Why did US miss the China-led battery revolution? – Asia Times

Once in a great while, Twitter X can still be a place for interesting discussions instead of breathless political screeching. July 29 was one of those times. I wrote a thread asking why America missed the battery revolution and got a lot of very interesting responses. So I thought I’d redo that thread as a blog post and expand on it a bit.

Basically, batteries are a technological revolution in progress. They’re a key part of a larger, more general revolution: the replacement of controlled combustion with electricity as the main way that human beings produce energy and move it around.

The key advantage of batteries – the thing that no other technology or energy source can really do well – is that they let you store energy, move it around, and then remove it again. They’re a way to move energy through both time and space.

I first realized the transformative power of batteries when I saw people using battery-powered leaf blowers as a weapon in the riots of 2020. But what really drove it home for me was when I invested in a startup called Impulse that makes battery-powered appliances. Once you’ve seen a battery-powered stove boil a pot of water in a few seconds, it’s hard not to think the world has changed:

YouTube video

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This kind of magic wasn’t possible even a few years ago – batteries didn’t have the power density required to do this. The technology has been advancing by leaps and bounds in recent years.

That’s why you’re seeing battery-powered drones suddenly take over the modern battlefield, e-bikes transform transportation, and China’s car companies conquer the automotive industry.

It’s why you’re seeing solar power suddenly become smooth and reliable instead of intermittent. It’s why your phone can run all day without needing to be recharged. And these are only the beginning of what batteries will be able to do, since the technology is still improving rapidly at a fundamental level.

But what’s strange is how surprising this all feels – not just to me, but to the United States as a whole. I knew about Tesla and the coming of EVs years ago, of course. And from reading climate pundits, I knew that battery storage would be an important complement to solar power. I knew about Barack Obama’s attempts to support American battery companies.

But I didn’t have any idea how many different things batteries would be used for, or how good they would get. Relatively few media outlets, politicians, or intellectuals talked about batteries as a transformative technology. This is still true today — outside of solar storage and EVs, I don’t see many people gushing about batteries.

The US government, too, seems to have been caught a bit flat-footed. Obama did support some battery companies (including Tesla!). But there was never any big government push for better batteries, the way there was for genetic sequencing, fracking or even solar power.

When you read a history of the lithium-ion battery, it’s all just a scattered network of researchers at British and Japanese universities — and, strangely, Exxon — creating the chemistries that enabled the revolution.

The key discoveries happened in the 70s, 80s, and 90s, but it wasn’t until the 2000s that US government research started making some important contributions and US policy started supporting the commercialization of batteries.

Batteries are the first big technological revolution that the US missed

The failure of both American media and the American government to anticipate the battery revolution is actually a huge historical outlier.

When it comes to any other major technological revolution I can think of, the US was very early to the party — driving the key research and development, hyping up the technology well before it was commercially viable, and making a major effort at early commercialization. Here are a bunch of examples:

Computers: The US was very early to the computer revolution, including technology, theory, and applications. It produced the first digital electronic computer and the first modern computer (ENIAC) in the 1940s. The US defense establishment recognized the importance of computing early on, and supported it over the years. No other country has done as much to advance computing technology or commercialize computers.

Space: This was the case where the US came closest to getting “scooped” on a technology. Both the US and the USSR recognized the potential importance of space and rocketry after World War 2, but the USSR’s big push in the field allowed it to get to space first.

The US made a mighty — and ultimately successful — effort to catch up and overtake its rival, and still dominates the space industry and space innovation to this day. The hype about space in the US was absolutely enormous, especially after the “Sputnik moment.”

Nuclear power: The US and USSR both developed nuclear power at around the same time in the 1950s. Both countries hyped the technology heavily and poured government funding into building and improving nuclear reactors.

Semiconductors: The US invented the semiconductor, and its potential applications for civilian computing and for military weaponry were recognized and widely discussed shortly afterwards. The US also invented the microprocessor, extreme ultraviolet lithography, and most of the other core technologies associated with semiconductors – always with heavy government support. Much has been made of Taiwan’s dominance of semiconductor fabrication in recent years but the US still holds the pole position in research, design and many key areas of tool manufacturing and software.

Solar power: The US was very early to the idea that solar power would be a replacement for fossil fuels. The Carter administration heavily promoted the technology (famously putting solar panels on the White House), more than 30 years before it became cost-competitive with fossil fuels. Popular consciousness of solar’s potential was high; my parents told me from a young age that solar would eventually power the country. US government-funded research was the main force pushing solar costs down until the mid-2000s.

The internet: The US invented and/or funded the invention of all of the key technologies of the internet up until the 2010s. It built out most of the key internet infrastructure. Excitement about the internet’s potential was off the charts for decades, and US policymakers supported the industry’s development with far-sighted laws.

Fracking: The US government heavily funded and supported the development of hydraulic fracturing technology since the 1970s, and the US is still overwhelmingly dominant in this technology.

Genetics: The US promoted research into genetics from the very start, doing much of the basic discovery work, and funding the famous Human Genome Project that unlocked a revolution in biotechnology. The US also pioneered mRNA vaccines and many other biotech breakthroughs, again with the help of far-sighted government and industry support.

AI: The basic technologies of modern AI were invented in the US, with far-sighted investments from big companies (especially Google) and heavy support from the US government. Although the big breakthroughs in the 2010s came as a surprise, US policy has always acted rapidly to make sure that the US has a #1 position in the field.

In other words, the US almost always anticipates each technological revolution, supports that technology with far-sighted government and industry action, invents many of the key technologies, innovates many of the key products, and at least attempts to commercialize the technology via American companies. This is overwhelmingly the norm.

But for batteries, the US did only some of these steps. The potential of batteries doesn’t seem to have been widely anticipated decades in advance by the US media or government.

Battery technology received a bit of support, but not a huge amount. Some of the key invention was done in the US, but more was done in Japan and the UK, and the key products were innovated and successfully commercialized in Japan.

And in recent years, it has been the People’s Republic of China that has seized the lead in battery technology. China is the leader in battery manufacturing, of course, just as it is the leader in solar manufacturing. That has allowed China to electrify its economy much faster than the rest of the world:

Source: RMI

But in batteries, China is pushing the boundaries of what’s possible. CATL, China’s leading battery company, appears to have invented a new kind of semi-solid lithium-ion battery that has enough energy density to power an airplane.

The country is launching a big effort to invent the first commercially viable solid-state batteries. There are various other cutting-edge efforts happening in the country as well.

This is not to say that China anticipated the battery revolution well in advance either. But had the US done so, we might have had a bigger head start on China.

