SEA of Startups

Decoding the Pulse of Founders, Capital & Conviction in Southeast Asia.

🎙 SEA of Startups Decoding the pulse of founders, capital, and conviction in Southeast Asia. This isn’t another “startup success” show — it’s the real conversation behind what actually works (and what doesn’t) when you’re building, funding, or navigating the region’s wild, ambitious ecosystem. From Singapore’s capital corridors to Jakarta’s chaos, Manila’s energy to Ho Chi Minh’s grit — we unpack how ambition, culture, and capital collide. Expect deep dives into founder psychology, venture strategy, and the unspoken truths shaping Southeast Asia’s next decade. Hosted by Kim Yeoh and Kevin Brockland, it’s where strategy meets psychology — a mirror to the builders and believers shaping Southeast Asia. Part strategy, part soul — unfiltered, intelligent, and entirely real. seaofstartups.substack.com

  1. EP 29 - Chatbots to Agents and where Liability Lands

    1d ago

    EP 29 - Chatbots to Agents and where Liability Lands

    I hopped into a taxi in Bangkok last week and the driver, a man north of fifty, spent the ride telling me what he was building with AI. Not complaining about the economy. Not asking where I was from. Telling me about his project. I’ve been turning that over ever since, because it isn’t an isolated thing. For weeks now I’ve been scanning event listings in whatever city I land in, and the pattern is hard to miss. It isn’t pitch nights anymore. It isn’t another fireside with a fund manager. It’s vibe coding meetups, agentic AI sessions, AI trainings. Paid attendance, no walk-ins, speakers who’ve shipped real apps. KL has them. Singapore has them. Bangkok and Manila have them. Go on Lu.ma or Eventbrite right now and there’s probably one happening in your city this week, maybe two. I know this firsthand because I run some of them. I host AI salon events in Bangkok, and I’ve watched the rooms change. So while the rest of the startup world argues about whether funding is back, looking at numbers that are frankly pretty dismal, there’s this whole other thing happening in cafes and malls across Southeast Asia. Regular people are learning to build software by talking to a machine. Why I trust this one I dismiss most AI hype on reflex. My feed is littered with slop, articles that read like they were generated by the thing they’re describing, people calling everything the future. I scroll past it. This is different, and the reason is simple. People are paying to show up. And it’s a different crowd than I’m used to seeing at startup events. University students and fresh grads who can see the job market tightening and are choosing to get ahead of the curve instead of waiting it out. Founders who can’t afford a dev team. Marketers. People with an idea and no technical co-founder, who a year ago would have been stuck with that idea trapped in their head, never seeing daylight. This is the no-code, low-code movement, upgraded and supercharged into the current AI era. The category has a name now: “vibe coding”. I’m not a fan of the term, all that talk of vibes and feel grates on me, but it’s the vernacular, so I’ll use it. You describe what you want in plain language and the AI writes the code. That’s the whole thing. I do it myself. I’ve used AI coding to replace most of our software stack. Thinking back to the friction of a couple of years ago versus how good this is now, and then projecting forward to how good it’ll be as the models keep improving, is genuinely one of the more interesting arcs I’ve lived through as an operator. From apps to agents, which is where it gets serious Building an app is one thing. The next rung up the ladder is building an agent, and agents are a different animal. Most people, once you get out of the tech bubble, still picture a chatbot. You type, it types back. You ask, it answers. A better Google. That’s generation. It makes text, images, words. An agent acts. It doesn’t tell you how to clear your inbox, it clears your inbox. It books the meeting. It sends the email. It runs commands on your machine. It talks to other software and gets things done with barely any input from you. That’s the entire ballgame for risk. A chatbot needs a human to type every prompt. Every harm one causes still started with a person asking for it. An agent can plan, decide, and act on its own initiative. It can cause harm nobody asked for. I want to be clear that I’m bullish on this. Hugely. But being bullish and being measured aren’t opposites, and the risk side of this deserves honest airtime. Two examples everyone in the open-source world is talking about. The first is the lobster: OpenClaw. It went viral the moment it dropped. It connects an AI model to your messaging apps and acts on your behalf, books things, browses, runs commands, manages your house. People pulled their old Mac minis out of drawers to run it. Apple caught the wave and nudged the price up. It is not a Southeast Asian product, and we should be honest about that. It went viral hardest in China, which has been well ahead on the open-source movement. Southeast Asia needs to kick into gear as a fast follower, even when we’re not the origin. The second is Hermes, out of a US research lab a few months back. What makes it different is memory. It lives on your own server, runs all the time, and gets better the longer you use it. It remembers what you told it last Tuesday. It writes