Gen Z Filipinos, the loneliest youths in Southeast Asia, are struggling. This is how and why

Clinical counselor Violeta Bautista claimed that parents who do not travel overseas often leave their children in the provinces to function in cities and then return to see them occasionally.

” I’ve met some younger people who talk about a sense of never being supported, … of longing for network, because they grew up not having kids to link them, to take care of their cultural requirements”.

MENTAL AND PHYSICAL Effects

Loneliness can have a devastating effect. And those affected are getting younger.

” When loneliness gets to be your accompanying experience day in and day out, when it keeps you from studying well, working in the office, if it makes you stay away from social relations to the point ( where ) you find yourself unable to experience satisfaction, … then it’s no longer normal human loneliness”, said Bautista.

” It does move towards major depressive disorder”.

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Joshua Ong: Relentless proptech founder, gone too soon

  • Co-founded MHub in 2015, grew it proptech option used in 2.5k jobs
  • Survived by&nbsp, family Kelly and two&nbsp, younger children, Lauren and Asher

Joshua Ong (right) with his parents and siblings when he was 12.
Startup leader, Joshua Ong passed aside on&nbsp, 22 July&nbsp, at 11: 45 pm. He was 38&nbsp, – very young.

Everyone who knew him was shocked by his sudden departure from heart failure, particularly since he was texting friends and coworkers frequently hours before his spirit failure.

Joshua was one of four co-founders of MHub, a proptech business headquartered in Kuala Lumpur, Malaysia. His passing finds a hole in the souls of his co-founders, Quek Wee Siong, Jon Saw, and Jason Ding. They each express their thoughts on Joshua, their “fell friend.”

Jon Saw

Joshua and I first met in Klang as children, and we eventually reconnected. Always on the lookout for business partners, Joshua, ( with help from his then two co-founders ) ‘ con’vinced me to join MHub. We started with the four of us, then we’re 65 powerful.

Joshua’s self-assurance and intellect persisted throughout every endeavor. His determination was viral, inspiring those around him to strive for excellence. His comfort, especially during foods, endeared him to all. Around him, no single eats anything.

Joshua was larger-than-life and not hesitated to challenge the status quo. His vision for MHub was revolution, aiming to reinvent the house industry with refined, user-friendly procedures.

In sales, his obstinate perseverance was unprecedented, he would visit a prospect with” good dawn”,” great afternoon”, and” great evening” daily until they finally responded. When they asked why he did that, he had answer” There’s nothing wrong with that, proper”? It’s no question that many of his former clients are now regarded as near friends.

Joshua’s loss was a destructive blow. We’ve lost not just a partner, but a mentor and friend. Even today, I may “hear” him advising me on things to do that may improve the organization, increase myself. I would have preferred to have listened to him more. We will be guided by his passion and commitment.

Joshua Ong, right, at a town hall with his co-founders. It was not uncommon for him to break into minister “ceramah” mode to inspire the team to fight on despite the odds against the company. To his right are, Quek Wee Siong, Jason Ding and Jon Saw.

Jason Ding&nbsp,

2015 was the year we started our organization. That same year, I emceed Joshua and Kelly’s marriage ceremony. Nine years later, I found myself speaking at his awake and death services.

I included the Fs that I believe best describe Joshua as he was in my speech for him:

    Founder- Besides MHub, he started many another businesses, a shop, a coffee beans distributor, and a electronic solutions organization. Every few months, he would launch a new enterprise if he had his approach. He needed to be confined. His thoughts ran on a different level, continually looking at business opportunities, solving problems, and connecting dots.

  1. Food partner: His love for food was unwavering. Food was certainly his love speech, from meal requests to food orders for his team. Whenever we had our leader conferences, he was the definition chief food officer. He would always be able to identify the area’s top makan locations.
  2. Harsh fighter- Josh is a normal fighter. Josh and I clashed regularly. I came to the conclusion that battle was his way of thinking and expressing ideas. Recently after doing the Myers-Briggs Test Indicator test, it was confirmed that as an ENTP ( Extraverted, Intuitive, Thinking, and Perceiving )- he enjoyed debating and “one-upmanship”. In the end, he fought valiantly for his wife and family.
  3. Faith-driven– I met Josh because we went to the same religion. Even though we have not served in the same departments, we occasionally acknowledge that MHub brought us together as a blessing. Joshua made it clear that he was trying his hardest to improve even though he was not great in our fair conversations. At the end of the day, what we can do is to be the best. Our fingertips are entirely in your arms. even at the next breath we can take.