So why did the US fail to anticipate this one technological revolution, while catching all the others? Maybe no country gets a perfect 1.000 batting average. But when I asked this question in my thread, I got a number of interesting hypotheses in the replies.

Hypothesis 1: Supply chains

The first hypothesis, suggested by Glenn Luk and some others, was that innovation in batteries comes from supply chains. Battery manufacturing is dominated by China, since it’s a low-margin, capital-intensive, heavily polluting industry.

China also dominates the upstream primary industries that create the components and materials used in batteries — graphite mining and processing, lithium processing, and so on. And China dominates the downstream electronics industries — consumer electronics, drones, and now EVs — that use lots of batteries. These factors probably helped China innovate faster than America in the space.

When you control the upstream industries that feed into batteries, you’re able to get cheaper inputs. That allows faster iteration and cheaper experimentation.

When you control battery manufacturing itself, you have a lot of knowledgeable battery engineers and scientists who sit around thinking about ways to make batteries even better. You also have big dominant companies like CATL who are motivated to invest in basic battery R&D.

And when you control the downstream electronics industries that use batteries, you get better and faster input about what kinds of battery breakthroughs would be most useful. This helps steer the direction of innovation.

I generally buy the “supply chains” hypothesis for why China is innovating faster than America in batteries right now. But it can’t easily explain why the US paid insufficient attention to the technology before it was commercialized, back in the 1980s and 1990s.

All of the points above are equally true about solar power, and yet Americans have been excited about solar power for many decades, while arguably they’re not even that excited about batteries right now.

Also, the US has long been dominant in the design of phones and laptop computers, which are some of the most important downstream industries that use batteries. And for many years, the US was dominant in EV manufacturing too, thanks to Tesla. It’s worth asking why that didn’t give the US the opportunity to steer battery innovation more than it did.

Hypothesis 2: Political and industrial opposition

Matt Yglesias suggested that Republicans blocked America from making a big push for batteries during the Obama years. In general, Americans will turn anything into a culture war, and there certainly does seem to have been quite a lot of battery-skepticism from the right:

Many others suggested opposition from oil companies. It is true that oil companies have tried to discourage adoption of electric vehicles, which probably held back an important downstream industry to some degree. But I can’t find information about whether they also tried to stop battery research.

Anyway, opposition from Republicans and oil companies is plausible, but there are reasons to doubt that this is a full explanation either. For one thing, the Department of Energy, the National Science Foundation, and other government granting agencies are neither partisan Republicans nor in thrall to Big Oil.

Neither are America’s major newspapers, TV stations and other media outlets. And yet these actors also weren’t as excited about batteries as they should have been.

Also, GOP and oil-company opposition was probably even stronger in solar, and that didn’t stop America’s writers, researchers, engineers, and bureaucrats from maintaining a strong interest in it for decades. Batteries, in contrast, were an afterthought.

Also, it’s worth noting that despite GOP domination and a strong oil industry presence, the state of Texas is charging ahead with battery storage — beating out even California:

Source: Cleanview

This may represent a sea change from 10 or 20 years ago, but I have my doubts.

Hypothesis 3: A few bad bets and some unfair competition

Much of the discourse around America’s difficulties in the battery industry revolves around the story of A123 Systems. This was a promising battery startup in Massachusetts that received a lot of support from the US government, but ultimately failed and was sold to a Chinese company in 2012.

Sam D’Amico of Impulse (the guy who made the super-powered battery stove) argues that A123’s failure, in addition to some other smart bets by Chinese manufacturers, was decisive in China pulling ahead:

Jigar Shah, the director of the Loan Programs Office at the Department of Energy, wrote a thoughtful thread in response to my own thread. He thinks that technology theft was another key reason for A123’s demise:

He also points out that like in solar, China subsidizes its producers to produce both batteries and EVs below cost, making it very hard for other countries’ companies to stay in those markets:

Screenshot

A number of other people also pointed out the case of a cutting-edge battery technology, invented in the US, that the Department of Energy licensed to China — undercutting American startups that were trying to use it, and strengthening China’s own industry.

These examples are all concerning and should prompt changes in how the US handles R&D, industrial policy, and technology licensing. They all help explain how China has managed to take the lead in batteries and related technologies.

But they don’t really explain why concerted efforts at battery research got started so late in the US, or why these efforts have still received only modest funding, or why the media and scientific establishment generally failed to anticipate how big of a deal batteries would be.

Although other countries — Germany, Japan, the USSR — all laid claim to the mantle of “country of the future” at various times throughout the 20th century, there was never any real doubt that the title still belonged to the US.

America had the institutional competence, market size, industrial prowess, and cultural foresight to almost always see the Next Big Thing well before it hit the shelves. But as the failure in batteries shows, the mantle of “country of the future” is not America’s by birthright.

The US didn’t totally miss the battery revolution – it did eventually start supporting some research and some companies and excitement built gradually.

But given the fact that batteries are pretty much the only way of storing energy in a portable form (to be joined by synthetic fuels at some unspecified point in the future), it seems pretty obvious that the US should have gotten a lot more excited about them a lot earlier than it did.

All of the potential explanations for why America didn’t see the potential of a battery-powered future, as it had seen the potential of so many other transformative technologies, fall short in some way. The true answer remains something of a mystery.

Whatever the reason, though, the US should respond by A.) playing catch-up in batteries the way we caught up to the USSR in space in the 20th century, and B.) making sure our scientific, governmental and media institutions aren’t broken in some way that causes them to miss other revolutions coming down the pipe.

This article was first published on Noah Smith’s Noahpinion Substack and is republished with kind permission. Read the original here and become a Noahopinion subscriber here.

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Cradle leads Asean startup initiative to foster regional collaboration, innovation, and growth

  • Initiative focuses on policies, habitat eagerness, and development facilities
  • 1st stage to push off with the Asean Startup Portal to support local businesses, owners

Chang Lih Kang, minister of Technology, Science and Innovation (MOSTI) delivering his keynote speech titled “Malaysia: On Becoming ASEAN’s Next Startup Powerhouse” at the Tech in Asia Conference Kuala Lumpur

The Ministry of Science, Technology and Innovation ( MOSTI ) as the National Committee on Science, Technology and Innovation ( COSTI ) Chair of Malaysia has mandated Cradle Fund Sdn. Bhd., the focus point company for Malaysia’s business habitat, to guide the Asean Startup Initiative under the Science, Technology and Innovation business.