down how it solved a problem so it never starts from scratch again. By this month it was the most-used agent out there by some measures, hundreds of billions of requests a day, hundreds of thousands of developers piling in within three months. Here’s the part that should make you pause. Three separate security audits this year found malicious code hiding in the add-on skills people share for these agents. Think about what that means. An autonomous thing, running constantly, on your own machine, with access to your messages and files and maybe your ability to spend money, pulling new abilities from a community marketplace that’s already been found to contain things designed to hurt you. That isn’t a future problem. It’s a this-year problem, and it’s happening on hardware people own, in their homes, outside any IT department or compliance check. A friend who’s far sharper than me on this put it well. Permissioning an agent is like onboarding a new intern. You give them enough access to act, but not enough to break things. If humans are entities of action, we have to treat agents as entities of action too, with the same scoping and the same limits. The catch is that getting that right still takes real technical skill, and most of the people downloading the lobster don’t have it. So who’s writing the rules Surely someone’s regulating this. Here’s where it actually stands, and the answer is more interesting than “nobody is.” Three big global players, three different postures. The US is actively deregulating to keep its lead, tearing up the old safety rules and trying to stop its own states from making their own. The posture is get out of the way, though there was an executive order floated recently that would have made new models notify the government before public release, something closer to how the FDA approves a drug. It got paused, not signed. We’ll see. Europe, true to reputation, has the most serious regime, and just this month agreed to delay the hardest parts, the high-risk rules, by over a year. Competitiveness pressure. So even the strictest regulator in the world is loosening its grip right as agents arrive. And China is the strictest in practice and the only one already acting on agents specifically, real enforcement, thousands of non-compliant services shut down. Telling, the country where everyone installed the lobster also told its own government agencies and state banks not to put it on work devices. The adoption champion got nervous about its own craze. Even the deregulating US quietly started building standards for autonomous agents. So nobody actually thinks this is fine. Everyone sees the gap. They’re just moving at wildly different speeds. Southeast Asia is that same story compressed into one region, running at three speeds. Vietnam, maybe not who you’d guess, has the only real binding AI law here, passed late last year, enforced since Q1, risk-based with actual prohibited uses. It tracks, given how much of the region’s developer talent sits there. Singapore did something very Singapore: the world’s first governance framework built specifically for agentic AI, detailed and thoughtful, and deliberately voluntary. No teeth. The bet is give industry sophisticated guidance, remind everyone they’re still liable when their agent screws up, and keep the innovation onshore. They’ve already refreshed it with case studies from the likes of OCBC, Tencent and Workday. A living document, which is the right call given the pace. And then Malaysia, where I’m based, sitting on one of the most aggressive agent rollouts in the region, with its actual rules still in draft. Not here yet. Here’s the whole thing in one line. Everyone, globally and right here at home, is regulating the last war. The last war was chatbots generating bad content, the stuff you can ban after it spreads. We saw it when Indonesia, Malaysia and the Philippines banned Grok over deepfakes, including images of children. Three countries, fast, coordinated, and fully deserved. But that’s the model: react after the harm, fold quickly. And every one of those images still needed a human to type the prompt. The next war is agents taking bad actions on their own, because the black box decided that was the thing to do. That war is already shipping. Through anonymous downloads, onto personal machines, learned at meetups across the region, in a place where exactly one country has even a voluntary framework and the country with the biggest rollout is still drafting. We’re banning the thing that needs a human to ask. We haven’t started on the thing that doesn’t. What I keep coming back to I’ll be honest, I don’t have a clean answer. Part of why I raised this is that it was a quiet news week. But the bigger part is that I can’t stop noticing the trend, and I doubt I’m alone. If you’re a CISO or a CTO or sitting in a compliance function, you’re already living this, because the whole enterprise is integrating more automation and more agents by the month, and the risk side is going to drag a regulatory environment into the room whether we invite it or not. It always does, the moment a technology touches enough of society. So it’s worth thinking now about what that reaction is likely to look like, instead of being surprised by it. But I keep coming back to those meetups. To the rooms full of people building. Because that’s the real story, and it isn’t happening in a lab or a boardroom. It’s happe