Often we would talk about “one day when MHub. .”. this and that. A longer airport meant more goals and celebrations along, in my opinion. However, it is not intended to be. Your “one time” does not pass, a dispiriting reminder to business owners and entrepreneurs. But, enjoy the journey, not just the place.

The Mhub team at Joshua's wake.

Quek Wee Siong

Joshua and I were both 13 when we first met. Back in school, he was always the best student and a healthy head, liked by professors and peers everywhere. He was the “pengawas” we may count on, helping outcasts like me hide our handphones during area checks.

Through the years I’ve grown to regard Joshua’s infinite innovative power, continuously exploring new ideas, and continuous resilience. He was remarkable at discovering details about potential business opportunities or companies. In other words, he was “kaypoh” except one’s company.

Joshua was the starting point of our startup in 2014, originally called” Mortgage Hub” providing tech solutions to financial institutions. It has since pivoted to home industry-centric, the MHub we know now.

His strong conviction that Southeast Asia’s real estate sector was ready for disturbance gave birth to our company. Prior to the pandemic, he also made sacrifices in order to support MHub, including taking give breaks and moving his household from Melbourne to Kuala Lumpur. His goal was to bring together a completely online end-to-end real house ecosystem that would facilitate everything from apartment rentals to property management and fractionalized investments.

Sure, we were up against strong incumbents and giants but that did n’t scare him, on the contrary. His fighting spirit was viral. He would enter secretary “ceramah” function in our community halls to motivate our group to persevere despite the odds against us.

Close to a generation of collaboration, we weathered several problems and we kept fighting, often each different! Within the management staff, Joshua was a fierce leader of the opposition. Our argument may be analogous to a husband and wife, which included two days of motionless treatment.

But this time, there’s no coming back up.

I believe his departure is not just a decline to MHub, but to the wider real-estate industry and technical habitat. We did achieve the dragon standing we shared, and we will be proud of you. &nbsp,

As usually, Joshua has the last word. His March 2018 blog is the following:

” Feeling proud. One of the biggest engineers in Malaysia has confirmed that they will vote for us and that we will be able to grow and grow their business.

Although it’s not a simple journey, I’m hoping that MHub will certainly be a regional Malaysia Boleh brand that will guide the transformation of the proptech industry. More to occur and more to hike. Simply put, I felt the curve getting steeper.

It came with lots of sweat, tears, and difficult job.

Kudos to those who criticized, laughed, and refused to listen to us.

Thank you to those who believed, who told us to not offer up and to maintain racing.

Bless you to those who gave us encouragement.


This is by far the biggest challenge and uncertainty that MHub has faced as a business. On the company walls is the quote” Fall down seven times, getting off eight”- an expression of grit, a value exemplified by Joshua regularly.

Getting back up is precisely what they’ll do. In honor of Joshua Ong, the management team has chosen to call an upcoming product transfer” SalesCandy JO.”

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Commentary: Wildlife and weapons trafficking converge in Southeast Asia

CRIMINAL Consolidation

The integration of the two judicial economies is what makes this case special.

Criminal integration is the&nbsp, overlapping occurrence&nbsp, of two or more unlawful economy in ways that enable each another. This may take&nbsp, many forms, such as when one group diversifies illegal sources of income, two groups barter one illegal good for another or several groups share sneaking infrastructure, methods and service providers. &nbsp,

Convergence gives legal actors more power, contributing to the harm done by illegal economies, including the loss of biodiversity and armed violence. In Southeast Asia, hands trafficking appears to merge most frequently with&nbsp, drug trafficking&nbsp, and smuggling illicit goods such as exempt cigarettes, energy, alcohol or wheat.

When weapon converge with animals prostitution, it is usually to&nbsp, help hunting, which is itself devastating. However, there are only a couple instances of illegal firearms and animals being directly traded in the area.

