025 microsite for the latest election-related news, find out which constituency you belong to, and more here.

Also Read: Lawrence Wong is the 2025 election’s fresh face. Can the opposition upstage him with someone?

Featured Image Credit: Elections Department via Facebook

Sole prop, partnership or Sdn Bhd? Read this if you’re deciding how to register your biz.

Disclaimer: This article is for general informational purposes only and is not meant to be used or construed as legal advice in any manner whatsoever. All articles have been scrutinised by a practising lawyer from Tristan & Partners to ensure accuracy.

We’ve all seen the term Sdn Bhd after a business’ name, but not every business might have it. So, what exactly does it mean?

Sdn Bhd stands for Sendirian Berhad, aka “private limited.” It is the most common type of legal structure here in Malaysia and is most often used for small and medium enterprises.

In a Sdn Bhd structure, the company is a separate entity from its owners, which means the owners are liable only for the amount they have contributed to the company.

Sole proprietorship/partnership VS Sdn Bhd

Firstly, let’s be clear. You NEED to register your business under a legal entity. Whether you’re selling handcrafted wares on Shopee or sandwiches down the street, not registering your business within 30 days of starting operations could leave you with a fine of up to RM50,000 or even a prison sentence of up to two years!

Now, assuming that you’re starting a new business, some of the major options available to you include sole proprietorship, partnership, and Sdn Bhd.

Below is a list of advantages that the Sdn Bhd entity offers compared to sole proprietorship and partnership type entities.

In a nutshell, the Sdn Bhd structure minimises the risks imposed on business owners and offers significant protection and support to new business owners.

Importantly, registering your business as a Sdn Bhd entity allows for easy expansion and growth down the line.

Due to the ease of registering your business as a sole proprietorship or partnership, many companies and banks might not trust your business, as you can disappear overnight and your business could expire. 

As the Sdn Bhd structure needs to comply with statutory requirements, it can’t be easily closed down overnight, so your company’s credibility improves, meaning banks are more likely to provide loans.

Disadvantages of a Sdn Bhd

Now that we’ve gone over the advantages that the Sdn Bhd structure offers, let’s talk about some of the disadvantages you need to consider when making this decision.

Compared to sole proprietorship and partnership structures, registering your business as a Sdn Bhd can be much more expensive, with the one-time SSM registration fee being RM1,000. 

Additional fees for the required company secretary, compliance processes, and tax filing would further raise total startup costs to RM3,500 to RM15,000+.

For sole proprietorships or partnerships, however, there is a RM30 fee when registering with a personal name, which goes up to RM60 with a trade name. This licence needs to be renewed annually though, with any additional branches incurring an additional RM5 on top of the RM30/60 fee.

As mentioned above, applying as a Sdn Bhd requires an auditor and an assigned company secretary. This is because there is more documentation that needs to be submitted and verified for approval and compliance purposes, including your audited financial statements and annual returns.

That said, as of January 2025 the Companies Commission of Malaysia (SSM) has introduced a new audit exemption framework to ease the burden on small businesses. Eligibility will now be based on three simple factors: annual income, total assets, and the number of employees.

If your company meets these criteria, your financial statements need not be audited annually, reducing costs while still maintaining compliance.

So… should you register as a Sdn Bhd?

If you’re a younger person keen on starting a small business with minimal experience, registering your business as a sole proprietorship or partnership might be great for you to dip your toes into the business world without requiring significant investment.

But if you’re looking to get serious and either start a small business with longevity, or to expand and grow your current business, incorporating as a Sdn Bhd might be worth the extra financial investment and paperwork.

The extra support granted via tax incentives and your option at getting financial support via loans and raising capital can help your business remain afloat during unexpected downturns.

Additionally, registering your company as a Sdn Bhd minimises the risks you and your co-owners could face, be it debts, lawsuits or other liabilities.

Where do we start?

So now that you’ve decided to register your company as a Sdn Bhd, you must be wondering what your first steps might be.

Firstly, you want to start by selecting a distinctive name for your Sdn Bhd company that follows the rules of SSM. You can confirm name availability by searching on SSM’s website or in person at their office. 

When you discover an unused name, you can reserve it for a fee (RM50). This reservation is good for 30 days and you should use this time to prepare the necessary documents for company incorporation.

This includes:

• Statutory Declaration by the company secretary or a director
• Declaration of Compliance with the requirements for company registration
• a copy of your identity card or passport (for foreign directors and shareholders)
• a copy of your business premise’s rental agreement (if applicable)
• other documents as required by SSM

It is advisable to seek legal and professional assistance to ensure that you meet all the requirements and to guide you through the more complex aspects of company registration in Malaysia. Additionally, you need to consider the specific requirements and regulations that apply to your industry or business activities.

Once you’ve fully prepared your documents, you can send your company registration paperwork to SSM either online or in person at an SSM office, along with paying the registration fees. 

If your application is accepted, you’ll get a Certificate of Incorporation and a Business Registration Certificate, signifying the official creation of your Sdn Bhd company and you may now enjoy the benefits of extra credibility and financial support, along with the relief of limited liability for you and your partners.

• Learn more about the Companies Act here.
• Read our startup stories here.