    37 min
  2. Ep. 28 - The Philippines Just Drew a Line With Washington. Malaysia Just Rewrote Its IPO Rules. And the Whole Region Is Doing Something Nobody Is Tracking as One Story.

    May 20

    Ep. 28 - The Philippines Just Drew a Line With Washington. Malaysia Just Rewrote Its IPO Rules. And the Whole Region Is Doing Something Nobody Is Tracking as One Story.

    Two stories from Southeast Asia this week, and almost nobody connected them. The Philippines unveiled the marker for the Pax Silica industrial hub in New Clark City. Twenty plus companies expressed interest. A dozen are billion-dollar US firms. And on the same day, Manila publicly rejected the US request for diplomatic immunity and US legal jurisdiction over the zone. The hub will operate under Philippine law. Malaysia rewrote the rules of how startups go public on Bursa. VC firms can act as listing agents. Retail investors can participate for the first time. A real funding escalator from regulated crowdfunding to LEAP Market to ACE Market. But the Malaysia story is part of something bigger. Singapore signed an SGX-Nasdaq dual listing bridge last November. The ASEAN-6 signed a cross-border depository receipts MOU in December 2024. Indonesia is tightening listing rules to chase quality. The whole region is rebuilding its public markets for venture-backed companies at the same time, and almost no one is tracking it as one story. This episode walks through the two races happening in Southeast Asia right now. The industrial race for the AI economy, and the capital markets race for venture-backed exits. Each country is making different bets. Each country is solving for a different segment. Where you build matters now in a way it didn't five years ago. I'm bullish on the Philippines. But the country has a gap on the capital markets side, and closing that gap is the work of the next two years. Real. Raw. Relatable. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit seaofstartups.substack.com

    38 min
  3. Ep. 27 - Strip Out One Deal and SEA Raised $800M. A Chip Stock Just Got 95x Oversubscribed. And OpenAI Spent $4 Billion Admitting AI Is Hard to Deploy.

    May 13

    Ep. 27 - Strip Out One Deal and SEA Raised $800M. A Chip Stock Just Got 95x Oversubscribed. And OpenAI Spent $4 Billion Admitting AI Is Hard to Deploy.

