Analyse Asia With Bernard Leong

"You can try to develop self-awareness and take a beginner's mind in all things. This includes being open to feedback and truly listening, even when it might be hard to receive. I think that's been something I've really tried to practice. The other area is recognizing that just like a company or country, as humans we have many stakeholders. You may wear many hats in different ways. So as we think of the totality of your life over time, what's your portfolio of passions? How do you choose—as individuals, as society, as organizations, as humans and families with our loved ones and friends—to not just spend your time and resources, but really invest your time, resources, and spirit into areas, people, and contexts that bring you meaning and where you can build a legacy? So it's not so much advice, but more like a north star." - Sabastian V. Niles Fresh out of the studio, Sabastian Niles, President and Chief Legal Officer at Salesforce Global, joins us to explore how trust and responsibility shape the future of e

"I quote a study that looked at  84 countries in terms of internal migration and India was dead last. That's not a knock against the culture. It's just not part of the culture that young women in particular leave home at 17, go to the other side of the country and work in a factory. You don't have that. So what's the phrase: Culture eats strategy for breakfast. Apple might have a plan, but  like good luck upending 5,000 years of Indian culture to make it happen." - Patrick McGee, author of "Apple in China" Fresh out of the studio, Patrick McGee, San Francisco correspondent for the Financial Times and author of "Apple in China: The Capture of the World's Greatest Company" joined us in a conversation to unravel the extraordinary story of how the world's most valuable company became inextricably entangled with China. Patrick shared the backstory behind Apple's century-defining Faustian bargain and progressed through how he uncovered the untold story of Asia's contract manufacturing history through Apple's supply

"At IBM, we really work on two emerging technologies: hybrid cloud and AI for enterprise. These two are deeply connected. Hybrid cloud for us means that regardless of where the data sits whether the compute is on-premise, off-premise, or across multiple clouds. We believe the client should have the control and flexibility to choose where to run and place their data. If you look at the facts, a very high percentage of client data is still on-premise. It hasn't moved to the cloud for obvious reasons. So, how can you scale AI if you don’t have proper access to that data? AI is all about the data. That’s why we believe in a strategy that redefines and rethinks everything. We call it the Great Technology Reset." - Hans Dekkers Fresh out of the studio, Hans Dekkers, General Manager of IBM Asia Pacific, joins us to explore how enterprise AI is reshaping business across the region. He shares his journey with IBM after business school, reflecting on the evolution of personal computers to AI today. Hans explains IBM's

"If you take a step back and ask, how has the last 10-15 years panned out? The truth of the matter is that Southeast Asia has not done as well as it should have based on the reports and projections that existed earlier. There have been fundamental flaws from a culture standpoint with respect to how the ecosystem has been shaped. I think there has been too much of a mirror of what's happening in Silicon Valley and figuring out how to replicate those concepts in Southeast Asia, whereas there should have been a better, more localized, customized, regional model to suit the culture and concepts in this region. We've mirrored our fundraising, our entire ecosystem to be too much like Silicon Valley - blitzscaling style model, power law style investing which in hindsight, maybe were not the right approaches. There's also been an over-reliance on funding." - Mohan Belani, CEO & Co-founder of E27, Partner at Orvel Ventures Fresh out of the studio, Mohan Belani, CEO and co-founder of E27 and partner at Orvel Ventur

"I think the why is so important, but it's always not really being asked. Most people want to know, 'What's your growth look like?' or 'How is this offering different from another offering?' Those are the questions we get most of the time. But going back to the real why we actually do this in the first place is the most critical question if you ask me. For myself personally, it is all about having a positive impact in society. We have chosen to go down the route of wellness, fitness, and longevity to have that positive impact, which we believe is extremely important and a strong one whereby I'm personally putting a lot of energy, funds, and capital behind it to ensure we educate the community and society to establish and adopt healthy and active lifestyles that will only benefit the entire population." - Allen Law Fresh out of the studio, Allen Law, co-founder of MOVE Repeat, chairman of REVL, and principal of Seveno Capital, joins us to explore the holistic approach to wellness, fitness, and longevity across