Also Read: At 23, he coded a startup in his bedroom. Now, his M’sian HR firm serves 450+ global clients.

Quitting their jobs to grow their pet food biz paid off, now it’s on track to RM2mil revenue

I’m a sucker for good packaging. There, I said it. 

I know that you shouldn’t judge a book by its cover. I know that good branding doesn’t necessarily mean a good product. 

At first glance, Paw-cipes looked to be one of those brands that might be more visually appealing than actually effective. Its clean, modern, and minimalist design is a huge contrast compared to the usual loud and busy pet food products I see in stores. 

Learning more about the homegrown business, though, I think they might just be more than a pretty face after all. 

The brainchild of marketing experts

Sharing more about the business to Vulcan Post is Tan Min Chuen, the 28-year-old founder of Paw-cipes. 

While Min Chuen got his start in creative design before moving into brand development, he actually graduated from Taylor’s University with a Bachelor of Science (Honours) in Architecture. 

But all his career choices have been integral to starting Paw-cipes. After all, it was a dream of his to start a pet food business, having noticed how few good and healthy diet options there were for his own pets locally. 

“My partner and I loved the idea of creating something truly high-quality and accessible here in Malaysia,” he elaborated. 

With that in mind, Min Chuen dipped his toes into ecommerce after graduation, specifically in pet supplies for the US market. Unfortunately, some payment processor hurdles kept that from taking off. 

So, he decided to team up with his partner to offer freelance services including brand design, product design, and graphic design. That ended up growing into a marketing and design agency with a team of five in 2021, working with clients from the US, EU, China, and Singapore. 

“That experience taught me so much about branding, marketing, and supply chains, which came in handy when we launched Paw-cipes,” Min Chuen said. 

He and his partner juggled their full-time jobs at first, using their background in design and branding to gradually build Paw-cipes on the side. 

Today, though, they’ve gone all-in with Paw-cipes.

“Once we saw its potential, especially how much local pet owners craved fresh, high-quality options, we closed our design agency and invested the capital we’d saved straight into Paw-cipes,” Min Chuen proudly said. 

“It was definitely a leap of faith, but I believed, and still do, that this is something really special.”

By pet owners, for pet owners

As Min Chuen shared, the reason for starting Paw-cipes was for their own furbabies. According to the founders, they kept hitting dead ends looking for nutritious pet food locally. 

To create something different from the market, the team dove into R&D. 

“Our initial R&D involved a whole lot of research, recipe trials, and consultations with industry contacts,” Min Chuen explained. 

Through that, they eventually landed on their current range of products, which include canned foods and freeze-dried meats, and wet licking treats. 

“We do smaller, more frequent production runs to keep everything fresh, this also helps us control quality more closely,” Min Chuen assured “Our meat source is of 100% human grade quality, and the products are manufactured in a dust-free, professional facility.”

The products are manufactured in China, where the relevant technology and industries are much more mature, he shared. 

For now, Paw-cipes’ products are sold on ecommerce platforms including Shopee, Lazada, and TikTok. This isn’t just because it’s easier and cheaper to list online, but because of shelf-life too. 

Paw-cipes’ focuses on preservative-free products, so online channels allow for a better turnaround time. 

“Since our freeze-dried range is more sensitive to shelf life, online is the best avenue for now,” Min Cheun added. “We are, however, working on rolling out some wet food/wet treat offerings that have a longer shelf life, so those will gradually appear in retail stores.”

Going up against the big dogs (and smaller ones, too) 

The pet food industry is rather large, though, with lots of notable and well-established names in the market. Going up against those options hasn’t been easy, understandably. 

Yet, the Paw-cipes team believes in their niche, where authenticity and quality is king. Keeping customers close is a big deal for them, and that involves listening to feedback and engaging with them via social media. 

Min Chuen added, “Word of mouth has been huge for us. We’re also building a community around Paw-cipes, so people feel they’re part of something, not just buying a random product off the shelf.”

But it’s not only the big businesses that they have to worry about. In recent years, there’s actually been quite a number of local pet food brands that have cropped up, such as Notti Pet Food and StreetPaw. 

For Paw-cipes, they understand that the barrier to entry for their industry isn’t super high. But rather than compete with others by just pushing for scale or sales volume, the team wants to focus on crafting a truly top-notch product. 

“We produce in small batches to ensure maximum freshness and consistency, instead of chasing huge output. That quality-first approach is what sets us apart,” Min Chuen determined. 

Despite going head-to-head with so many competitors, from established pet industry giants to up-and-comers, Paw-cipes seems to have done quite well for themselves. For one, Min Chuen claimed that the brand has become one of the best-selling pet care brands on Shopee. 

“It hasn’t been easy, but staying laser-focused on quality and engaging with customers has really helped us stand out,” he said. 

Beyond expanding their product line, the team wants to shape healthier pet diets, raise awareness about nutrition, and expand their reach both locally and beyond. 

Barking up the right tree

Ambitions and missions are one thing, but real results are another. 

For Paw-cipes, the results seem to speak for themselves, though. Min Chuen shared with Vulcan Post that the brand is on track to achieve more than RM2 million in annual revenue. 