This may be due in part to the fact that different illicit goods, such as drugs and hidden goods like cigarettes, are much more fungible, easier to obtain, and offer lower profit margins.

In a volatile, competitive market environment, firearms are more likely to lean toward drugs and other forms of illegal as a form of coercion and protection. Most people who work in the wild do not likely experience comparable business pressure.

So, Indonesia and the Philippines ‘ combined efforts to reunite two of their key criminal markets, North Maluku, are unusual.

Bird prostitution was again a common practice in national areas, according to the Global Initiative Against Transnational Organized Crime. Since the 1970s, there have been government crackdowns on the internet, e-commerce sites, mail services, and online payment systems. &nbsp,

Over 1, 000 ads for threatened animal species were found in 600 personal Facebook groups according to a 2022 Global Initiative research. &nbsp,

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Popular cafe chain Blue Bottle Coffee to open its first store in Singapore

Blue Bottle Coffee&nbsp, is coming to Singapore. The upscale American eatery chain now operates worldwide. In Asia, you can find a tree only in Japan, Hong Kong, China and Korea… and soon, the company’s initial Southeast Asia store on our shores.

But do n’t expect a cafe or freshly-brewed cuppas, yet. The future business that is opening here is gift-centric, and will only buy Blue Bottle Coffee’s variety of items, which includes Craft Instant Espresso, un and coffee-making accessories.

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Philippines roping in more allies in South China Sea fight – Asia Times

MA ILA – The hilippin s’ d fen e di lo acy is exp cted o be ac ive i Au August.

German Defense Minister Boris Pistorius stopped by Manila over the weekend to discuss closer defense cooperation and draw attention to shared worries about regional security in a historic first.

The two newly established supporters celebrated 70 years of diplomatic relations at a conference with Philippine Defense Secretary Gilberto Teodoro Jr., which vitally highlighted their growing integration in Indo-Pacific corporate objectives.

In response to the most recent events in the South China Sea, the two protection chiefs stated in a joint declaration that they” strongly opposed any punitive attempt to enhance wide claims, mainly through pressure or coercion.”

More than 50 percent of the time, Chinese and Asian maritime forces clashed, leading to the injuries of various Philippine service members and the damage of numerous Philippine vessels.

The US announced a new$ 500 million military aid package to modernize the Armed Forces of the Philippines ( AFP), which coincided with a historic two-plus-two meeting between Philippine and American diplomatic and security officials in Manila.

Flush with cash and growing support from both the Philippine government and key allies, Teodoro told his latest high-profile guest that the AFP was “looking to engage Germany as a possible supplier” of advanced weapons systems, especially in the area of” command and control, anti-access aerial denial, maritime domain, ]and ] aerial domain and in higher technologically capable equipment”.

Over the next ten years, the Philippines plans to modernize its naval, air, and cyber capabilities with up to$ 35 billion. The US aid package alone could reach up to$ 3 billion over the next five years, the Philippine Ambassador to Washington DC, Jose” Babe” Romualdez, told this writer.

” Our AFP will be able to modernize much faster than originally planned…we can]fast-track ] our 10-year modernization program by]several ] years”, Romualdez said in a recent interview.

” ]But ] we are not just dependent on the US…]since ] we are using our own resources, and other like-minded countries are also prepared to help …”, he added, emphasizing Manila’s own “multi-alignment” strategy. &nbsp,

Japan and the Philippines conducted their first mutual training in the South China Sea just before the German defence leader’s visit. A historic Reciprocal Access Agreement (RAA ) pact between Manila and Tokyo was signed by the two US allies last month. It seeks to regularize and expand military cooperation and defense agreements.

In addition, this week, the Philippines will begin its first shared coast guard exercises with Vietnam, which highlights Manila’s efforts to reach out to other countries in Southeast Asia. According to what available information, the Marcos Jr. administration is determined to strengthen its proper stance in the face of a China that is extremely assertive.

South China Sea impasse

Conflicts in the South China Sea have eased in recent months, owing to an “interim deal” between Manila and Beijing.

Following numerous clashes between Chinese and Spanish forces over disputed territory features in the South China Sea, the most notable being over the Second Thomas Shoal, where the Philippines house a de facto military center aboard the stalled BRP Sierra Madre vehicle.

