Sherry Jiang, CEO & Cofounder of Peek, and Jeremy Au explored three key topics:

1. Navigating Product-Market Fit Pivots: Crypto winter forced Sherry to pivot from her original idea—an algorithmic stablecoin protocol for Southeast Asian currencies. This shift led to the creation of Peek, an AI-powered platform for managing net worth. She highlighted the challenges of gaining traction, facing ambiguous customer demand, and maintaining deep customer engagement. Sherry emphasized how adaptability is essential when an original business model fails to fit the market. She candidly discussed the emotional and logistical hurdles of steering a company through such changes, underscoring the need for transparent communication with both internal teams and external stakeholders, especially investors.

Borko Kovacevic, Cofounder of Poddster, and Jeremy Au discussed:

1. Serbia Childhood to Singapore: Borko reflected on his childhood in Serbia during the 1980s and 1990s, witnessing both Yugoslavia's prosperity and the hardships of the Bosnian and Kosovo wars. Economic instability and rising crime taught him street smarts and resilience, values he now aims to instill in his children, who are growing up in Singapore’s safety. He stressed the importance of teaching gratitude and perseverance despite their comfort, helping them appreciate hard work and innovation. Borko contrasted his challenging upbringing with his children’s blessings, focusing on how to nurture their development without fostering complacency.

Jeremy Au defined startups as newly established businesses bringing future technologies to the present, with unicorns being those valued at over $1 billion. These valuations are typically driven by revenue generation of around $100 million annually and market confidence in future profitability, eg. Palantir and Salesforce. Private markets apply valuation multiples based on future growth potential, with speculative booms in sectors like crypto, where revenue valuation multiples went as as high as 1000x due to bull markets. The odds of achieving unicorn status (about 1 in 40 for USA startups with venture funding) and outlined eight strategies for building a unicorn (Christoph Janz). These include models like “whales,” serving high-value clients, and “rabbits,” scaling by targeting many smaller customers. He emphasized that becoming a unicorn requires long-term execution, strategic positioning, and navigating indirect competition, particularly in Southeast Asia’s fragmented markets. 

Johann Wah, President & Cofounder of Nika.eco, and Jeremy Au discussed:

1. Student Founder Beginnings: While attending Yale-NUS, Johann founded a sustainable apparel company to pay for his university expenses and dates with his now-wife. The business started gaining traction after a Straits Times article featured their eco-friendly fabrics, but the COVID-19 pandemic led to canceled orders and an overwhelming inventory. Faced with financial challenges, he borrowed money from friends and family to meet his Minimum Order Quantity (MOQ) for the fabrics. When B2C sales dried up, he pivoted to B2B, cold calling and knocking on doors of corporations with sustainability mandates. After three months of high risk, he secured contracts with Western multi-national corporations headquartered in Singapore that allowed him to clear his debts and pay for his university fees.