“Paw-cipes started off bootstrapped, literally just putting in whatever funds we had from our previous agency, and continuously reinvesting any profits right back into the brand,” the founder expressed. 

Turns out, pretty packaging and aesthetic branding are just a few of the many ingredients to the recipe behind Paw-cipes. 

• Learn more about Paw-cipes here.
• Read other articles we’ve written about Malaysian startups here.

Also Read: Not just a fad: How this entrepreneur plans to seriously grow Malaysia’s pickleball scene

Featured Image Credit: Paw-cipes

Wellness retailer Holland & Barrett makes sudden exit from S’pore, closes all 12 outlets

British health and wellness retailer Holland & Barrett has closed all 12 outlets in Singapore after nearly two decades in operation.

The brand officially announced its closure on its Instagram page today (March 10), though it is believed that some of its stores began shuttering as early as March 6.

A Holland & Barrett employee, cited by The Straits Times, shared in a Facebook post that she and her co-workers were caught off guard by the closure. 

“Everything happened so quickly, and it feels like a nightmare,” she said, revealing that she had worked at the retailer for 12 years.

Customers were also left in the dark about the company’s plans to close. On March 4, a customer voiced his frustration on the Complaint Singapore Facebook Group, criticising the brand for continuing to accept new membership sign-ups for 2025.

“My $300 balance until July will be wasted since the 70% discount doesn’t allow members to use additional vouchers for payments,” he wrote in the post.

According to Holland & Barrett’s website, the company was established in 1870 and has over 1000 stores across 18 countries worldwide. The brand was brought to Singapore in 2009 by Jay Gee Enterprises through its subsidiary, MA Supplements.

At its peak, there were 27 Holland & Barrett stores in Singapore that carried a range of health products and organic food.

On March 7, an announcement in the Government’s e-gazette said the directors of MA Supplements had made a statutory declaration of its inability to continue the business because of liabilities.

A search of MA Supplements with the Accounting and Corporate Regulatory Authority also revealed that it is currently in the midst of liquidation.

Vulcan Post has reached out to Holland & Barrett for comment.

• Read other articles we have written on Singaporean startups here.

Also Read: Eggslut exits Singapore after less than 4 yrs, shuts down its last outlet at Scotts Square

Featured Image Credit: Holland & Barrett/ HappyCow

“It makes sense”: Why SM Lee Hsien Loong supports immigration into Singapore

Singapore’s Senior Minister Lee Hsien Loong dominated the local news headlines for his speech yesterday (March 9, 2025) at the Teck Ghee Citizenship Ceremony, where he congratulated and welcomed 200 new citizens to the city-state.

In his speech, he spoke about immigration and the benefits it brings to Singapore’s growth as a country. We’ve watched the full speech, and here are the most important (and in our opinion, juiciest) bits.

Why is Singapore pro-immigration?

SM Lee started his speech by saying it “makes sense” for the city-state to welcome new citizens due to the country’s geographical limitations.

Immigration is essential—even existential—for Singapore’s survival.

We are a small island with no natural resources. We can only rely on our people—our skills, our enterprise, and hard work—to make a living for ourselves. While larger nations may have the population, resources, and hinterland to fall back on, Singapore does not.

Senior Minister Lee Hsien Loong at the Teck Ghee citizenship ceremony

SM Lee explained that new citizens bring “something extra that is vital” and that new experiences, perspectives and connections are catalysts for Singapore to thrive as a regional hub and a global node.

He recounted a visit to tech giant Google’s headquarters at the Silicon Valley in San Fransisco two years ago, where 10 presenters showcased the company’s projects on Artificial Intelligence and robotics.

During his interactions with the presenters, he observed that only two were from the United States, and the others came from all around the world. He deemed this diversity as America’s “enormous advantage”—the country “draws top talent from every continent,” enabling it to continue innovating.

Creating better opportunities for all

While SM Lee emphasised the importance of sharing the same sentiment in Singapore, he also acknowledged the competition that comes with immigration and said that it’s a “sensitive issue in every country.”

Yes, it is true [that] immigration will bring more competition and will put pressure on us to work harder and meet higher standards. But it will also create a more vibrant economy, spur us to become stronger and more capable, and generate better opportunities and brighter prospects for our children and grandchildren.

If Singapore closes ourselves up, opportunities will pass us by. We will fall behind and become just like any other city in the region, and our descendants will be the worse off for it.

Senior Minister Lee Hsien Loong at the Teck Ghee citizenship ceremony

Singapore sees strong “inflows,” given that about 30,000 citizen babies are born each year, and the city-state takes in around 22,000 new citizens; however, SM Lee emphasised the importance of keeping it “measured and balanced”.

He explained that in other continents like Europe, where immigration efforts have “not kept pace,” it has triggered strong nativist pushback and xenophobia—ultimately deepening the divisions in society.

Addressing Singapore’s low birth rate

As Singapore grapples with a declining birth rate and an aging population, SM Lee called for a need to “top up the numbers” for the economy to grow.

Previously, it was reported that Singapore will potentially see more deaths than births by the 2030s, to which the government has ramped up the increased immigration of foreign workers.