With the purpose to develop greater collaboration, technology, and rise among startups in the region, our important initiatives under the Priority Economic Deliverable have been presented and endorsed by the Asean STI Ministers, setting the stage for major advancements in the Asean business ecosystem, the agency said, in a statement. &nbsp,

The Asean Startup Initiative, led by Malaysia, addresses three main concerns: increase” startup-friendly” policies to create a conducive environment for startups to grow, increase ecosystem readiness among Asean Member States to maintain a supportive infrastructure for business growth, and encourage collaboration to develop effective partnerships and synergies in the region.

” After KL20, we all witnessed the Tech in Asia Conference, which was held for the first time in Kuala Lumpur, at the pinnacle of Southeast Asian technology. Moving forward, Mosti, through Cradle, will kick off the Asean Startup Portal by Q4-2024, reflecting our commitment to fostering a robust and collaborative startup ecosystem within Asean”, Chang Lih Kang, minister of Mosti said. &nbsp,

He added” With Malaysia taking the chairmanship in 2025, Cradle plans to lead the way in implementing Asean Technology Startup Ignite as Malaysia’s 2025 Priority Economic Deliverable, which has been endorsed by the 85th Meeting of the Asean Committee on Science, Technology and Innovation ( COSTI-85 ) and the 20th Asean Ministerial Meeting on Science, Technology and Innovation ( AMMSTI-20 ) in Siem Reap, Cambodia recently. By addressing key areas such as policy, ecosystem readiness, and regional collaboration, we aim to position the Asean Member States as leading players in the global startup landscape” .&nbsp,

Cradle leads Asean startup initiative to foster regional collaboration, innovation, and growthAccording to the Priority Economic Deliverable 2025,” We are thrilled to announce our main Cradle deliverables.” Each of these deliverables has been carefully selected to address both regional and local issues. By acting as one entity, we hope that all Asean Member States can draw on our shared strengths, address common difficulties, and create a vibrant ecosystem that benefits all member states. Our concerted efforts will help us secure a prosperous and sustainable future, according to Cradle Group CEO Norman Matthieu Vanhaecke ( pic ).

Cradle will start implementing the Asean Startup Initiative in phases starting in 2024. The Asean Startup Portal, a pillar for regional startup collaboration and a valuable resource for startups and investors across Asean, will be the first phase of development.

In 2025, the second phase of the Asean Startup Initiative will commence, focusing on capacity-building programmes. This phase will coincide with Malaysia’s Asean Chairmanship in 2025 and include pitch competitions, startup accelerator programmes targeting Asean-themed and corporate-based challenges, Startup Village, the Asean-India Startup Festival 2025, and a declaration by established leaders to expand the global startup network and strengthen cross-border ties.

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7th cohort of Selangor Accelerator Programme open for applications

  • Applications are available until August 9th, 2024.
  • The program aims to promote Indonesian tech startups ‘ growth.

7th cohort of Selangor Accelerator Programme open for applications

The 7th Cohort of the Selangor Accelerator Programme ( SAP24 ) has been announced by the Selangor Information Technology and Digital Economy Corporation ( SIDEc ) as the official launch of the program. This program aims to push Malaysia tech startups towards accelerated development, providing detailed support, global mentoring, and expansion opportunities, positioning them for international market success.

SAP24 runs from August to November 2024 and is focused on areas such as Synthetic Intelligence ( AI), Biotech, Net-Zero Solutions, Mobility, and Life Sciences but is also available to different categories. The program includes a variety of workshops, market visits, authorities connections, and expert-led funding guidance. Applications are then open until August 9th, 2024.

According to Sidec, participants will compete for prizes which includes mentorship, brand exposure, and business training worth up to US$ 53, 700 ( RM250, 000 ) in total. Finalists will need to win over a panel of judges who will choose the top 20 businesses for the last pitch circular in October 2024.

” Our purpose with SAP24 is to create an environment where companies can grow and achieve their full potential”, said Yong Kai Ping, CEO of Sidec. ” We are committed to providing the necessary tools, coaching, and opportunities to help these impressive businesses succeed on a global level. We are excited to see the revolutionary effect this group will have on the business ecosystem, with the assistance of our partners.

The program also includes business trips, allowing startups to observe established companies, learn from business experts, determine partnership opportunities, and be updated on industry trends. The opportunity to promote improvements at the exclusive 9th Selangor Smart City and Digital Economy Convention 2024, which will take place from October 16 through October 19 at the Kuala Lumpur Convention Center, comes with top-tier cloud providers, exclusive membership in the CXO Club for networking opportunities, and access to top-tier cloud providers. Individuals will also have excellent locations in the Selangor Sandbox, promoting creativity and engagement, and the opportunity to promote their services to a large community through Sidec’s collection.

According to Sidec, SAP has nurtured 190 startup companies since its inception, with 41 % securing financing from 2018 to 2023. Notable alumni have expanded globally, including Nexmind AI, Seed Dream, Borong ( commonly known as Dropee ), GFI Fintech, Pomen, GoTech, GA Alliance, Entomal, Homa2U, and QMed Asia. Also, past participants have achieved a significant global footprints, extending their reach to areas including USA Silicon Valley &amp, Washington D. C., Japan, China, Taiwan, Dubai, Thailand, Vietnam, Indonesia, and above.

Main partner Affin and proper pay partner Fiuu support this program. The efforts and help from Invest Selangor and a group of supporting companions ensure that businesses receive the best possible resources, coaching, and opportunities to level their innovations worldwide.

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Iskandar Investment Berhad launches Tech Medini to enhance the JS-SEZ digital economy

  • Aims to help businesses choose innovations, drive green growth
  • Initiative aims to generate US$ 1.9 billion in funding and make 65, 000 work

Left to Right: Roslina Arbak, director of IIB, Ng Kuan Khai, consulate general of The Republic of Singapore in Johor Bahru, Idzham Mohd Hashim, president & CEO, IIB & Marhani Md Jelani, director of Ministry of Investmentment

Tech Medini was launched by Iskandar Investment Berhad ( IIB ), a significant step in bolstering Medini’s position as Johor’s top digital and innovation hub.

Tech Medini, a 160-acre development area, is set to become a technical gateway where habitat players can create emerging technologies with innovators from fields such as AI, automatic drones, robotics, cybersecurity, bioengineering, quantum computing, interactive reality, space technology, and more. This initiative aligns with IIB’s goal of driving US$ 1.9 billion ( RM9 billion ) in investments and creating 65, 000 jobs in the Medini area, contributing to Malaysia’s evolution into a high-income nation in the era of Industry 4.0.