    There’s a version of this week that looks like a good week for Southeast Asia’s startup ecosystem. The Q1 2026 funding report shows the highest quarterly capital raised since late 2022. Malaysia’s hottest IPO in sixteen years prices and lists next week. OpenAI and Anthropic both announce major new enterprise offerings backed by some of the biggest names in global private capital. Here’s the version where you actually read the numbers. One data centre deal accounts for over 70% of the quarterly funding total. The chip company getting 95 times oversubscribed has three-quarters of its revenue coming from China and a tax exemption that expired eight months ago and hasn’t been renewed. And the AI labs building $4 billion services arms are, if you read what they’re actually saying, admitting that their models are not easy to deploy in the real world. Three stories. Let’s take them properly. * * * The Real Q1 2026 Funding Number DealStreetAsia dropped their Q1 2026 Southeast Asia funding report this week. It’s making the rounds. The headline: $2.81 billion raised, the highest quarterly total since Q4 2022. One deal, DayOne, a Singapore-based data centre operator, raised $2 billion in a Series C. I’ll put a mild caveat on that: this is a data centre, not technically a startup, and it was spun off from an existing entity. It’s in the numbers because it carries a Series C label. That’s fine. But it’s worth knowing what you’re looking at. Strip it out. You have just under 100 deals and under $800 million combined. The lowest quarterly deal count in at least eight years. That’s the actual funding market founders in this region are navigating right now. Not the headline. The actual market. On the Singapore Number The report shows Singapore capturing 91.5% of total capital. I’m honestly always a little skeptical of that figure in isolation, and here’s why. Singapore is the home of the holdco. If you’re a founder in Malaysia or Indonesia or Vietnam trying to raise international capital, you’re not going to stay registered in your home jurisdiction. You’re going to put a holding company in Singapore, because the legal and regulatory environment is cleaner, because international investors are more comfortable with it, because that’s just how it’s done. Your operating company may still be fully onshore in your home market. So some portion of what gets reported as “Singapore funding” is actually capital going into companies operating across the region, just routed through a Singapore holdco. How much? Hard to know. But it’s worth holding that nuance when you see the 91.5% figure. What it definitely does tell you is that the Singapore jurisdiction matters, for capital access, for legal infrastructure, for institutional credibility. That part is real regardless of the holdco effect. Malaysia: Signal or Noise? The report calls out Malaysia as a bright spot, ranking second in Southeast Asia by deal volume for the first time. Eighteen deals, the highest quarterly count since Q3 2024. I’m active in the Malaysian ecosystem. My honest read: take this with some salt. When you dig into what drove the number, a meaningful portion came from small cheques through a single accelerator programme. That’s not nothing, but it’s not the same as organic deal activity across the ecosystem. I don’t want to be the one pouring cold water on every green shoot, and I’m not saying the Malaysian ecosystem isn’t moving. But there’s a difference between an ecosystem inflection and a batch of accelerator cheques inflating a quarterly number. We’ll know more by Q3. Where the Money Is Actually Going If you’re a founder asking where capital is flowing: AI. Specifically agentic AI, automation of workflows, tasks that execute with limited human oversight. Not chatbots. Actual agents doing actual work. AI and ML deals came in second by volume in Q1 with thirteen transactions. The biggest was Amity’s $100 million Series D. Worth noting: Amity has a long-standing relationship with CP Group, one of Thailand’s largest conglomerates, which is the lead investor. That context matters for how you read the round. It doesn’t diminish the achievement, it’s still a strong signal of appetite in the space, but it’s worth knowing. The message for founders: if you’re building real enterprise automation, real measurable productivity gains, there is capital. Not a lot. But it exists and it’s consistent. The Quiet Problem Nobody Names There’s something that doesn’t get said clearly in this ecosystem, so let me say it. There is a growing number of zombie companies across Southeast Asia. Not failed companies, companies that can’t raise new capital, can’t grow meaningfully, but won’t die. They exist in a kind of operational limbo. Technically alive. Burning slowly. Part of what sustains this is that down-rounds almost never happen here. The funds across the region are still relatively young. The LP relationships are new. Nobody wants to be the one writing a markdown into their portfolio, having that conversation, taking that medicine. So instead, they hold the valuation flat, keep the paper TVPI looking reasonable, and wait. You can talk about your book value multiple all you want. If the company can’t raise and can’t grow, the number isn’t real. The downstream problem: there are cases where this dynamic is actually blocking deals. An investor who doesn’t want to see a down-round may resist a transaction that would otherwise be good for the company, because accepting it means acknowledging the valuation they’ve been carrying is wrong. Sometimes you have to take one step back to take two steps forward. That’s not a comfortable thing to do. But it’s more honest than pretending nothing is wrong until there are no options left. * * * SkyeChip and Malaysia’s Chip Moment I want to start this one with genuine enthusiasm, because it deserves it. SkyeChip Bhd lists on Bursa Malaysia’s Main Market on May 20th. The public tranche closed 95 times oversubscribed. Total retail demand hit RM 3.04 billion. The largest retail subscription in Malaysia since Petronas Chemicals in 2010, sixteen years ago. The whole AI and chip investment wave has been impossible to ignore. NVIDIA’s share price trajectory. The compute boom. The data centre buildout. And now, emerging from Penang, a Malaysian company that sits right in the middle of that stack. That’s a big deal for this ecosystem. Upfront caveat: I’m not a semiconductor expert. What follows is based on my research into the prospectus and what’s been circulating in the analyst and retail investor community. Take it in that spirit. What SkyeChip Actually Does Malaysia’s semiconductor sector has historically been dominated by the back end: assembly, testing, packaging. Important work. But it’s the low-margin end of the chain. The government has pushed for years, through NIMP 2030, through IC design parks in Selangor and Penang, through various national initiatives, to move the industry up the value chain into front-end design. SkyeChip is the poster child for that ambition. It’s a fabless IC design company, it doesn’t manufacture chips, it designs silicon intellectual property. Reusable building blocks that chip makers integrate into their own products. Think of it this way: TSMC makes the chips, NVIDIA designs what goes on them. SkyeChip is not saying they service either of those companies, but the analogy holds, they sell the blueprints for specific components that go inside chips. Their flagship IP is HBM3E: high-bandwidth memory interface technology, the memory architecture inside the AI accelerators that run the large language models powering frontier AI. That’s the tie-in to the chip craze. And it’s why the hype is real. This isn’t fabricated. The technology is real. The National Story The government is leaning in hard, and in this case the support is substantive not just rhetorical. SkyeChip gets access to Arm Holdings design tokens through Malaysia’s Silicon Vision initiative, a national licensing arrangement that gives Malaysian companies access to Arm’s IP architecture. That’s a genuine strategic asset, not a marketing line. The Deputy Minister attended the prospectus launch and talked about SkyeChip potentially reaching the level of Broadcom. Broadcom is a $700 billion company. SkyeChip is listing at RM 1.6 billion. The ambition is clear. The road is long. But what matters is that this company is creating a visible proof point, that a Malaysian IC design house can be built, can reach a meaningful scale, can list on the main market, and can attract global attention. The next founder who wants to build something like this now has an example. That matters for the ecosystem in ways that go beyond the specific valuation. The Numbers Worth Noting Revenue more than doubled over two years. Profit margins around 30%. Analysts projecting roughly 31% earnings CAGR over three years, with the most bullish target price close to double the IPO price of RM 0.88. The business model, IP licensing, is a proven high-margin, scalable model. Arm, Cadence, Synopsys. These are multi-billion dollar businesses built exactly this way: create the IP once, license it repeatedly. SkyeChip isn’t reinventing the model. It’s executing on it with new IP in a hot category. The Risks That Deserve Honest Attention China Revenue and US Export Controls For the seven months ending October 2025, China accounted for 73.3% of revenue. Almost three-quarters of the company’s most recent revenue came from Chinese fabless IC companies selling advanced HPC and AI chips. The prospectus explicitly acknowledges that if any of their customers are added to the US Entity List, supply must be suspended. None are listed today, but today is a snapshot, not a guarantee. The company is also planning to open US offices, which creates a real balancing act between se