The declining birth rate and aging population mean that there’s greater strain on the sandwiched working class, and this has indirectly aggravated bread and butter issues, notably the cost of living and amenities.

As such, the city-state has announced measures and incentives to “encourage” Singaporeans to have more children in their annual Budget statement delivered in February.

However, would those measures be effective enough to not only alleviate these issues but also grow the country? Only time will tell.

• Read more articles we have written on Singapore’s current affairs here.

Also Read: Lawrence Wong is the 2025 election’s fresh face. Can the opposition upstage him with someone?

Featured Image Credit: Terence Tan, Ministry of Digital Development and Information of Singapore

Lawrence Wong is the 2025 election’s fresh face. Can the opposition upstage him with someone?

Five years ago, the Singapore General Election of 2020 was looking to be rather dull, right until Associate Professor Jamus Lim, a relatively unknown Workers’ Party (WP) candidate, took the stage in a TV debate just nine days before the vote.

Facing off against Francis Yuen (PSP), Chee Soon Juan (SDP), and Minister Vivian Balakrishnan, Lim’s performance immediately captured attention.

When the results came in on July 10, not only did the WP outperform its previous election results, but it also flipped a new Group Representation Constituency (GRC)—Sengkang—where Jamus Lim was a key team member. This achievement was undeniably his own.

It was a major and unexpected win for the opposition, especially considering Singapore’s successful pandemic response in 2020, which the People’s Action Party (PAP) had hoped would translate into strong voter support.

In the typically slow-paced world of local politics, where established names dominate, the appearance of an articulate and fresh candidate injected excitement into the election, with many voters willing to give promising newcomers a chance.

This year, the new face bringing fresh energy to the race is none other than Lawrence Wong.

Though not exactly “new”—having served as an MP for 13 years and sworn in as Prime Minister nearly a year ago—this will be Lawrence Wong’s first electoral contest as the PAP leader, following Lee Hsien Loong’s departure from the role.

Post-Lee Singapore

While Singapore experienced a 14-year period under Goh Chok Tong’s premiership, between Lee Kuan Yew’s and his son’s terms, it was still during the lifetime of the nation’s founding father. His active presence provided a sense of continuity and stability until his passing in 2015.

Now, even with his son serving as one of the country’s Senior Ministers, after 60 years, the end of the “Lee era” is in sight, with Lawrence Wong leading Singapore into a new political reality.

This marks a significant shift, and the PAP has done well in choosing a new leader who, so far, has faced little criticism.

Singapore’s Prime Minister starts with a clean slate, and it seems he might be the one to break the “curse of first premiership,” which saw both Goh Chok Tong and Lee Hsien Loong start their first term with a lower election result than their predecessors.

On the other hand, the opposition still lacks a comparable sense of fresh appeal.

SDP’s Chee Soon Juan will be attempting to win a seat for the seventh time. PSP will see the return of 84-year-old Tan Cheng Bock, aiming to attract votes in the West. Meanwhile, the Workers’ Party is introducing new faces, not just out of choice, but necessity, following the expulsions of Raeesah Khan, Nicole Seah, and Leon Perera in the past four years.

Still, it remains PAP’s most formidable competitor.

Jamus Lim’s success has likely shown Pritam Singh that shaking things up is key to winning over the middle-ground voters. The party just needs to find the right people—articulate and presentable —to lead the constituency teams.

The Straits Times has already spotlighted some of these new faces for the WP, and it seems the party has brought on a promising contender: Harpreet Singh.

Looking for another Jamus

While the qualities of a strong candidate are clear, finding one is far from simple. Personality combined with some level of charisma isn’t something that can be taught—it’s intrinsic.

The Workers’ Party (WP) has plenty of members, but it has struggled to find individuals who can compete head-to-head with the PAP’s longstanding leaders.

All is not lost this year, however, as it has secured a notable addition to its ranks: a Senior Counsel of the Supreme Court of Singapore.

Harpreet Singh is no ordinary lawyer, and he brings a new level of promise to the party. He could be the Jamus Lim of this election cycle—attracting attention to the WP through media appearances while also leading a team to contest a constituency successfully.

He has already made waves by criticising the Keppel Brazil bribery case and casting doubts on the conflict of interest surrounding ministers K Shanmugam and Vivian Balakrishnan renting bungalows on Ridout Road. He has also been an advocate for the repeal of the controversial Section 377A.

Whether you agree with his views or not is less important in politics; what matters is that he can speak authoritatively on key issues of the day, which enhances the WP’s image and potential.

Given the locations of his walkabouts, he will likely be deployed somewhere in the east, either in Marine Parade (where PAP has to fill the hole after Tan Chuan-Jin) or further out in East Coast, where WP scored a very respectable 46.6% in 2020, against former PM-in-waiting, Heng Swee Keat’s team.

Bigger than one constituency

While the PAP has faced its own significant challenges since 2020—including the departure of Tan Chuan-Jin due to an extramarital affair and the conviction of Minister S Iswaran—the WP has also dealt with similar crises, one of which remains unresolved: the conviction of its leader Pritam Singh, who is currently appealing the decision.