Idzham Mohd Hashim, president/CEO of IIB, stated,” With a strategic focus on supporting the Johor-Singapore Special Economic Zone ( JS-SEZ ) framework, Tech Medini aims to position Medini as a premier destination for investors, offering a cost-efficient business environment for the region”. He continued,” Tech Medini aims to enable organizations in adopting new inventions and accelerating digitalization to generate sustainable growth in the region by leveraging emerging technology and fostering creative collaborations.” This serves as a catalyst for our Medini revitalization plan, which aims to attract qualified and high-tech professionals and create a sustainable and prosperous metropolis.

Building on the success of existing efforts like Global Business Services Iskandar@Medini, Drone and Robotics Zone, Iskandar, and Blockchain Village@Medini, Tech Medini serves as a centre designed to empower companies and promote their progress. The Medini Nexus and Medini Soft Landing Programme are two of the advancement programs and assistance services offered by Tech Medini.

The Medini Nexus provides businesses with an street to ideate, expand, and validate their suggestions. It offers access to co-working areas, coaching by experienced entrepreneurs, innovation programs, and analyze site environments, enabling startups to establish a solid foundation for success.

The Medini Soft Landing Programme helps global startups set up their business in Medini by offering support services that comfortable market access, including guided conversation on business membership, business spaces, accommodation options, talent requirements, and localisation services.

Additionally, IIB supports the Dana Impak initiative under Khazanah’s Future Malaysia Programme, which aims to nurture and boost the startup ecosystem with a commitment of US$ 1.2 billion ( RM6 billion ) in funds over five years. Dana Impak is a key foundation under Khazanah’s Advancing Malaysia approach, investing across six elements: Digital Society and Technology, Quality Health and Education for all, Decent Work and Social Mobility, Food and Energy Security, Building Climate Resilience, and Competing in Global Markets.

By expanding their investment portfolio and optimizing the region’s worth development, IIB invites potential VC partners to add the money ecosystem. Additionally, the company urges more collaborators to support the development of Johor’s most important innovation and modern hub, contributing to the development of the next wave of innovation. For more information on Tech Medini, attend www. techmedini.com.

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JIA Asset Management partners Vynn Capital to propel Southeast Asia’s startup growth

  • Does utilize Vynn Capital’s system &amp, insights to help promising startups
  • Partnership aims to push growth, foster development in SEA’s business ecology

JIA Asset Management partners Vynn Capital to propel Southeast Asia's startup growth

By participating as a limited companion in the Vynn Capital Progression Fund, Vynn Capital’s flexibility and provide chain-focused bank, JIA Asset Management Sdn Bhd has made it known that it has a strategic partnership with Vynn Capital. The company stated in a statement that this collaboration represents a major step forward in its dedication to fostering innovation and growth within Southeast Asia’s active startup ecosystem.

JIA Asset Management, a licensed shops portfolio management firm that offers portfolio and wealth management services, is a registered business. It focuses on offering its clients a completely customized money management expertise that is customized to their requirements. The business is dedicated to offering its clients more than just results, but also benefit and opportunities to be at the vanguard of the investment landscape.

By granting JIA Asset Management access to high-potential growth opportunities in the state’s appealing business environment, it was noted that the relationship with Vynn Capital furthers this dedication.

JIA Asset Management continued to stand out in the Malaysian private wealth management market by offering customised and consolidated external asset management solutions that are customized to clients ‘ needs and interests for the year 2023. For the year, JIA Asset Management generated high investment returns for its private mandate clients.

Vynn Capital’s experience in early-stage opportunities, especially in the supply network and freedom sectors, and their emphasis on bridging classic industries with emerging

economy align completely with JIA Asset Management’s perspective. Through this agreement, the company hopes to use Vynn Capital’s extensive network and experience to help identify and help startups that are on the verge of victory.

The partnership with Vynn Capital’s Progression Fund is a testament to our commitment to fostering long-term development and delivering value to our clients, according to CEO JIA Asset Management Emmanuel Burdet. He added that by partnering with Vynn Capital, the company is on the verge of discovering appealing investment opportunities that will bring long-term value to their customers.

JIA Asset Management intends to expand its customer base while maintaining top-notch support and portfolio management for High-Net-Worth People as well as Institutional Investors.

In order to meet the demand for private stocks, the business is also planning to start a general Malaysian fund. Along with Vynn Capital, it is committed to identifying and supporting companies focusing on important areas such as smart mobility, travel, transportation, and supply chain efficiency.

Also, this partnership strengthens the firm’s position as a leader in Southeast Asia, ensuring that they continue to offer their clients access to the most promising growth opportunities.

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Ficus SEA fund invests US9,000 in Klean to boost sustainable recycling across Asean

  • Funds will be used to develop system of machines, enhance local operations
  • Klean now operates 100 RVM devices across Malaysia, Indonesia, Singapore, &amp, Fiji

Ficus SEA fund invests US$429,000 in Klean to boost sustainable recycling across Asean

Ficus Capital ( Ficus ), the world’s first Islamic Environment, Social, and Governance ( ESG-i) venture capital firm, announced that it will invest US$ 429, 000 ( RM2 million ) in Klean, a green technology sustainable recycling business owned by Janz Technologies Sdn Bhd.

In a statement, the company said this investment, made through Ficus’s flagship Ficus SEA Fund, will support the Malaysia-founded company’s initiatives in container recovery, expanding its network of reverse vending machines ( RVMs) and enhancing its regional operations in Malaysia, Indonesia, Singapore, and Fiji.

Klean encourages people to recycle empty plastic containers through the use of a sophisticated digital container deposit system based on artificial intelligence ( AI)-based reverse vending technology. The company encourages active involvement in recycling efforts by satisfying customers with points that can be exchanged for rewards. Moreover, its RVMs hold the World Green Tag Certification, ensuring the highest specifications of environmental sustainability and performance. &nbsp,Ficus SEA fund invests US$429,000 in Klean to boost sustainable recycling across Asean

Our investment in Klean represents our continued commitment to supporting businesses that operate in accordance with ESG-i principles, according to Ficus Capital managing partner Abdullah Hidayat Mohamad ( pic ). As global awareness of social and environmental issues grows, so does the need for responsible investment options that conform to moral and religious principles.

The ESG-i field “presents the intersection of these trends, giving investors the opportunity to make morally responsible and effective investments while upholding Muslim financing principles,” he continued.

According to Fortune Business Insights, the global green technology and sustainability market is projected to grow from US$ 19.83 billion ( RM92.5 billion ) in 2024 to US$ 83.59 billion ( RM390 billion ) by 2032, at a compounded annual growth rate ( CAGR ) of 19.7 percent. Major growth is anticipated, particularly in developing markets and emerging markets.