    38 min
  4. May 7

    Four Stories That Explain Southeast Asia Right Now

    This week’s episode is a news episode. No guests. Just four stories that I think every founder, investor, and operator in Southeast Asia should be paying attention to right now. Here’s what we cover, and why each one matters. 1. China forced Meta to unwind a completed acquisition. Mid-honeymoon. In December, Meta acquired Manus — the AI agent startup that went viral in 2025 as China’s answer to deep research tools. The deal closed. Manus’s website was already saying it was part of Meta. On April 28th, Beijing’s NDRC told both parties to reverse it. The Singapore-washing playbook — where Chinese founders restructure as Singapore entities to access US capital — is now provably dead. Beijing just proved it can reach into a completed acquisition, across jurisdictions, and pull the plug. But the surface story is not the interesting story. The interesting story is the mechanics of what an “unwind” actually looks like. Money has already flowed through to investors and their LPs. Engineers have been working inside Meta for weeks. Knowledge transfer has happened. How do you reverse that? And then there’s the Meta question. Did they make a mistake — or did they knowingly race the regulator, betting that if they got the technology embedded before enforcement could land, a slow unwind would be better than no acquisition? Their public statement — “the transaction complied fully with applicable law, we anticipate an appropriate resolution” — says absolutely nothing. Which might be exactly the point. Singapore has been conspicuously silent throughout all of this. What that silence costs them is a conversation the episode goes deeper on. 2. eFishery. Nine years. And it still doesn’t feel like enough. Gibran Huzaifah was sentenced to nine years on April 29th. Two other former executives received nine and seven years respectively. The numbers, if you haven’t heard them: the company told investors it generated $752 million in revenue from January to September 2024. Actual revenue was $157 million. They reported a $16 million profit. The actual result was a $35 million loss. SoftBank. Temasek. KWAP — Malaysia’s civil servant pension fund. All recovering less than ten cents on the dollar. But this episode is not a crime recap. The eFishery story is a prompt for a harder question about what kind of ecosystem we’re building here. Fraud exists on a spectrum. At one end: criminal fabrication at scale. At the other: things that happen every week across the region that would never see a courtroom — vanity metrics dressed as traction, pilots treated as revenue, LOIs presented as signed contracts. None of that is eFishery. But it is on the same continuum. And it is not only founders. Investors do it too. The reason this matters beyond the immediate case is economic. In a high-uncertainty market like Southeast Asia, trust is the operating system. When it erodes — when every investor assumes every founder is telling the most optimistic version of the truth — the whole system gets more expensive. More friction. More time on verification. Fewer deals done. A high-integrity environment is a high-output environment. The ecosystem gets the standards it is willing to enforce. 3. Indonesia capped ride-hailing commissions at 8%. GoTo just posted its first-ever profit. Congratulations. On May 1st — International Workers’ Day, timing very much intentional — President Prabowo signed a regulation capping the maximum commission ride-hailing platforms can take from drivers at 8%. Down from 20%. Drivers now get a minimum of 92% of every fare. GoTo shares dropped nearly 6% on the news. Analysts estimated the ride-hailing segment accounted for roughly 48% of GoTo’s EBITDA. Grab, which derives about 20% of its total EBITDA from Indonesia, is also in the firing line. Both companies will either raise fares, eat the margin hit, or some combination of both. None of those options is clean. Here is the part that might be unpopular in a room full of investors: Prabowo is not entirely wrong. Indonesia has around four million ride-hailing drivers. The platform without the driver is just an app with nowhere to go. The economics for drivers have been genuinely rough. The system was designed to extract maximum value from a class of workers with very little negotiating power. The underlying question — how do we ensure the people who actually do the work get a fair share of what they create — is legitimate. If platforms do not answer it voluntarily, governments will answer it for them. The risk, of course, is that fares go up, volumes drop, and drivers end up worse off than before. That is the irony of heavy-handed regulation. But that is a problem for GoTo and Grab to solve. They had the data. They should have got ahead of this before a president had to sign a decree on Workers’ Day. 4. Malaysia is building gas plants to power AI data centres. The energy transition did not plan for this. This week, a Melaka-based company called DPS Resources — until recently primarily a furniture and property developer — announced it signed an MOU with an Alibaba affiliate to explore building a $1.1 billion AGI data centre in Melaka. 150 to 180 megawatts. DPS provides the land, the power, the infrastructure. Alibaba’s entity handles operations and brings the computing demand. This deal is not an anomaly. It is a perfect emblem of what is happening across Malaysia right now. Everyone wants a piece of the data centre gold rush. The question not being asked loudly enough is whether Malaysia actually has the power to sustain it. TNB’s pipeline is 7,500MW across 56 data centre projects. Current actual load from those facilities: 850MW. The draw-down is coming as facilities rack up through 2026. At the same time, 6,400MW of coal-fired generation is scheduled for retirement between 2029 and 2031. To cover those retirements and meet rising demand, Malaysia needs roughly 12,000MW of new generation by 2031. Right now, the Energy Commission has an open tender — NewGen26 — for new gas-fired generation to plug that gap. Bids close July 1st. Eight weeks away. This is Malaysia racing to build baseload capacity before the demand wall hits. The fact that it is gas, not solar, tells you everything about the timeline pressure. The Iran conflict makes this personal. TNB’s Automatic Fuel Adjustment mechanism means global oil and gas price spikes feed directly into Malaysian electricity bills within 30 days. Data centres in Johor were approved on the premise of cheap, stable Malaysian electricity. That premise is now under pressure from a war on the other side of the world. The deeper question is who actually benefits from this boom. DPS provides the land and the power. Alibaba keeps the data, the models, and the IP. Research consistently shows data centres create the lowest number of jobs per square foot of any major facility type. Thousands of construction roles during the build, then roughly 200 operational staff when running. Malaysia is providing the real estate, the utilities, and the environmental cost. The hyperscalers are keeping the value. That is not a reason to stop. But it is a reason to be far more deliberate about what we are trading and what we are getting in return. Watch the episode Four stories. One theme running underneath all of them: the rules are being rewritten. Who controls AI. Who controls capital flows. Who gets a fair share of the value created. Who owns the infrastructure the future runs on. These are not settled questions. They are live negotiations — between governments, between companies, between regions. Southeast Asia is not a passive observer in any of this. [Watch / listen to the full episode → link] SEA of Startups is a podcast for founders, investors, and operators building in Southeast Asia. Real. Raw. Relatable. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit seaofstartups.substack.com

    40 min
  5. Four people are flying around the moon right now.

    Apr 9

    Four people are flying around the moon right now.