The WP also lost two high-caliber members, Leon Perera and Nicole Seah, both due to romantic scandals, in addition to the infamous Raeesah Khan incident.

To recover from this low and effectively challenge the ruling party in new areas, the WP needs a candidate who can rise above these issues—someone with the ability to draw national attention and shift focus away from Pritam’s ongoing legal troubles.

Whether Harpreet Singh could be that candidate remains to be seen. Much depends on the timing of the General Election and the outcome of Pritam’s appeal.

As a respected lawyer, it could be difficult for Harpreet to align with a leader—also a lawyer—convicted of lying under oath by the High Court.

As long as Pritam’s appeal is pending, campaigning can proceed. However, once the final verdict is delivered, especially if the conviction is upheld, it could disrupt the WP’s political strategy, erode support, and place pressure on Pritam to resign, creating a whole new set of problems and reshuffling between constituencies.

Down to the wire

This may be the most unpredictable General Election yet, even though previous elections have also had their surprises.

While Lee Hsien Loong is undoubtedly a giant in Singapore’s history, his 20 years in leadership have been marked by controversies that opponents have often used against him. In contrast, Lawrence Wong presents a fresh opportunity for the PAP, with few vulnerabilities for critics to exploit.

He is competent, well-presented, globally respected, and well-liked, and he even plays the guitar.

Even though he’s been around for a while, people are only really discovering the person he is.

His main opponent, Pritam Singh, has been in the public eye longer and has faced numerous challenges over the past 15 years. Despite being younger, he remains tied to the Lee Hsien Loong era, and his recent legal troubles haven’t helped change that perception.

Unless the opposition can uncover a new star in 2025, like they did in 2020, it will be hard to outshine Singapore’s new Prime Minister.

However, with so many moving parts and outcomes still uncertain, it will be challenging to predict how the General Election will unfold right up to the end.

Check out our GE2025 microsite for the latest election-related news, find out which constituency you belong to, and more here.

Also Read: Senior Counsel Harpreet Singh: Is he the Workers’ Party’s new hero?

Featured Image Credit: Singapore Conference on AI, edited by Vulcan Post

Eggslut exits Singapore after less than 4 yrs, shuts down its last outlet at Scotts Square

Eggslut has closed its last remaining outlet in Singapore at Scotts Square after less than four years in operation.

While the company has not made an official announcement, a check on the Eggslut website reveals that its Singapore locations have been removed from its list of international outlets.

Several netizens have also taken notice, with some leaving comments on the closure on the brand’s Google Maps and Instagram pages.

Eggslut first launched in Singapore back in 2021 to much fanfare. The American brand offered egg sandwiches starting from S$11 each and drew hour-long queues when it first landed.

It opened its second outlet in Suntec City in 2022. However, it closed a year later, and the space was taken over by Bakery 1946 from South Korea.

In addition to Singapore, Eggslut has been scaling back its international presence since last year.

The egg sandwich brand exited South Korea in 2024 and Hong Kong in 2025, citing “rising costs” and “changing spending habits” in both countries, according to South China Morning Post (SCMP).

At the time of writing, the company lists only its outlets in Tokyo, Japan, and London, United Kingdom, as its overseas locations.

Vulcan Post has reached out to Eggslut for comment.

• Read other articles we’ve written on Singaporean startups here.

Also Read: From 10 to 0: The Manhattan Fish Market shuts down last remaining outlet in S’pore

Featured Image Credit: Eggslut via Instagram

After several biz failures, this M’sian found a recipe for success with clear protein drinks

Muhammad Zulfadhli is no stranger to failure.

From dropping out of university to failing at multiple business ventures, he is well aware of the unpredictable nature of business, and the demotivating qualms of others that come with it.

Despite all this, he pushed against the odds, surprising naysayers and breaking through the local sports drink market.

This is the story of OPI, and the one-man show that went on to bring this dream to life.

Started from the bottom

In 2016, Zulfadhli dropped out of his bachelor’s in chemical engineering after obtaining a diploma within the field.

“I was more keen in doing business,” said Zulfadhli, adding that he disappointed his parents by following his passion.”

During his studies, Zulfadhli mentioned that he had failed at several ventures, including setting up a car rental service, selling handphone accessories, and rebranding his uncle’s curry puff business.

Trying to make up for lost time after failing at these ventures, Zulfadhli started going to the gym, which was when he realised that “there [was] no protein in ready-to-drink form.”

“I did some research and found a huge gap in the local market, [despite the] high demand for a protein on-the-go product,” said the entrepreneur, adding that most protein drinks at the time were imported and thus, were expensive and did not meet local taste preferences.

As such, the idea for OPI was born. An on-the-go protein drink that addressed these gaps in the market, it also provided fitness enthusiasts with a quick and easy option to meet their daily protein needs.

Most of us are familiar with ready-to-drink protein-based drinks in the form of protein shakes, so one thing that stands out with OPI’s drinks is that they’re clear.

This is thanks to them containing whey isolate, putting them in a unique market position in Malaysia, with few other players. Another brand that we found offering something similar is MyProtein, which is a brand from the UK, though it appears to only be available online.