Nick Boden ( pic above ), co-founder &amp, CEO of Klean, said,” Ficus’s investment in Klean is a vote of confidence in the company’s future. This extra funding might become a significant contributor to our expansion. Our goal and Ficus ‘ commitment to sustainable and ethical investment are perfectly aligned, enabling us to increase our network of RVMs and strengthen our regional operational presence.

He added that Klean chose Ficus to serve as the agency’s head institutional buyer because of their closeness to the company’s objectives. ” First, they specialise in Shariah-compliant ESG investing, which resonates with our principles. Our designed growth into ASEAN areas is properly complemented by their strong appearance in Southeast Asia. This provides a significant level of trustworthiness and potential for future support because the fund is supported by Mavcap and the Malay government,” said Boden.

Green recycling technology has the potential to revolutionise different industries, including clean energy, sustainable transport, waste control, and power performance, thereby fostering a cleaner, greener future for all.

Equipped with cutting-edge AI systems, Klean’s Smart RVMs include a device learning-enabled hose worthy of recognising models of stored containers. This makes intended advertising available and allows the shop to recover their container’s data. Moreover, the machines quickly identify the type of materials and sort it into individual boxes, optimising recycling operations. Now, there are 100 RVM products across Malaysia, Indonesia, Singapore, and Fiji.

Our cutting-edge systems, according to Boden, “enables us to live in a cleaner, greener future by facilitating the disposal process as well as providing useful data and insights.” We are looking forward to having a significant impact on the environment and the communities we serve with this relationship and are excited about the opportunities it may offer.

Complementing these RVMs is the Klean the World mobile software, which allows extractors to scan QR code, obtain Klean items, and unlock benefits. The app uses core user data to create targeted, precise marketing campaigns. Additionally, Klean’s data and reporting capabilities allow businesses to track RVM data and ESG reporting in real-time using the Klean dashboard, providing businesses with detailed information for CSR reporting and data monetisation channels.

Ficus SEA Fund was launched in November 2021 with a focus on accelerating the growth of high-potential technology startups across ASEAN in sectors such as logistics, fintech, healthtech, e-commerce, edutech, greentech, big data analysis, and cloud services. The fund aims to support innovative businesses that have a positive effect on society and the environment. It focuses on three primary concepts: Shariah principles, sustainable growth, and ESG.

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Carsome secures US.39mil financing facility from AmBank

  • Statements this to be its largest bank-backed service
  • Center at this size a significant endorsement of Carsome’s business model

Christopher Yap (left), MD, Business Banking, AmBank Group and Eric Cheng, CEO of Carsome Group watch as Patrick Chin (left), Head of Commercial Banking, AmBank Group and Nicholas Wong, MD, Carsome Capital Malaysia sign the RM100 million financing facility.

Carsome Group has secured US$ 21.39 million ( RM100 million ) in financing facility from AmBank Group to expand its liquidity, bolster its capacity for growth significantly and enhance its capacity to innovate.

The company, Southeast Asia’s largest included vehicles e-commerce system which just crossed 500, 000 cars sold since its 2015 founding, claims this to be its largest bank-backed service.

Christopher Yap, Managing Director, Business Banking, AmBank Group said,” With AmBank’s help, Carsome said it will be able to further expand different levels of the used car buying process, offering a comprehensive, hassle-free practice to its clients. The company’s commitment to supporting Carsome underlines its commitment to encouraging the development of forward-thinking companies and fostering the development of the regional automotive industry.

Eric Cheng, Carsome Group’s Co-Founder and CEO said,” We are thrilled to mate with AmBank, marking a key time in our quest to improve the electrical business. A leasing facility of this size strengthens Carsome Group’s total financial viability and provides strong validation of the company’s business model. It also demonstrates our commitment to elevating the experience of owning a car and offering attainable solutions to our customers. We will use this partnership, CARSOME Capital, to further increase our service offerings, expand our effect, and keep up our innovation in the automotive ecosystem across Southeast Asia.

While it started off as a used car trading system, Carsome has grown into an end-to-end used vehicle habitat across Malaysia, Thailand, Singapore and Indonesia with over 80 Carsome centres across over 50 cities offering a comprehensive set of services including vehicle inspections, sales, funding, and after-sales help. There has been constant rumors about its pending listing, which is not expected to occur until 2025.

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Syed Ahmad Fuqaha believes there’s blue in the red ocean, and, in letting startups fail while it’s cheap

  • 10th month as&nbsp, businessman with Katsana, an business mobility solutions provider
  • Shutting down a significant item taught difficult lessons about adapting to business challenges.

Syed Ahmad Fuqaha, founder/CEO of Katsana, from row, right, with his team.

” To cultivate fresh companies, you have to let them fail. Let them flunk when they are still on the cheap, soars Syed Ahmad Fuqaha, the founder and CEO of Katsana, who founded it in April 2014. Reflecting on a decade of entrepreneurship, he does n’t mince words about the company ecology:” Currently, there’s almost no street to fail. It’s the epitome of entrepreneurs. Innovation is about failing, failing strong and profitably. If someone wanted to know what the government should be doing, I’d suggest they may provide more chances of failing.

As his business celebrates its 10th anniversary, Fuqaha activists for a dramatic change in how we nurture fresh companies. His message is clear: make more options for startups to neglect quick and inexpensively. It’s a theory that flies in the face of some government initiatives, which Fuqaha, who was a boss with business JomSocial which was sold in 2013 to a Silicon Valley company, &nbsp, sees as extremely safe. In his watch, real innovation thrives on the freedom to take risks, slip, and study from those mistakes. &nbsp,

This counterintuitive approach to developing technology has shaped Fuqaha and Katsana’s voyage from a budding company to a focused business provider offering integrated fleet solutions&nbsp, with&nbsp, over 3, 600 customers, while offering useful lessons for entrepreneurs. Along the way he has raised US$ 1.39 million ( RM6.5 million ) in funding from Axiata’s Digital Innovation Fund ( ADIF ) managed by Intres Capital in 2016&nbsp, and US$ 535, 200 ( RM2.5&nbsp, million ) in&nbsp, venture debt from Malaysian Debt Ventures ( MDV ) in 2022. &nbsp,

Lesson 1: Understand when to cut your loses

Syed Ahmad Fuqaha believes there’s blue in the red ocean, and, in letting startups fail while it’s cheapFuqaha’s words are n’t just rhetoric – they’re born from experience. The rise and fall of DriveMark, one of the bank’s first advances, was perhaps best illustrated by the company’s own trip, which is punctuated by calculated dangers and proper pivots.