    Episode Title: The New Space Age Is Actually Here | Artemis II, SpaceX IPO & The Rise of Orbital Infrastructure Episode Summary Right now, four humans are flying around the moon. Not in a simulation. Not in a film. For real. Kevin uses the launch of Artemis II on April 1, 2026 as the jumping-off point for a deep dive into the most consequential shift in space exploration since the Apollo era — and why this time, it's not just governments leading the charge. From SpaceX's against-all-odds origin story to the trillion-dollar IPO that just rocked public markets, this episode charts how the economics of space fundamentally changed, what that means for a new generation of startups, and whether the science fiction stories we grew up watching are finally, actually, coming true. What We Cover Artemis II — Who's on board, what they're testing, and why this 10-day lunar flyby matters beyond the symbolism The cost collapse — How SpaceX drove launch costs from $10,000–$20,000/kg down to under $2,000/kg (and potentially below $100 with Starship) The space economy by the numbers — $8B+ raised in 2025 alone, 154% YoY growth, 35,000+ companies globally, a projected $1T market by 2033 Startups reshaping the supply chain — Rocket Lab, Apex, Hadrian, The Exploration Company, and the infrastructure plays most people aren't watching Earth observation goes commercial — How Planet Labs and others turned satellite data into a sovereign government revenue model The SpaceX IPO — Filed confidentially the same day as Artemis II, targeting a June NASDAQ listing at a reported $1.5–2T+ valuation (potentially the largest IPO in history) Starlink's numbers — 10M subscribers, $10B revenue in 2025, projected $24B by end of 2026, and what direct-to-cell really means Orbital data centers — Star Cloud's H100 GPU satellite, Google's Project Suncatcher, Blue Origin's TeraWave, and why AI's energy problem might get solved in orbit The moon as infrastructure — Lunar ice mining, the South Pole fuel depot play, and Lone Star Data Holdings building a data center on the lunar surface The sci-fi question — Are the stories we grew up with finally coming true? Key Numbers StatFigureSpace tech funding raised in 2025$8B+YoY growth in space funding154%Projected space market by 2033~$1 trillionNew employees added in the past year~200,000Cost to orbit in the 1990s$10,000–$20,000/kgCost to orbit today (Falcon 9)Under $2,000/kgStarlink subscribers (end of 2025)10 millionStarlink revenue 2025$10BSpaceX IPO reported valuation$1.5–2T+Star Cloud Series A valuation$1.1B (18 months old) Companies & Missions Mentioned SpaceX · Artemis II / NASA · Rocket Lab · Planet Labs · Apex · Hadrian · The Exploration Company · Star Cloud · Lone Star Data Holdings · Blue Origin (TeraWave) · Google (Project Suncatcher) · xAI · Starlink People Mentioned Reed Wiseman — Artemis II Commander Victor Glover — Artemis II Pilot; first Black person to travel to the moon Christina Koch — First woman to travel to the moon Jeremy Hansen — First Canadian to travel this far from Earth Jared Isaacman — NASA Administrator Elon Musk — SpaceX / xAI / X Chad Anderson — Founder, Space Capital Quotes Worth Sharing "SpaceX didn't just build a business. It rewrote what was possible." "The interplanetary story is no longer confined to Elon Musk's conference slide decks. It's in regulatory filings. It's in rocket test programs. It's in the hiring plans of hundreds of companies." "The gap between what the stories promised and what actually happened at times felt like a wound. But now I look at what's actually happening and I find myself genuinely surprised." Follow the Show 🎙️ SEA of Startups — Real. Raw. Relatable. YouTube | TikTok | Instagram This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit seaofstartups.substack.com

    32 min
  6. AI-First Starts Inside: What Tiwa York Actually Said (And Why It Should Worry You)

    Mar 26

    AI-First Starts Inside: What Tiwa York Actually Said (And Why It Should Worry You)