Zulfadhli claimed that with RM10,000 of his own savings and another RM10,000 from his mother’s pension, he started OPI as an enterprise under his family’s brand, Optastar, a shipping and forwarding company launched in 1994.

“My main goal during this time was to prove to my parents, especially my father, that I can do business on my own, follow my passion, and carry the family business brand.”

Trial and error and trial and error and trial…

Zulfadhli started conducting the research and development process on his own in his family kitchen, utilising his basic knowledge in chemical engineering.

“After six months of further research with [help from the] internet and an ex-lecturer with a food background, I managed to create the first OPI prototype, the OPI Clear Protein Drink in 2018.”

“There was a lot of rejection and failure I faced in achieving [the prototype] that [aligned with] local taste [preferences], has good texture, and the right nutritional value,” he said, adding that he compared the prototype with similar products from Thailand and the USA.

Zulfadhli also mentioned that he had joined several government-organised courses centred on beverage manufacturing, guided by those with industry experience.

He added that he learnt about proper commercialisation of beverages, industry guidelines on nutritional values, product stability, and other technical aspects to achieve the final prototype before lab-scale production of the first OPI Clear Protein Drink. 

“We started by renting a one-unit incubator facility located in Selangor with a very small and humble in-house production line.”

“I alone ran production, with a capacity of 150 bottles per day and a maximum of 2,000 bottles per month to do market validation,” said Zulfadhli.

And indeed, the research paid off as within the first three months, OPI gained more than 30 agents and a potential distributor from Singapore who was keen on being the sole distributor for OPI.

“After three to four years of running market validation and collecting data, we secured two reliable distributors, Pikzern Marketing Sdn. Bhd., who holds more than 30 years of experience in modern trade and chain value stores; and Mamee Double Decker Distribution Sdn. Bhd., with over 50 years of experience in general trade.”

Zulfadhli added that all OPI products have been lab-tested and complies with the nutritional guidelines set by the Food Act 1983.

Now we here

OPI had first utilised stockists and agents till 2022, when they started to go retail.

“From 2,000 bottles per month, we now reach a production average of 120,000 bottles per month as of today,” said the founder. 

OPI’s products are currently sold at more than 1,700 outlets nationwide, under various retailers including Petronas Mesra, Family Mart, Aeon Big, NSK Grocer and more than 500 general trade outlets across the country. Their products can also be purchased via the online shopping platforms Shopee and TikTok Shop.

The brand has also secured exports to South Korea and Brunei, establishing a presence in foreign markets and upping their recognition.

In 2023, OPI broke even, before generating RM2.4 million and a growing profit margin in 2024.

The brand has also gone on to win several pitch programmes, including Superb Teraju in 2019, the National Sport Technology Innovation Award in 2022 and 2024, as well as placing third at the ASEAN-India Start-up Summit 2023.

Since launch, the company has gone on to diversify their product line, launching OPI Energy Drink, infused with coconut water and with low sugar content, and OPI Hydration Drink, infused with coconut water and with no added sugar.

“[We aim to offer] healthier sports drinks solutions that contain a combination of functional ingredients,” said Zulfadhli, adding that there are options with lower calories in the pipeline.

“We are still improving and we hope to provide easier access to customers by listing OPI products to more markets.”

From rejection and failure, Zulfadhli has turned his story around to leading OPI down a path of success, as he strives in his mission of making OPI a leader of the innovative functional sports drink market in Southeast Asia.

• Learn more about OPI here.
• Read other articles we’ve written about F&B businesses here.

Also Read: At 23, he coded a startup in his bedroom. Now, his M’sian HR firm serves 450+ global clients.

Featured Image Credit: Muhamad Zulfadhli

This M’sian biz sold 70+ yoga mats before they even had a product, now sells them for RM390

Some people advise against starting a business with partners. Some advise against starting a business with friends. 

Well, Wolo Yoga goes against both pieces of advice. 

Jenn Ku was an accountant-turned-yoga teacher. After a stint as a chef and barista, Dean Yeong worked as a writer and head of content at a US tech/ecommerce company. Brandom Han was—and still is—an accountant and an avid yoga practitioner.

Jenn and Brandom have been childhood friends since secondary school, born and bred in Johor. Meanwhile, Perak-born Dean and Jenn are married. 

And yet, the three have been able to establish and grow Wolo Yoga for the past four years, showing how going into business with loved ones might just work. 

Starting as an experiment

While Wolo Yoga officially began in 2021, its story started before that.  

After starting to practise yoga in 2018, Jenn noticed that it was difficult to find a reliable yoga mat. It was always an after-class conversation among yogis, but the consensus was that there wasn’t a prominent brand offering just that in Malaysia. 

But during the MCO, things were starting to change. There was a rise in demand of reliable yoga mats with more people practising yoga at home. Noticing this demand, Jenn started exploring the market.

Before long, she got Dean, who was in the digital marketing space, onboard to set up an ecommerce store. 

Initially, Dean was only helping out with the website setup and early-stage marketing, but a promising outlook on the business convinced him to join as a partner.

From there, Brandom, who had been practising yoga for years and had part-time experience at Lululemon, decided to join the team too to help with accounting and finances. 