China, which claims the reef as part of its so-called “nine-dash line,” has tightened the rope around the Spanish base over the past year and has strongly opposed any Manila efforts to increase its appearance.

Since the Second Thomas Shoal is a low-tide ascent, devoid of water and adequate resources, it cannot help sustained residence without regular supplies.

China is concerned that the Philippines has been fortifying its military installations with building materials despite the claim that the Philippines ‘ recharge missions to the reef are merely for humanitarian purposes.

According to reports, the Asian Navy has been able to maintain the facility’s collapse for at least another ten years with the proper shipment of supplies.

However, major Asian experts, including past Asian Navy Rear Admiral Rommel Ong, have stated to this writer that the BRP Sierra Madre needs to improve its contacts, electronics, and overall defense systems.

With the growing ferocity, China has increased its efforts to intimidate and yet intercept Spanish resupply missions there.

The outcome was a risky conflict in mid-June when Foreign Coast Guard forces violently boarded and disarmed Spanish naval officers on their way to the Second Thomas Shoal.

Chinese troops seized seven M4 firearms and other materials, and ended up wounding some Filipino troops, one of whom lost his finger in the ensuing battle.

Eager to de-escalate conflicts, the Philippine state refused to call in British support under the US-Philippine Mutual Defense Treaty and, preferably, negotiated a temporary alliance with Beijing.

Philippine-style multi-alignment&nbsp,

Following the successful dialogue of a transitional contract, the Philippine Department of Foreign Affairs in Manila stated that” Both sides continue to acknowledge the need to deescalate the situation in the South China Sea and resolve differences through speech and conversation.” &nbsp,

For its part, the Chinese Ministry of Foreign Affairs stated that the two parties had agreed to “effectively manage the situation at Second Thomas Shoal” and had reached a provisional agreement with the Philippines regarding the provision of living requirements.

But neither side released the language of the contract. Beijing and Manila should have admitted that their views of the agreement were fundamentally different in the first place.

Major Filipino officials have insisted on the non-negotiability of Philippine sovereign right and claim they only consented to “exchange of information” on the ground, despite China’s claim that the Philippines has formally requested permission before conducting any supplies missions.

” This is a very serious situation we are facing”, Ambassador Romualdez told the author. ” We ca n’t just sit down and allow another country to do whatever they want and claim another country’s territory”, he continued.

While the Marcos Jr government’s diplomatic ally with the US has moved into “hyperdrive” method, the Philippines is convinced that it’s not coordinating with America against China.

The East Asian nation’s actions are essentially defensive, and its international policy aims to expand its network of collaborations beyond Washington, including those to Japan and Southeast Asia.

The European defence minister emphasized his assistance for the 2016 Arbitral Tribunal ruling under the supervision of the UN Convention on the Laws of the Sea, which rejected the majority of China’s wide says in adjacent waters during his visit to Manila.

” This ruling remains valid without any exceptions. We are upholding the maritime order’s obligations, according to Pistorius. We must do more than defend UNCLOS, he says. We need to contribute to de-escalation. This is only possible if all communication channels, including those with China, are kept open.

Following the signing of a Reciprocal Access Agreement (RAA ) last month, the Philippines is already cashing in on its blossoming ties with Japan while negotiating significant defense pacts with Germany.

Following the historic Philippine-Japan joint drills in the South China Sea, the AFP reported that” this activity was part of the ongoing efforts to strengthen regional and international cooperation toward achieving a free and open Indo-Pacific.”

Manila and Tokyo are expected to engage in ever-increasing and regular military exercises as they negotiate the transfer of sophisticated weapons systems over the coming months and years.

To maintain balance its foreign relations, however, the Philippines is also cultivating a quasi-alliance with like-minded Southeast Asian nations, most notably Vietnam, which also has its own share of concerns over China’s maritime assertiveness.

The two parties are aiming to develop tighter defense cooperation following a landmark joint coast guard drill this week. To address their overlapping claims in the South China Sea, the two ASEAN members aim to forge maritime border delimitation agreements.

” This]drill ] is important because we’re building a partnership, and we are showing the world that it is possible for two countries that have a problem in the West Philippine Sea to still cooperate”, Philippine Rear-Admiral Balilo told reporters.