"Now, some people are only ever going to want to use WhatsApp to message the people in their life, and they should be able to carry on doing that and have an incredibly simple experience in doing so. But we're increasingly seeing that users want to use WhatsApp for more than messaging close friends and family. It's why we're doing things like business messaging. It's why we built new features like channels and status and updates tab separate from your personal chats. We think that if we carry on getting the core of private messaging right, it also gives us the opportunity to build more of these features that users want." - Alice Newton-Rex Fresh out of the studio, Alice Newton-Rex, Vice President and Head of Product at WhatsApp, joins us to explore how the messaging platform balances innovation with privacy for over 3 billion users worldwide. In the conversation, Alice explained WhatsApp's three guiding principles: simple, reliable, and private. She emphasized that the features they say "no" to are often more

" We did a survey with The Economist globally which obviously included Europe and APAC as well. And we asked the question, 'Does my organization's current architecture supports the unique demands of AI workloads.' Basically 85% said, 'No. We don't have the architecture to support it.' Some partially does, but it needs lots of modifications. So we can still feel a lot of people are still in the early stages and that data point ties back to: 85% of GenAI [proof of concepts] has not gone into production. I think that another interesting point is, 'Does your architecture connect AI application? -your relevant business data.' which is probably nearly even more important for me. Again, it was still about 80%- 'We don't have that.' Because that business data is all over the place. Without the clean data, you cannot get good AI." - Patrick Kelly Fresh out of the studio, Patrick Kelly, Senior Director for Digital Natives, Startups & Enterprise and Commercial Sales in Southeast Asia at Databricks, joins us to discu

"The thing that's most fascinating, we talk a lot about how complex North Korea is here but when you compare it to some of the other illicit groups, particularly those that are sanctioned, say your terrorist organization that's soliciting donations on Telegram or some other social media outlet understanding what that difference in the level of complexity is, I think is really fascinating to actually know about. When we're talking about DPRK, we're talking about laundering of funds through tens of thousands. By the time we're done, it'll be hundreds of thousands of wallets. And then on the other end of it, We have a terrorist organization that was, sanctioned mid last year for facilitating on behalf of Hamas. After they got sanctioned and their addresses that they were using, got seized and disrupted. They got annoyed and they tried to bridge funds with their new Ethereum wallet after they received a few donations and they didn't even have the gas fees to facilitate it. And the transaction,  when we're talking

"When I discuss with senior leaders, interview them, or assess them for senior roles, they often come to me, and I ask them: 'What makes you unique? How do you see yourself?' Eighty percent of them tell me what they can't do. They talk about their development needs, and I say, 'Is that how you pitch yourself? Is that what you really bring to the table? You sit with a headhunter and tell me what you can’t do—why not tell me what you’re really good at?' Your exceptional value-add, your competitive advantage—that’s what makes an impact, not what you cannot do. Development needs require a mitigation strategy, yes, but I believe that focusing on your unique strengths will take you further in your career." - Mark Reinecke Fresh out of the studio, Mark Reinecke, SVP of Top Executive Management and Talent Acquisition at Airbus, shares his approach to the full life cycle of global talent management from acquisition to development and retention. Starting from his career journey, Mark shared his experiences and mental m

"They will judge Masa to have been an extraordinarily consequential investor and historic figure in world investing and tech investing because he has made not just spectacular bets—but he's made so many people rich. I mean, with other people's money. All these founders, he's given them money, he's been an enormous disruptor, and he's built global businesses. He's built a huge business in Japan on the mobile operator. So for all these reasons, I know he sometimes feels dissatisfied with his legacy, and he's now trying to build his greatest legacy in the march to artificial general intelligence. Maybe the legacy will finally be judged by whether this bet pays off. What will his role be in the AI revolution? I would say to him, 'You've done pretty well so far.' " - Lionel Barber, author of "Gambling Man" Fresh out of the studio, Lionel Barber, former editor of the Financial Times and author of "Gambling Man" joined us in a conversation to unravel the enigmatic figure of Masayoshi Son, the CEO of SoftBank Group.