A smartphone-based scoring system called DriveMark was created to bridge the gap between driver behavior and insurance premiums. It was intended to promote safer driving. At its peak, it boasted an impressive 80, 000 to 90, 000 users. ” We came up with a solution that is very much scalable, using smartphones”, Fuqaha explains, highlighting the system’s accessibility and initial promise.

However, DriveMark soon encountered challenges unique to the Malaysian market. Malaysian insurance premiums are comparatively low compared to those in the US or the UK, where young or first-time drivers can be exorbitantly expensive. ” In Malaysia, on average, if I’m not mistaken, takaful is around US$ 150 ( RM700 ). For general insurance, the premium is around US$ 192.7 ( RM900 ) on average”.

This pricing structure presented a fundamental challenge to the business model of DriveMark. The majority of users fell into a less exciting category, whereas the top performers with the highest DriveMark scores could receive significant rebates of up to RM160, which were entirely funded by DriveMark. ” For a majority of users, the RM15-RM20 in rebate is just too small to be meaningful”, Fuqaha explains, highlighting the bell curve distribution of benefits.

]RM1 = US$ 0.214]

Ultimately, DriveMark’s business model proved unsustainable. Relying on insurance renewal commissions that averaged only RM70 to RM80 per user, the economics did n’t work out. Two years into the pandemic, Katsana had to make the difficult but necessary decision to stop using DriveMark despite some respectable income. ” We just decided to kill it”, Fuqaha states, acknowledging the need to adapt to market realities

The decision was n’t made hastily. In fact, Katsana spent a year exploring ways to pivot and salvage the technology. After a year of refuting the idea and attempting to convert it to a method for businesses to measure Scope 3 carbon emissions, particularly those involving mobility emissions, we shut DriveMark down in 2022, Fuqaha said. &nbsp,

User privacy and data protection were key components of the process. ” The shut down meant erasure of user data, as we did not want to abuse the consent they gave to DriveMark”, Fuqaha explains. &nbsp,

This decision to shutter DriveMark, while difficult, exemplifies Fuqaha’s philosophy of adapting. As a provider of solutions, Katsana was able to refocus its resources on more promising areas of its business, which ultimately led to a more sustainable enterprise market. &nbsp,

The driveMark experience served as a valuable lesson in Katsana’s decade-long journey, emphasizing the importance of adapting to market conditions and being willing to let go of initiatives that do n’t align with the company’s core strengths or financial viability.

Katsana's latest win was with Universiti Teknikal Malausia Melaka (UTEM) in a partnership with AVIS to equip 10 shuttle buses with a suite of solutions in the KATSANA Fleet Management ecosystem.

Lesson 2: The pandemic pivot: Finding the silver lining

As with businesses worldwide, the Covid-19 pandemic forced Katsana to reevaluate its operations. However, Fuqaha views this disruption as a” silver lining” that allowed the company to sharpen its focus.

Prior to the pandemic, Katsana was active in various telematics-related auto sector. The business also provided fleet management solutions for business clients like bus and taxi drivers, as well as GPS tracking solutions for private vehicles and the RunMark smartphone-based driver scoring system. They were also looking into potential opportunities in the insurance industry, and they were putting their knowledge and technology to use to create usage-based insurance products.

” We had a silver lining from the pandemic,” said the spokesperson. We made the decision to concentrate on the three areas that “made sense for us financially” and to stop providing tracking for private vehicles, Fuqaha said.

While there was money to be made in the private vehicle market, the economics simply did n’t work for Katsana’s high-touch operational model. ” For private vehicles, we have so many competitors out there. Fuqaha explains that there are numerous GPS trackers that can be purchased on Shopee for about RM70.

Katsana would primarily concentrate on its enterprise solutions, particularly fleet management for businesses, as a result of the strategic refocus. This allowed the company to leverage its strengths in developing sophisticated, tailored solutions that go beyond the capabilities of off-the-shelf products.

” What we are doing for enterprises, it makes a lot of sense and it is the best use of our capability”, Fuqaha explains. This change required removing the consumer market and concentrating on larger clients with more complex needs.

By streamlining its offerings, Katsana was able to focus its resources on developing more advanced fleet management solutions, including features for monitoring driver behavior ( building on its DriveMark experience ), vehicle performance, and operational efficiency.

This refocusing made it possible for Katsana to stand out in a noisy market. While many competitors offer white-label solutions from countries like China, Katsana’s intensified focus enabled it to develop unique, high-value offerings for enterprise clients. ” What we do is quite unique”, Fuqaha asserts, highlighting the company’s established expertise in providing sophisticated fleet management tools for larger operations.

Katsana went from being a company spread across multiple market segments to a more focused operation as a result of the pandemic-induced strategic realignment. This change enabled the business to escape the abyss of the pandemic and allowed for more sustainable expansion in the post-pandemic economy.

A Katsana exec installing fleet monitoring equipment on a truck.

Lesson 3: Strategic focus trumps rapid expansion

Fuqaha’s journey has included expanding regional, leading to ongoing projects in Indonesia and Brunei. This expansion predated the pandemic. However, he remains cautious about further expansion. ” It is an interesting proposition, but right now, if you want to have a broader presence over there, it is going to stretch us thin”.

This measured approach to growth demonstrates a maturation that comes from experience. Fuqaha has learned to play to its strengths and keep a laser focus on its core competencies as it continues to serve its existing regional clients as it pursues each opportunity rather than chasing every one.

When the pandemic struck, which presented significant challenges to businesses around the world, this strategic focus proved crucial. Katsana, however, managed to navigate the turbulent times without reducing its workforce, which currently stands at around 45 employees. The company’s resilience stemmed from a combination of its focused strategy and pragmatic decision-making.

” During the pandemic, we made a conscious decision not to hire anymore”, Fuqaha reveals, highlighting the importance of adaptability in times of crisis. He chose a more measured strategy as opposed to fighting against unchecked market forces. He also strategically used government funding, utilizing Malaysian Debt Ventures ‘ Covid Relief Fund for Startup program to boost finances.

Fuqaha was able to weather the storm effectively by maintaining its focus on its core competencies while utilizing government support mechanisms. &nbsp,

Looking to the future: A focused SaaS vision

Katsana enters its second decade with a more in-depth analysis and clearer vision than ever. ” Before the pandemic, we had a lot of things on our plate”, Fuqaha reflects. ” We are now more focused,” she said. No doubt, right before the pandemic, we were on the verge of profitability, even last year we were”.

This transition from a multi-faceted startup to a specialized enterprise solutions provider encapsulates many of the difficulties faced by tech companies in emerging markets. When focus and specialization are what is truly needed, Fuqaha’s story is one of learning to ignore the siren song of diversification.