He continued,” We can provide a model for how other claimants may develop into a stronger relationship,” underscoring Manila’s commitment to maritime co-operation with neighbors and a range of like-minded powers.

Follow Richard Javad Heydarian on X @Richeydarian

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MYCentre4IR and Bursa Malaysia launch Global Innovation Challenge to accelerate ESG adoption

  • Opportunities for pilot projects will be provided for the five most promising thoughts.
  • attempts to discover creative solutions that address issues in the sector.

Partnering with Bursa Malaysia, one of Southeast Asia's largest bourses, and powered by UpLink, The Forum’s open innovation platform, this Innovation Challenge leverages the strengths and networks of these prestigious organisations.

leng The Malaysia (Innov Centre4IR tion ESG Ch Innovation llen Challenge ( e) as bee lau Innovation Challenge ) has been ched, accor d ng to t h launched, according to the Malaysia Centre4IR.

This initiative, in collaboration with Bursa Malaysia, is powered by the World Economic Forum’s ( The Forum ) UpLink platform, which invites startups and entrepreneurs from Malaysia and around the world to submit their cutting-edge digital solutions to enhance the efforts of five Malaysian Public Listed Companies ( PLCs ), namely CJ Century Logistics Holdings Bhd, Globetronics Technology Bhd, Malayan Banking Bhd, REDtone Digital Bhd, and Sunway Innovation Labs ( representing Sunway Group ).

( An expression of interest was made following the five PLCs ‘ interest following an ESG Tech Based Innovation Workshop held in Bursa Malaysia. )

Empowering entrepreneurs, driving shift

This Innovation Challenge seeks to join beautiful thoughts and promising startups with Malaysian PLCs in various sectors such as agriculture, construction, economic services, logistics and production. The issue seeks to find creative solutions that address business issues, which might boost Malaysia’s economy and the environment, and could also boost competition.

Strategic engagement

Partnering with Bursa Malaysia, one of Southeast Asia’s largest bourses, and driven by UpLink, The Forum’s available technology system, this problem leverages the strengths and networks of these renowned organisations.

The association with UpLink will help the problem have a global reach and draw high-quality submissions from all over the world. The Innovation Challenge promotes the development and implementation of systems that advance ESG principles while also providing a significant opportunity for PLCs to investigate business venture capital practices in line with Pillars 2, 4, and 5 of Bursa Malaysia’s Public Listed Companies Transformation Programme. This initiative helps PLCs become more responsible in addition to supporting businesses and entrepreneurs.

Five arches, which include:

  • Creating Purpose and Performance-Driven PLCs,
  • Being Responsible, Socially Accountable and Ethical PLCs,
  • Increasing investor ties and customer management,
  • Being Online Enabled, and,
  • Contributing towards Nation Building

Focus places

The Innovation Challenge places an emphasis on net-zero solutions and operation technology:

CJ Century Logistics Holdings Bhd

  • Data set for shipping fleet management
  • predicted model for conservation planning and information analysis

Globetronics Technology Bhd

  • Performance progress in manufacturing
  • AI-assisted online manufacturing helpers

Malayan Banking Bhd

  • Building environment endurance: Options in climate mitigation and adaptation
  • Waste to wealth: assisting SMEs in cutting back on their ongoing waste costs

REDtone Digital Bhd

  • Making use of the Internet of Things ( IoT ) for smarter farms in Malaysia
  • Unlocking AI’s potential for Malaysian agriculture

Sunway Group is represented by Sunway Innovation Labs.

  • Preventative health and well-being
  • Circular economy

Application and selection process

Applications are now open via UpLink and will close on 31 Aug. A panel of industry experts and representatives from MYCentre4IR, Bursa Malaysia, and the World Economic Forum will evaluate the submissions. On November 7, the Innovation Challenge will culminate with a Demo Day at Bursa Malaysia, where five of the most promising ideas will be given funding opportunities for pilot projects and access to a network of business leaders and investors.

For more information about the Malaysia Centre4IR ESG Innovation Challenge and how to participate, please visit the challenge page here or contact]email&nbsp, protected].