    Most AI content gives you a framework. Tiwa York gives you a verdict. The founder who built Kaidee to 35 million users and guided it to a successful exit sat down with SEA of Startups and said what most operators are afraid to say out loud: your team is probably performing AI adoption, not doing it. And the longer you stay there, the harder it gets to move. Here’s what he actually said — the numbers, the examples, the provocations. The 5 Levels of AI Maturity (And Why 1.5 Is a Trap) Tiwa’s framework runs from 0 to 4. Most conversations stop at listing the levels. The more important conversation is why so many companies get stuck halfway through Level 1. Level 0 — Unaware: No AI tools in use. Working like it’s 2019. Level 1 — Curious: ChatGPT is bookmarked. It gets used for emails and translation. Actual work output: unchanged. Level 1.5 — The Trap: This is where Tiwa spends most of his time on stage. A few people are experimenting. Strategy decks mention AI. But workflows, decisions, and output haven’t moved. He calls this adoption theater — and it’s where the majority of SEA companies currently sit. Level 2 — Active: AI is genuinely built into daily work. Measurable productivity gains of 25–50%. Level 3 — Integrated: Multiple AI tools connected in smooth workflows. The data analyst goes from one report a week to one a day. The PM tests ideas overnight with simulated customers. 2–3x productivity — and completely redesigned ways of working. Level 4 — Transformative: Creating value streams that simply didn’t exist before. Tiwa estimates this is roughly 2% of the global workforce today. The goal isn’t to inch from 1.5 to 2. It’s to move from 1.5 to 3, and then to 4. Anything less is rearranging deck chairs. The Mental Model That Changes Everything Tiwa’s most useful reframe isn’t a framework — it’s a metaphor. Think of AI as the most capable but most forgetful intern you’ve ever hired. It can do almost anything better than any employee on your team. But the moment it leaves a conversation, it remembers nothing. Zero context. Starting from scratch. This metaphor matters because it tells you exactly what your job is: you’re not a user of AI. You’re a systems designer for AI. Your task is building the handoff infrastructure — the context-carrying mechanisms, the memory systems, the structured prompts — that prevent that amnesia from killing your output quality. Tiwa draws a direct parallel to the Toyota Production System. You’re not optimising one conversation. You’re building a manufacturing process for intelligence, with daily standups, continuous improvement loops, and institutional memory that compounds over time. Most companies treat AI like a vending machine. High performers treat it like a factory floor. The Numbers That Should Stop You Mid-Sentence If you think the efficiency gap between good and great AI usage is somewhere between 20–30%, Tiwa has a number for you. The difference between a 30% productivity gain and a 300x productivity gain isn’t the model you’re using. It’s how you’re using it. That’s not a typo. 300x. The delta between someone using AI as a faster search engine and someone who has built genuine fluency — with context management, iteration discipline, and system-level thinking — is not incremental. It’s categorical. On token economics specifically, Kevin cited Jensen Huang’s framing directly: a developer earning $500K annually should be spending roughly $250K a year in AI tokens. That’s the ratio of a high-performance AI-native engineer. For context: serious power users are already spending $500+/month on tokens. Some AI-native startups are at $1,000 per person per day. If your developers aren’t asking for AI budget, Tiwa’s take is unambiguous: that’s a performance issue. The Hiring Freeze Argument (And Why It’s Not Crazy) The most provocative position Tiwa took in the recording: Freeze all hiring until your AI implementation is complete. The reasoning is mathematical. Communication pathways explode non-linearly with headcount: * 5 people → 10 pathways * 10 people → 45 pathways * 20 people → 190 pathways Every person you add before you’ve stabilised your AI workflows creates coordination overhead that compounds. You’re layering human complexity on top of unresolved process complexity. The problems don’t add — they multiply. The implication for most early-stage SEA founders: your instinct to hire for growth may be the thing slowing your growth. A team of 6 people who are genuinely at Level 3 will outrun a team of 15 people stuck at Level 1.5, every time. The Middleware Trap: A Warning for Builders Tiwa is an investor. He’s pattern-matching on where value will be captured — and where it will evaporate. His verdict on horizontal and middleware AI companies: 18-month obsolescence risk. The major frontier models are absorbing middleware functionality as a matter of course. If your moat is sitting between the model and the enterprise, that’s a shrinking gap. The defensible positions he sees in SEA: * Vertical solutions with deep workflow integration and hard-to-replicate domain understanding * Regulated, complex legacy environments where switching costs are real and proprietary data is locked in * Physical AI — Tiwa cited MUI Robotics, which has deployed an AI tongue (taste and smell sensors) across dairy companies, water utilities, and hotel renovation monitoring, and is currently running a research project on early liver cancer detection through smell. 300+ clients. 50+ multinationals. That’s not a middleware play. The common thread: proprietary data, physical integration, or regulatory complexity. If you can be replaced by a model update, you’re not building a business — you’re building a feature. Two Real Examples, Not Hypothetical Ones The Jira/Confluence Replacement: A software development house replaced its entire project management stack — Jira, Confluence, the lot — in four days using AI-assisted development. Annual savings: $24,000. More importantly, they own the system now. No vendor dependency. No per-seat pricing. No waiting for a roadmap that doesn’t match their workflow. The HubSpot Replacement: A friend of Tiwa’s replaced their entire HubSpot instance with a custom-built CRM in eight hours of AI-assisted coding. Eight hours. The off-the-shelf tool cost thousands annually and didn’t fit the workflow. The custom solution does — and it cost a weekend. The pattern here isn’t “build vs. buy.” It’s “stop buying things that make you dependent when you could own the thing in a day.” What AI-First Actually Requires From Leadership Tiwa’s framework for leaders isn’t about tool selection. It’s about accountability architecture. The key shifts: Every function owns its own transformation. This can’t live with the CTO alone. Engineering, product, marketing, finance, customer success — every team lead is responsible for their own AI integration roadmap. Model the behaviour publicly. If leadership isn’t visibly using AI — and visibly failing with it, learning from it, sharing what they found — no one else will take the cultural signal seriously. Measure outcomes, not activity. Logins aren’t fluency. Licenses aren’t execution. The metrics that matter: workflow velocity, decision speed, output quality. Not hours of AI training completed. Daily continuous improvement. Not a quarterly AI review. A daily standup cadence for what’s working, what broke, what gets refined tomorrow. Toyota didn’t build the production system in a sprint. Neither will you. The Real Question Tiwa closed with the line that stayed with everyone in the room. “The question isn’t how do we find extraordinary people. It’s whether extraordinary people get unleashed inside this org — or leave to do it on their own.” For founders in SEA: you probably already have the talent. The judgment is in the building. The only variable is whether you build the systems that let it operate at full power — or whether you stay at Level 1.5 long enough that the people who figured it out first come back to compete with you. Watch the full conversation with Tiwa York on SEA of Startups This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit seaofstartups.substack.com