"We're all vulnerable. And I hadn't thought about that previously. I thought, oh, it's only a small group of people who might fall for this. What I've learned is actually [that] these scammers are so sophisticated. They have so much money. Based on my reporting, this industry, you know, is maybe more lucrative than the illicit drug trade, and these criminal syndicates might be making over 500 billion US dollars a year.  So that means they have access to the latest technology, whether it's voice cloning or face changing software. They can buy  the latest in AI tools. they can stay several steps ahead of most law enforcement organizations in most places in the world, and, you know, re-invest in their businesses, because that's how they view what they're doing. They just see this as a business line, and they want to make a profit. That's why we called the podcast Scam Inc, because I think the way to understand what we're seeing is that this is an industry and everyone's driven by profits. So the fact that the cr

"So that was back in 2021. And then after Revolution Precrafted, there was Zilingo in 2022, and then Tanihub and Investree - which were P2P lenders in 2023(24) - and then eFishery. So actually every single year we've been getting pretty big blow ups. But as I was looking at the cases for each of them, one thing I've noticed is the sophistication of the fraud is actually becoming more advanced." - Kristie Neo Fresh out of the studio, Kristie Neo, an independent journalist covering tech and venture capital, joins us to dissect the rise of startup fraud in Southeast Asia and why it’s becoming more sophisticated. She shares her journey from broadcast journalism to investigative reporting, reflecting on the shift from high-growth hype to market corrections and corporate scandals. Kristie unpacks the eFishery scandal, explaining how founders manipulated financials and how investors got misled. She discusses why due diligence often fails, the role of unchecked valuations, and the impact of drying venture capital on

"What's the point if it's a fast platform, but I still have to go somewhere else? And the last thing is speed. Right now, especially in our region, it's a land grab. When we think about some of the fastest-growing economies in the world—Indonesia, for example, Vietnam, the Philippines—you have hundreds of millions of people here. What we see in every customer I speak to is interest in how they use our platform to move faster, to deploy AI. They don't want to have to build a foundation level of AI, integrating all those elements themselves. They want to deploy it faster. When you think about our history, we have 250 petabytes of data being accessed by 150,000 customers every single day. When you take that set, we had to get this right. We had to because we have thousands of engineers focused on building these platforms so our customers don't have to—so they can deploy innovation and create truly unique and differentiated customer journeys." - Sujith Abraham Fresh out of the studio, Sujith Abraham, Senior Vice

" Now, the beauty about the real estate industry, if you look outside and you look at the commercial buildings, you have a lot of data generated on a daily basis. The challenge is, what do you do with this data? How do you mine this data in a smart way to give you better investment decisions going forward [or] better decisions on how you run the building? Where are the opportunities to reduce your expenses? On the climate side, how do you reduce your operational carbon? How do you make those buildings better? I think that here, Gen AI, can help big time, because any solution that will mine this data smartly and will create a result, an output, that end users and owners can use to their advantage.” - Ariel Shtarkman Fresh out of the studio, Ariel Shtarkman, Managing Partner and Co-Founder of Undivided Ventures, joins us to share the mission and vision of Undivided Ventures and how the fund is driving innovation at the intersection of sustainability, PropTech, and construction technology. Beginning with her ori

"What does great look like? For us, it's being able to achieve this vision of a society of agents. So, if you can show clearly the economic value of a society when agents can influence other agents, agents can influence humans, and humans can influence agents, that would be something that I'll be very proud to say that we've accomplished. Because that's the beauty of really combining breakthroughs on the AI, on the autonomous agent front, and the value add of crypto. This is one of those very rare moments that crypto has that true potential value add, right? As a productivity lever and an economic lever in society." - Jansen Teng Fresh out of the studio, Jansen Teng, co-founder and CEO of Virtuals Protocol joins us to share the mission and vision of Virtuals Protocol and how the protocol intersects generative AI and web3, unlocking the world of autonomous AI agents powered by tokenization to unlock new economic possibilities. Beginning from his origin story, he explained how the Virtuals team explored and eve