Looking ahead, Fuqaha has set his sights on transforming Katsana into a Software as a Service ( SaaS ) company. This shift aims to leverage the company’s expertise in fleet management and telematics into a scalable, cloud-based solution. By adopting a SaaS model, Katsana can potentially expand its reach while streamlining its operations and lowering hardware reliance.

Fuqaha says,” We’re developing solutions that are quite unique,” giving a hint as to the sophisticated software features that will make up their SaaS offering’s foundation. This change allows Katsana to compete more effectively both domestically and internationally in line with global trends in enterprise technology.

As Fuqaha approaches his tenth year as a founder, his journey has revealed valuable lessons that could be applied to other startup founders. ” Opt for proven business models,” he advises, noting that red oceans still offer plenty of opportunities for those who understand their market and positioning. Startups are frequently encouraged to chase “blue ocean” opportunities. Red oceans frequently have enough space for multiple providers to coexist, each with their own distinctive offering.

Moreover, Fuqaha emphasizes the importance of nurturing existing customer relationships. The phrase” Existing customers are your best sales channel. Spend time with your current customers to become your supporters rather than just developing new features to make your products more appealing. Meet them at kopitiams, send them greeting cards, set up webinars. These are soft approaches that work”, he advises.

In a sector where many are looking for the next big thing, Katsana has found success by focusing on what it does best: offering top-tier fleet management solutions to businesses that are truly in need while also valuing and developing its existing customer base. After all, with a decade of hard-earned wisdom under its belt, Katsana, in the view of Fuqaha, is well-positioned to navigate the roads ahead, wherever they may lead.

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CelcomDigi launches US.7mil state-of-the-art AI Experience Centre in boost to innovation ecosystem

  • Combines emerging technology AI, XR, and Metaverse to promote growth of remedies
  • Component of&nbsp, US$ 53.1mil&nbsp, devotion by Axiata &amp, &nbsp, Telenor to build&nbsp, world-class technology centre

Idham Nawawi, CelcomDigi CEO (5th from left), Fahmi Fadzil (6th from left), Communication Minister, and, Albern Murty (6th from right) CelcomDigi deputy CEO) with partners of its AI Experience Centre (AiX).

CelcomDigi Bhd unveiled its state-of-the-art CelcomDigi AI Experience Center ( AiX ) yesterday, which it describes as a one-stop immersive innovation and collaboration hub designed to inspire, advance, and inspire the development of world-class digital solutions across a range of industries and verticals. As part of the value Malaysia can expect from the 2022 merger between Telenor owned Digi and Axiata’s Celcom, the two sides committed to a US$ 53.13 million ( RM250 million ) investment&nbsp, to build a world-class innovation centre in Malaysia over five years. &nbsp, The AiX is part of the promise to deliver on this.

Supported by a wide ecosystem of leading global technology players and local partners who, together with CelcomDigi have invested a total ofUS$ 11.68 million ( RM55 million ) into the centre, AiX will serve as a focal point for cross-industry collaborations, leveraging emerging technologies such as 5G, Artificial Intelligence ( AI), Extended Reality (XR ), Robotics, Analytics and Metaverse. This creative facility is designed to drive fast technologies advancements and growth of new online startups, enterprises, and potential skills to build a burgeoning development ecosystem and fuel Malaysia’s digital transformation.

Launched by the Minister of Communications, Fahmi Fadzil, AiX provides an interactive experience combining look, sound, and feel, and functions real-world options ready for immediate deployment. The technologies and showcases may be updated regularly to provide new experiences to visitors and are built on a unit of continuous development and partnership. They are also set to be the epicenter of co-creation to facilitate quick experimentation and development of new technology solutions for the market.

Emerging technologies like AI are revolutionizing the world, and Malaysia may keep up with this development in order to create a prosperous online nation, according to Idham Nawawi, CEO of CelcomDigi. We made a strong determination to play a crucial role in the achievement of this goal more than 1.5 years ago by leveraging our greater combined abilities as a combined business to invest and promote digitalization, development, and green development for the country.

The AiX is seen as a realization of the federal benefit of Celcom-Digi’s 2022 acquisition, where their combined scale and capabilities you partner with international and regional modern tech giants to advance the creation of cutting-edge online solutions, making it a powerful ally to Malaysia’s online aspirations.

A thriving innovation ecosystem is crucial to the creation of a robust digital society, says AIX. In the fast-paced era of digital everything, speed of innovation is essential. We have therefore created AiX based on a model of strong partnerships and constant evolution, enabling us to co-create use cases for Malaysia with great potential at an accelerated pace. Together we have invested RM55 million to support this endeavor, said Idham, working with some of the most notable global tech and local ecosystem players.

He adds that CelcomDigi will continue to invest in the infrastructure, partnerships, and competencies needed to help Malaysia through its rapid technological advancements. The telco is determined to promote digital transformations across sectors and ensure that all Malaysians can benefit from the advantages of 5G, AI, and emerging technologies.

BoomGrow's Agritech solution is on display at the AI Experience Centre. Daniel Nesan (front), Head of Plant Science, BoomGrow with Fahmi and Idham.

Interactive simulations of solutions for a digital society

Located at CelcomDigi Hub in Subang Jaya’s Hi-Tech Park ( Digi’s previous headquarters ), AiX houses two main inspiring spaces called The Infinity and The Gallery.

The former is designed to provide visitors with immersive, interactive experiences of digital society simulations using cutting-edge audio-visual technology. To illustrate the transformative potential of emerging technologies, which are essential to enterprise growth, the Gallery space showcases a physical array of real-world industrial use-cases. These respective simulations display a range of 5G and AI-powered technologies and robotics across eight verticals namely manufacturing, logistics, energy, fleet, port, healthcare, education and agritech. 13 of the 45 solutions exhibited in the eight verticals are live use cases being tested with businesses in Malaysia.

AiX is also home to AI-RA, the first AI digital human and resident co-host of the centre’s immersive tours. While AI-RA interacts with visitors and explains the diverse use cases on display, she is accompanied by a family of autonomous robotics who perform a diverse range of tasks including perimeter surveillance, delivery of goods, entertainment, and personal assistance, demonstrating the power of combining AI and robotics to improve convenience for work, life, and play.

AiX also houses a collaborative space that serves as a cutting-edge live lab environment for interested parties- from startups to large-scale enterprises, and from academia to government- to co-create, test, and validate new solutions that pair 5G with other emerging technologies.