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DBS’ Tan Su Shan to lead the bank in 2025; H1 profit hits record high | FinanceAsia

On March 28, 2025, DBS announced the appointment of Tan Su Shan as the company’s second chief executive officer to take over from CEO Piyush Gupta. In the interval, Tan has become sheriff CEO of the institution, &nbsp, in addition to her place as team head of administrative banking.

After Gupta’s 15 years in charge, Tan, who joined Citi in late 2009, will become the first woman CEO in the company’s past. Following the review of both internal and external applicants, her appointment was made. In a company media release, Tan was cited as the strongest candidate in the lengthy development program attended by interior candidates. &nbsp,

Headquartered in Singapore, DBS is one of the largest banks in Asia with offices in Hong Kong, India, Indonesia, Japan, Korea, Malaysia, Myanmar, mainland China, Philippines, Taiwan, Thailand, United Arab Emirates ( UAE ) and Vietnam. DBS even has appearance in Australia, the UK and the US. The bank provides services to consumers, small-medium enterprises ( SME) and corporates.

In her new position, Tan will take more than 35 years of experience in customer banking, wealth management and administrative banking. Based in Singapore, Tan has even worked in different financial centres such as Hong Kong, Tokyo and London.

Tan has worked for DBS since 2010, beginning her career there in 2010 when she started her career in the bank’s money management division. She now oversees the company’s customer banking, wealth management, and institutional banking divisions, which account for 90 % of the company’s revenue. Across these jobs, Tan had likewise helped apply DBS ‘ digilisation approach, and since 2014 has been president director of DBS Indonesia.

Tan has also been nominated for a seat on the Singapore legislature from 2012 to 2014, and he has also been appointed to a number of advisory boards.

The announcement came as DBS revealed Q2 2024 net profit up 4 % to S$ 2.8 billion ($ 2.1 billion ) with a return on equity of 18.2 %. First-half net profit was up 9 % to a record high of S$ 5.76 billion, &nbsp, driven by “broad-based growth”, according to the bank. &nbsp,

Consumer banking and wealth management revenue increased by 18 % to S$ 5.06 billion for the first half of the 2024 financial year, partially offset by Citi Taiwan’s consolidation, which was completed in August 2023, to reach S$ 5.06 billion. Lower net interest income and higher loan-related fees, cash management fees, and treasury customer income were all factors that contributed to institutional banking income, which was” stable” at S$ 4.69 billion. Businesses trading revenue was much changed at S$ 433 million.

Despite experiencing regulatory issues with the Monetary Authority of Singapore following a number of interruptions, the banks recorded record profits of S$ 10.1 billion for the 2023 fiscal year. &nbsp,

DBS president Peter Seah said in a media launch,” Under Piyush’s management, DBS has been transformed into a high-performing, high-returns organization recognised together for security and innovation”.

Seah continued:” Tan’s proper orientation, track record in building companies, familiarity with technology, leadership skill as well as strong customer control and communication abilities make her the best son. Important for us, she even embodies the DBS lifestyle. I’m pleased that a Singaporean with extensive international experience has emerged as the ideal leader and that Piyush may continue to leave us.

Tan has collaborated strongly with me for more than ten years to get the banks where it is today, according to Gupta in the same release. Since joining, she has been instrumental in the growth of our money management, consumer banking, and administrative banking operations, and she now holds personal ownership of the business. With her visit, we can be certain that DBS’s change will continue well into the prospect.

¬ Capitol Media Limited. All rights reserved.

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Deutsche Bank appoints private banking market head for Singapore | FinanceAsia

Puneesh Nayar, managing director, is joining Deutsche Bank (DB) as market head in Singapore in its private bank, effective August 12. The branch sits within DB’s global South Asia. private bank division.

The Global South Asia business serves non-resident Indian (NRI) clients, and other clients from the sub-continent, from Singapore, Hong Kong, Dubai, Geneva and London.

Nayar (pictured) has over 20 years of industry experience, most recently at Julius Baer where he was a senior team head for global India since 2016. Prior to that, he was the head of non-resident Indians Southeast Asia (SEA) and Middle East at BSI Bank, also in Singapore. Nayar also previously held roles at Coutts Bank and HSBC.