"People always ask us this question, what can I learn from that country? People ask us about this from the report especially when we're talking to policymakers, or what should I learn from Malaysia? What should I learn? The thing to learn is  to not learn  to replicate exactly.  But the thing to learn is sort of what are the principles behind what works for them. What are your comparative advantages, Every country needs to be asking that for themselves. So for Vietnam, comparative advantages are things like  proximity to China, and an ability at a geopolitical level to navigate between the U.S. and China.  They do this pretty delicately, given their history with both countries. There's an acquiescence by the major powers also to not force Vietnam to take sides. And, you know, and so it's a delicate balancing game that ASEAN always plays ..." - Gullnaz Baig Fresh out of the studio, Gullnaz Baig, executive director from the Angsana Council, shares her perspectives on the "Southeast Asia Outlook 2024-2034: Navig

“ Yeah. We plan to replace the fleet by 2040. We can't scrap all of them now because each bus lasts 18 years. So we have the depreciation for 18 years. They're all from the U.K. All the buses are from the U.K. All the double-deckers. That's the only country that makes double-decker buses, and it's the same as Singapore. All the double-deckers are from the U.K. Because of COVID, when we replace all these diesel buses with electricity, you need a lot more power and electricity to accommodate this. So the government has to work with us. But today, we can't really see that if we import all these 4,000 electric buses to Hong Kong, there will be enough charging stations. We'll have to build a new depot that accommodates electric buses. So in Yuen Long, we're building a seven-storey, new depot that can charge 1,000 buses every night. But after we build it, the government has to give us the confidence that they can give us the power to charge these buses. So there's no point building a new depot if there's not enough

"But what I didn't realize is that the main reason they wanted us in China was so that they could study our business model and figure out how to copy it over time. And that was something I wasn't expecting, but I should have. If I were less naive, And if I were better prepared, I would have realized that was the intention. So the original title, the working title I had for my book, which I had to change because the publisher didn't like it, my original title was 'One Bed, Two Dreams' (同床异梦).   Because that's a phrase that most Chinese are familiar with." - Ken Wilcox Fresh out of the studio, Ken Wilcox, former CEO of Silicon Valley Bank and author of "The China Business Conundrum", shares his experiences establishing Silicon Valley Bank’s joint venture in China, uncovering the challenges of navigating cultural differences, guanxi, and examine China’s playbook in bringing successful foreign ventures onshore. He reflects on lessons learned, from differing views on contracts and negotiation tactics to the comple

"So, my definition of being fearless is not about no fear, but it's having that courage to face your fear, to conquer whatever adversities that are thrown your way. it is part of the entrepreneur journey. We are always faced with fear of failure. Self Doubt is how to pick up our courage and face them and use these challenges to become your catalyst for innovation, the catalyst for growth, the catalyst for your success." - Yvon Bock Fresh out of the studio, Yvon Bock, Founder and CEO of Hegen, shares her inspiring journey from stay-at-home mom to world-class entrepreneur in her new book, "ExtraOrdinary". Yvon discusses how personal challenges as a breastfeeding mother fueled her vision to create Hegen’s groundbreaking baby bottle, overcoming five years of development and over 200 prototypes. She reflects on the bold decisions behind Hegen’s expansion into China, including leveraging live streaming to reach millions and highlights how storytelling and advocacy transformed her brand into a movement supporting mo

"So, we are very conscious of the fact that we license the content from other publications. And as I mentioned previously, we do that through licensing agreements. We are transparent with the publishers about what happens with their content. We ensure that they are being fairly compensated for the content that we use. But, as a result, when we started talking about how we wanted to use Gen AI, we actually felt that we had an obligation to go back to publishers and ask for additional licensing rights. Part of that, I think, is driven by the fact that Dow Jones is a publisher. We are a publisher ourselves. We are very protective of our content. We want to make sure that we understand what's happening with our content: Where is it going? Who is using it? And we want to be fairly compensated for it. So, if that's one of our core principles, then we also want to make sure that we treat all the other publishers exactly the same. One of the challenges has been that we had to go back to all publishers and ask for add