Build on a partnership model, AiX is powered by a strong, extensive and growing ecosystem of 40 global technology leaders, local partners and solution providers, from core partners Huawei and ZTE, to other collaborative partners AWS, Digital Nasional Bhd, Ericsson, Microsoft, SK Telecom, Softbank, Sumitomo, and Yinson, among others.

AiX will be accessible to visitors on a regular basis. To explore the potential of the digital society through immersive and interactive exhibits, technology and business partners, academia, government agencies, and corporate organizations are invited to visit the AiX.

AiX’s use cases will be updated on a regular basis to give visitors a better experience and allow co-creators to test the most recent technologies in keeping with the dynamism of the tech sector. Schedule a visit to learn how the CelcomDigi AI Experience Centre can inspire and advance Malaysia’s digital transformation at]email&nbsp, protected].

Fahmi getting a feel for robotics. Will his constituency service centre at Pandai Dalam (Bangsar South) see such a robot welcome constituents in the future? On the right is Kugan Thirunavakarasu CelcomDigi's Chief Innovation Officer.

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Coworking space provider Sandbox finds its niche as a startup hub

  • 15 % increase of lively regular users from 2022 to mid 2024 time
  • Investor gave US$ 318k in 2021 to establish 2nd place in Bandar Sunway

Sandbox co-founders, Lye Yu Min (left) and Casper Foo. 

Although the Klang Valley’s traffic conditions demonstrate clearly that the work-from-office pre-pandemic rule has reaffirmed itself, that does not imply that the idea of the company has not changed.

For example, the demand for working has improved after the crisis, said Casper Foo, inc- chairman of coworking area Sandbox launched with his co- founder, Lye Yu Min in 2017 in Sri Petaling, a township in Kuala Lumpur. There was a second i- leader then and the group self- funded the opportunity to the rhythm of US$ 63, 705 ( RM300, 000 ). The next co- founder immediately left to pursue additional interests. &nbsp,

The traditional method of working with a fixed space and legal obligations to pay rent had been clearly demonstrated by the crisis. Numerous companies experienced major cash flow issues. &nbsp,

Renting an office in the post-pandemic era also involves signing a traditional two-year lease and then investing in repairs.

More people today prefer coworking spaces because of the flexibility they are offered, according to Casper, adding that because of the lessons they learned that” income is king,” people are afraid to make this determination. With all the competition out there, you do n’t even know whether you’re going to succeed when you start a business. Which is why choosing a working place to begin as your first business is a wise decision, he said.

Casper points out that one can start at a coworking space right away, and that one can leave after one month if they do n’t feel their idea is solid enough.

Found its market

As a provider of coworking space, Sandbox is small compared to market leaders WORQ ( eight locations ) and Common Ground ( 10 locations ), or other established players such as Colony ( four locations ), Co- Labs ( five locations ), Spaces ( three locations ) and Komune ( three locations ).

While industry leader WORQ has been making headlines with partnerships with mall operators and real estate investment firms to expand the scope of its offerings and proven business players are becoming more and more popular for coworking options, Casper believes he has found a niche with his 24/7 coworking space that attracts students, freelancers, distant workers, startups, and modern nomads.

We are more like a business hub, a stepping stone for those who come in with little ideas, maybe only one person, or even occasionally without an plan. So they must experiment with a lot of tests in our environment. That’s why we call ourselves Sandbox”, Casper explained.

In 2022, having proven its target market was viable, Casper, with a US$ 318, 400 ( RM1.5 million ) investment from a close friend opened a second branch in Bandar Sunway instead of the more popular coworking locations such as Bangsar South, Damansara, Bangsar proper or Subang. For us, he said,” Those places are very elegant and business.” &nbsp,

Before Sandbox

Before the concept of Sandbox, Casper had spent his previous 10 years working as a financial planner in economic advisory services, while Lye, his co-founder, spent 11 years as an basic insurance planner. Since their time together at Sunway University, they have been companions.

Casper always liked the idea of working in an office, so he decided to work from a shop, which piqued his interest in the working concept because he thought it was “very cool” but also useful, especially if one was an entrepreneur or modern nomad. &nbsp,

” You could get guidance from others in the same area because the relationship is really strong when you meet like-minded people, rather than working at the cafe only or starting some projects,” said one woman.

Casper’s normal shop, which served as his office, shut down without warning in 2017 and that was the catalyst for the launch of Sandbox.
 

Sandbox Sri Petaling.

Sri Petaling and Bandar Sunway, and the village think

It was simple to pick Sri Petaling as the starting spot. The founders wanted Sandbox to get located in small towns that had a town experience. Additionally, Sri Petaling is located near to their home.

” I also favor areas that are more geared toward the younger demographic, because businesses typically fall into the 20s to early 30s,” Casper continued.

2017 was a different occasion for coworking areas, as they were too costly, said Casper. ” When Sandbox first started out, our rates were low compared to our competition”.

Now, after seven years in activity, rates have remained the same at the Sri Petaling area.

Because I personally looked for a coworking space before but found it inexpensive, I want to support these startups and those who are starting their entrepreneurial journey. That’s why when we started I wanted to make sure that the costs was pleasant for everyone”, Casper explained.

While Bandar Sunway took a month, its Sri Petaling branch’s cash-flow broke yet six months into operation. Casper items to the gradual recovery that followed the longer period that Bandar Sunway had to make breakeven.

He is now looking to expand Bandar Sunway’s events organization by employing some people. &nbsp,
 

Tenants

While residents have come and gone, particularly during the epidemic,” Most folks that leave our place are for good reasons as they grew too great for us to accommodate”, he said, declining to give examples.

A team of four to eight is the common power, but at one place, Sandbox was able to accommodate a group of 30 people because they had expanded at Sri Petaling before the crisis struck.

Sandbox now hosts 70 to 100 active regular people in each area. Between 20 and 30 of the inhabitants are contractors, while the remaining 20 to 30 are between two and four. Since 2022, occupancy has increased by 15 %, and the two locations have a monthly occupancy rate of between 65 % and 80 %.
 

The prospect

Sandbox is requesting Malaysia Digital Hub ( MDH) status, a government-certification for coworking spaces that meet certain requirements that help their user community grow their businesses.

” We are truly in the midst of this process for getting licensed”, Casper added.

In terms of potential growth,” While we welcome investors, we likewise hope to develop this business spontaneously because we want to maintain our model and style as a center scale, community- driven coworking space”, Casper explained. &nbsp,

Any investor looking to form a partnership with Sandbox in order to expand to new locations must accept their brand. &nbsp,

Beyond investors, Casper is looking for corporate partners. We hope to work together with more businesses to synergize with us, he said. Recently, it recently collaborated with Asus to provide Sandbox with the most recent WiFi router technology.

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