Even though all three seemed excited about the business’ prospects, they were still prudent about the venture. In fact, they saw Wolo Yoga as an experiment in the beginning. 

“We didn’t quit our jobs when we started Wolo Yoga,” Dean explained. “And we used the pre-order business model to secure customers before investing in inventory.”

The project started in October 2020, where the team went through multiple iterations, testing out various materials. 

“We know we don’t want the average PVC and TPE yoga mats due to health and environmental concerns, so we were considering rubber, fabric, and cork,” Dean shared with Vulcan Post. “We also went back and forth with more than 10 manufacturers from China, India, and Vietnam.”

For every sampling, they managed to get friends who practise yoga to test them out and give feedback. 

Before placing an order, though, the Wolo team launched their website with a deep pre-order discount. 

“We got 70+ sales before placing an order from our manufacturer. That was our first flagship product—Mastery Mat,” they said. “We ran some ads and got some strangers to buy from us. But a lot of the initial customers are our friends and family. The key takeaway here is to ask.”

After six months of trial and error, Wolo Yoga officially debuted in April 2021. 

Taking it seriously 

Yet, after the relatively successful initial pre-order launch, the trio didn’t do much to grow the business for almost 1.5 years. 

They would get some sales coming in organically, but it wasn’t substantial—nor was it sustainable. 

By 2023, they made a change—they decided to take Wolo Yoga seriously. 

“The biggest change was that we started running Meta ads,” Dean said. “We started from spending RM20 per day, slowly we scale our ad spend to over RM15,000 a month at its peak.”

Taking the business seriously also meant taking their community seriously. To do that, they began offering an instructor programme for yoga teachers, working with them to promote their products. 

“The feedback we got from teachers and customers also helped us to develop our second flagship product, Away Travel Mat,” Dean said. “It’s lightweight and foldable—which is what lots of our customers ask for.”

Today, they continue to put focus on the community by running offline events. There are plans to run a yoga retreat very soon, too. 

Behind the mat 

But what makes Wolo Yoga’s mat unique? There are so many options in the market at various price points, mainly from global brands such as Lululemon, Adidas, and Decathlon. 

Wolo Yoga’s mats are quite an investment, too, with a price of RM390 for the Mastery Mat, which is more expensive than even Lululemon’s The Mat (RM318).

Well, the team believes that beyond community, it comes down to the product. 

Wolo Yoga’s mats are made with vegan leather for the top layer to enhance grippiness, while the bottom is made with 100% natural rubber, which is dense and has anti-slip properties. The natural rubber used is SGS-certified to be non-toxic.

“Our yoga mats are suitable for everyday practitioners,” Dean said. “Yes, lots of our customers are instructors and serious yoga practitioners. However, people always get surprised after trying our yoga mats. It helps to level-up their practices so much.”

That might be why when it comes to Malaysian brands, Wolo Yoga is one of few. 

A sustainable practice 

Growing Wolo Yoga has been a slow and steady journey for the team of three. They took on a cautious approach, operating the business in a lean and careful manner. 

Dean reiterated, “In the first few years, we didn’t quit our jobs, and we didn’t get a salary out of Wolo Yoga.”

Starting out, the trio invested less than RM1,000 to set up their website and run ads. Their first inventory order was placed using the revenue from the pre-order launch. 

It was some time later when they decided to take the business seriously that they invested another RM25,000 of their own savings. 

But the business has since become profitable. To date since their launch, they have raked in RM450,000 in revenue, with the last 12 months accounting for RM230,000.

However, the only full-time employee currently is Jenn. “We will need to scale it even further to grow our operation,” Dean said. 

Growing the business entails running more offline events and expanding the product line into more yoga accessories and possibly even Pilates products. 

Beyond being sustainable financially, though, the business is sustainable environmentally. As such, they aim to become a certified B-Corp business. 

“It’s a global standard that keeps businesses with strict sustainability measures in terms of environmental and social impact,” Dean explained. “We’ve been planting a tree for every mat sold and paying carbon projects to offset customer deliveries since the beginning. However, we want to explore what more we can do.”

Four years in, Wolo Yoga isn’t just coasting—it has plenty more it wants to achieve. However, the team understands that things won’t be perfect. In fact, Dean believes you can’t plan for things to be perfect. 

“Lots of what we do are experiments. We create a hypothesis and test it. Things don’t always turn out perfectly so we don’t fantasise about the best case scenarios,” he pointed out.

Thankfully, it seems like Wolo Yoga has been an experiment that has worked out positively for the trio. 

• Learn more about Wolo Yoga here.
• Read other articles we’ve written about Malaysian startups here.

Also Read: Not just a fad: How this entrepreneur plans to seriously grow Malaysia’s pickleball scene

Featured Image Credit: Wolo Yoga

Jobseekers in S’pore to receive up to S$6,000 payout over 6 months, but here’s the catch

In Parliament today (March 7), Senior Minister of State for Manpower Koh Poh Koon provided an update on the SkillsFuture Jobseeker Support (JS) scheme, which was first announced by Prime Minister Lawrence Wong at the National Day Rally last year.