In another move in the same private banking division, in March, Nick Malik rejoined DB as market head, ased in Dubai. Malik returned to DB  this year from Credit Suisse. He was previously group head with DB for six years until 2022, and before that with Standard Chartered Private Bank in Singapore and Dubai. Prior to that, he was a senior advisor at Coutts’ in Singapore and the United Kingdom.

Both Nayar and Malik will report to Rajesh Mahadevan, DB’s head of Global South Asia & Africa, private bank emerging markets.

Mahadevan commented in a media release: “Our Global South Asia & Africa business is a market leader in this segment and a strong business pillar within our emerging markets franchise. DB’s global connectivity, balance sheet strength, combined with our corporate bank and investment bank offering gives our clients access to bespoke lending, banking and capital market solutions.”

Mahadevan added: “Puneesh and Nick’s breadth of experience and deep understanding of this client segment will further cement our market position as we broaden client coverage across core markets in Asia and the Middle East.”

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Ampverse Group appoints global executives to advisory board

  • A newly appointed advisory board will guide the business through its future growth stage.
  • Advisors bring experience in online innovation, proper investments &amp, market expansion

Ampverse Group appoints global executives to advisory board

Ampverse Group, a leading gaming and entertainment habitat, announced the appointment of a new board of advisors comprising international executives from the game, marketing, funding, systems, and media sectors. This strategic decision strengthens the group’s position as a powerful force in the sector and furthers its growth.

Under the direction of CEO Charlie Baillie, the company said in a statement that the newly appointed board of advisors did guide Ampverse Group into its second growth cycle.

They include:

    John Redgrave, San Francisco: As the former vice president at Discord, Redgrave played a key part in the company’s growth and success. Prior to that, he founded Lattice, which Apple eventually sold to Discord and Sentropy, which he later sold to. Redgrave joins Ampverse Group’s advisory table with great expertise and a thorough understanding of online platforms.

  • Marcus John, Singapore: For over three decades, John has advised Fortune 500 companies, institutions, governments, and traders on big sporting and leisure opportunities, including the Olympic Games, FIFA World Cup, and Formula One. Prior to joining WPP’s MediaCom, John was the controlling chairman of IMG/Endeavor China and the Director of Sports Capital Advisors.
  • Rohit Sharma, Mumbai: Former COO and board member of AnyMind Group, Rohit even Founded POKKT, a leading wireless video marketing platform in India, SEA and MENA that has been backed by leading Buyers such as JAFCO Asia, Jungle Ventures, Singtel Innov8 and GSF.
  • Oliver Woodley, London: International professional director of Soho House Group and lengthy time investment into Ampverse, Woodley previously held senior jobs at VICE Media.
  • Chirag Shah, Mumbai: Chirag Shah is a skilled entrepreneur, having co-founded some advertising tech firms, including one effectively acquired by Dentsu. He brings a wealth of knowledge in Gaming 360, scaling firms, giving investment counsel, and navigating difficult areas.
  • Gita Ramakrishnan, London: Gita Ramakrishnan is a seasoned entrepreneur with over 20 years of experience in cash businesses, excelling in both personal and public stocks with a top ranking performance history.

The new board’s combined expertise and global reach will be a driving force behind Ampverse Group’s ambitious growth plans, according to the company. These advisors bring unparalleled experience in digital innovation, strategic investments, and market expansion. Their perspectives and leadership will help the organization advance its market share, promote its growth, and cultivate new frontiers.

Charlie Baillie, CEO of Ampverse Group, said:” To build a remarkable company, you need a remarkable team. Since founding Ampverse Group in 2019, we’ve been fortunate to attract a world-class group of team members and investors. Looking ahead, we have huge global ambitions, and therefore I’m excited and honored that such a distinguished group of leaders from the gaming, media, investment, technology, and advertising sectors share our vision and have agreed to join our newly formed advisory board”.

Founded in 2019 by former executives from Universal Music Group, Twitch, and Havas, Ampverse Group has rapidly expanded its influence, amassing over 600 million fans and forming 300 client partnerships. The company, which has its headquarters in Singapore and operations in Southeast Asia and India, is leveraging its expertise in gaming marketing and GenZ fan base monetization through tech-enabled commerce products and services to create an ecosystem of exciting gaming and entertainment assets.

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