    59 min
  7. Mar 12

    The SEA SaaSpocalypse & The Rise of the Space Lobsters

    In the ever-changing landscape of technology and business, the term “SaaSpocalypse” has emerged to describe the recent downturn in public software stocks. But what does this mean for the future of SaaS companies, especially in Southeast Asia? In this blog post, we’ll explore the nuances of the SaaSpocalypse, the potential for growth amidst disruption, and what established and emerging companies can do to adapt. Understanding the SaaSpocalypse The term SaaSpocalypse refers to the recent significant decline in the valuations of publicly traded SaaS companies. This decline has raised concerns about the future viability of these companies. But is the doom and gloom justified? The Current Landscape - Valuation Adjustments: Many SaaS companies have seen their valuations drop sharply, leading to discussions about overvaluation in the sector. As Chris Birrell notes, some of these companies were indeed due for a correction. - Growth Continues: Despite the downturn, many SaaS companies are still experiencing growth rates of 15-20% year-over-year, which, although lower than previous highs, indicates resilience in the market. Key Insight: The SaaS market is not dying; it’s evolving. Companies that can adapt to new technologies, especially AI, may find new opportunities for growth. The Role of AI in SaaS AI is a game-changer for many industries, and SaaS is no exception. As the demand for AI integration grows, traditional SaaS companies must adapt. Embracing AI Technologies - Increased Demand for AI Solutions: Companies are under pressure to integrate AI into their workflows. This presents both a challenge and an opportunity for incumbents who can leverage their existing customer relationships to offer new, AI-driven solutions. - The Risk of Disruption: While established companies may have a strong foothold, they are not immune to disruption. New entrants who can offer innovative solutions may quickly gain traction. Example: Companies like Salesforce are well-positioned to sell AI-driven solutions, thanks to their existing customer base and established workflows. Navigating Change: Strategies for SaaS Companies As the industry evolves, SaaS companies in Southeast Asia must consider their strategies carefully. Here are a few key areas to focus on: Focus on Core Competencies - **Defensible Moats**: Companies with deep integrations into their clients’ workflows are better positioned to weather market fluctuations. Understanding what makes your service indispensable can help you maintain customer loyalty. - **Avoiding the Surface-Level Solutions**: Companies that offer point solutions without deep integration risk losing market share to more comprehensive platforms. Capitalizing on Regional Nuances Southeast Asia is a unique market, and understanding local dynamics can provide a competitive edge. - Local Expertise: Companies with founders who understand regional challenges are likely to succeed where larger, global firms may falter. This localized approach can help companies tailor their solutions to meet specific market needs. The Future of SaaS in Southeast Asia Looking ahead, what does the future hold for SaaS companies in Southeast Asia? Opportunities Amidst Challenges - Emerging Startups: As Chris mentions, startups that can build reusable software components tailored for AI-driven environments may find success. There’s a growing need for specialized solutions that can integrate seamlessly with existing workflows. - BPO Evolution: Business Process Outsourcing (BPO) companies are also on the brink of transformation. By leveraging AI, they can enhance their service offerings and improve efficiency, setting the stage for a new era in service delivery. Conclusion: Adapting for Success In conclusion, while the SaaSpocalypse presents challenges, it also opens up avenues for growth and innovation. Companies that can adapt to the changing landscape—embracing AI, focusing on core competencies, and understanding regional market nuances—will be well-positioned to thrive in the future. Key Takeaways: - The SaaSpocalypse is not the end, but a transition. - Embrace AI and focus on integration to maintain your market position. - Understand regional dynamics to tailor your solutions for success. --- Frequently Asked Questions What is the SaaSpocalypse? The SaaSpocalypse refers to the significant decline in valuations of publicly traded SaaS companies, raising concerns about the future of the industry. How can SaaS companies adapt to the changing landscape? By integrating AI solutions, focusing on their core competencies, and understanding regional market dynamics, SaaS companies can navigate the challenges ahead. Is the SaaS industry dying? No, the SaaS industry is evolving. Companies that can innovate and adapt will continue to thrive. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit seaofstartups.substack.com

    44 min
  8. EP 22 - Meta's $2.5B "Butterfly Effect"

    Feb 19

    EP 22 - Meta's $2.5B "Butterfly Effect"

    Keywords Meta, Manus, acquisition, Singapore, AI, geopolitics, startups, tech industry, business growth, investment Summary In this conversation, Kevin and Kim discuss Meta's recent acquisition of Manus, a Singapore-based startup, exploring its implications for founders in the region, the geopolitical landscape, and the evolving nature of AI in business. They analyze the rapid growth of Manus, the significance of Singapore as a tech hub, and the challenges posed by regulatory scrutiny. The discussion highlights the potential for Southeast Asia to emerge as a key player in the global tech ecosystem, while also addressing the complexities of company nationality and the future of AI amidst geopolitical tensions. Takeaways Meta's acquisition of Manus raises questions about the future of startups in Southeast Asia. The deal signifies a shift in how tech companies navigate geopolitical landscapes. Manus's rapid growth showcases the potential for startups in the region. Acquisitions are not just about money; they often buy time and talent. AI is changing the valuation landscape for tech companies. Singapore is becoming a strategic hub for tech companies looking to scale globally. The concept of 'Singapore washing' raises important questions about company nationality. Geopolitical tensions could impact future tech acquisitions. The success of Manus could inspire more founders in Southeast Asia. Southeast Asia has the potential to be a significant player in the global tech ecosystem. Titles Meta's Bold Move: What It Means for Founders Navigating Geopolitics in Tech Acquisitions Sound bites "They just bought time." "Does it really matter? Not really." "Singapore is the neutral zone." Chapters 00:00 The AI Landscape and Major Players 02:45 Geopolitical Implications of AI Investments 05:53 The Role of Singapore in the Global Tech Ecosystem 08:54 The Evolution of AI and Market Dynamics 11:54 Regulatory Challenges and Market Valuations 14:17 The Future of AI and Founders' Perspectives 18:01 Navigating Nationality and Compliance in Tech 20:45 The Balance of Speed and Long-term Value Creation This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit seaofstartups.substack.com

    32 min

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🎙 SEA of Startups Decoding the pulse of founders, capital, and conviction in Southeast Asia. This isn’t another “startup success” show — it’s the real conversation behind what actually works (and what doesn’t) when you’re building, funding, or navigating the region’s wild, ambitious ecosystem. From Singapore’s capital corridors to Jakarta’s chaos, Manila’s energy to Ho Chi Minh’s grit — we unpack how ambition, culture, and capital collide. Expect deep dives into founder psychology, venture strategy, and the unspoken truths shaping Southeast Asia’s next decade. Hosted by Kim Yeoh and Kevin Brockland, it’s where strategy meets psychology — a mirror to the builders and believers shaping Southeast Asia. Part strategy, part soul — unfiltered, intelligent, and entirely real. seaofstartups.substack.com