Retrenched workers seeking financial support under this scheme must participate in job search activities in order to receive payouts up to S$6,000 over six months.

The scheme targets lower- and middle-income workers, with the government setting aside more than S$200 million for the scheme.

How the scheme works

According to Dr Koh, the JS scheme provides a “simple and easy” framework to guide jobseekers on concrete steps to take towards employment.

Jobseekers can qualify to receive their first payout by updating their resumes online, attending a career fair, using CareersFinder on the MyCareersFuture portal and going for career coaching.

For the second month, they can qualify by reading two employment-related online articles, attending an employment-related workshop, submitting four job applications and attending a training course.

From the fourth to the sixth month, jobseekers can continue to receive payouts by submitting five job applications each month.

Involuntarily unemployed individuals can also visit WSG and NTUC-e2i’s centres island-wide for support in their job search.

“The key is providing jobseekers with financial assistance, complemented by a robust ecosystem of training and employment facilitation support,” said Dr Koh.

“This way, we can strengthen our workers’ career health and their longer-term prospects, and help them to rebuild their confidence to pursue better jobs and make bolder career moves,” he added.

Who can apply?

According to Workforce Singapore (WSG), individuals have to meet these criteria to be eligible for the JS scheme:

• Singapore Citizens aged 21 and above (applications open starting April 2025)
• Permanent Residents aged 21 and above (applications open starting the first quarter of 2026).
• Earned an average monthly income of S$5,000 or less in the last 12 months, excluding employer CPF contributions
• Was previously employed in Singapore for at least six months in the past 12 months
• Became unemployed due to involuntary reasons such as retrenchment, cessation of business, dismissals or termination due to illness, injury or accident
• Reside in properties in Singapore with an annual value of S$31,000 or less.
• Has not received a payout from this scheme in the past three years

Over 60,000 people are expected to be eligible for the scheme per year, accounting for more than 60% of those involuntarily unemployed.

More information on the application process will be released in mid-April 2025 when the scheme is launched by Workforce Singapore (WSG).

Similar support schemes

Dr Koh emphasised that the JS scheme should not be viewed in isolation, as there are various other schemes in place to provide financial support for undergoing “substantial reskilling or experiencing financial hardships”.

For example, an individual can receive up to S$21,000, which includes S$15,000 in training allowances and S$6,000 in JS scheme payouts over six months, if they apply for both the JS scheme and the SkillsFuture Level-up Programme while undergoing long-term training and job searching.

Those facing financial difficulties may also receive additional social assistance from ComCare.

• Read more about the articles we’ve written about Singapore affairs here.

Also Read: Singapore’s highest-growth jobs in 2025: MOE lists 146 roles, 57 pay from S$6,000 to S$15,000

Feature Image Credit: August Phunitiphat/ Shutterstock

S’pore expands flexi-work support, firms can get up to S$7.5K for reskilling part-timers

COVID-19 has long passed, however, an increasing number of companies in Singapore continue to offer flexible work arrangements.

In a Parliament update on March 7, Minister of State for Manpower Gan Siow Huang said that the proportion of firms providing flexible work arrangements rose from 68.1% in 2023 to 72.7% in 2024.

Recognising flexible work arrangements as a key enabler for women and caregivers in managing their roles and pursuing their career aspirations, the government is strengthening support through workforce reskilling initiatives.

Ms Gan revealed enhancements to the Career Conversion Programmes (CCPs), extending support to mid-career new hires and existing employees in flexi-load roles, including part-timers, from April 1, 2025.

The CCPs currently offer salary support to employers who reskill mid-career new hires or existing employees for growth job roles across 30 sectors, including financial services, retail, built environment, and information and communications. However, the programmes have been limited to full-time roles.

With these enhancements, employers can now leverage the CCPs and access funding of up to 90% of an employee’s salary during training, capped at S$7,500 (US$5,620) per month, to reskill individuals into growth roles, including part-time positions.

Employers interested in signing up can register on the Workforce Singapore website.

Other measures for support

Previously, the government has introduced other measures, such as the Tripartite Guidelines on Flexible Work Arrangement Requests (launched in April 2024), to support those seeking flexible work arrangements.

The guidelines, which took effect on December 1, 2024, outline the process for employees to formally request such arrangements and establish the expectations for employers in considering and responding to such requests. 

When it comes to strengthening fair workplaces, Ms Gan also highlighted the Workplace Fairness Bill, which was passed earlier this year.

The legislation will provide a layer of protection against discrimination, making it unlawful for employers to make employment decisions—such as hiring, firing, and performance appraisals—based on five key characteristics, including race, age and nationality.

In addition, Manpower Minister Tan See Leng also commented on improving human resource (HR) practices in his speech yesterday (March 6). He shared that a Tripartite Workgroup on Human Capital Capability Development will be launched to raise HR standards and professionals’ capabilities.

The work group will find ways to strengthen HR practices, introduce national standards and help companies maximise the potential of their workforce and support business growth.

• Read other articles we’ve written on Singapore’s current affairs here.

Also Read: Will the new FWA guidelines truly support employees? Here’s our analysis and why we think so

Featured Image Credit: Shadow of light / Shutterstock