At the Challenge Launch Day, the teams and their parents had the opportunity to gain insights from Mr. Dinesh and Mr. Willson on building confidence, decision-making, ownership, and resilience — skills that will help shape young people into future leaders. S$250 in seed capital was disbursed to their DBS PayLah! account, and they have begun executing their business ideas within a structured environment. At the Workshop Day, the teams met their assigned mentors and learned key skills needed to start building their ideas.

“By introducing structured catalytic capital and real market exposure at an early stage, My First $1000 program helps shape an entrepreneurial mindset in the formative years, enabling young people to understand risk, responsibility, and financial integrity in practice. We hope this program can strengthen Singapore’s long-term entrepreneurial culture. We encourage the public to support these student teams — look for their information and business locations on the program website and try their products and services. It means a lot to us,” said Willson Cuaca, Co-Founder and Managing Partner at East Ventures. 

“In a world where technology is reshaping industries and global uncertainties are rising, we want to encourage young Singaporeans to not only adapt to change, but to create it. My First $1000 gives our youths the opportunity to develop entrepreneurial skills and learn what it takes to build and execute their own business idea. It is about nurturing a mindset that innovates, takes calculated risks, and turns setbacks into stepping stones. By investing in youth entrepreneurship today, we are strengthening Singapore’s entrepreneurial DNA for the future,” said Mr. Dinesh Vasu Dash, Minister of State for Culture, Community and Youth and Manpower.

My First $1000 is designed with the principles of real money, real execution, and real learning. Participants will embark on an eight-week entrepreneurial journey with $250 in seed capital disbursed, operating under real market conditions and supported by ongoing access to over 55 mentors. At the end of the program, each team must return the $250 seed capital, along with a $50 cost of capital, emphasizing that funding carries responsibility. To reinforce governance and financial responsibility, the program incorporates bank-statement verification to ensure proper use of funds and accurate reporting. Evaluation will focus not only on revenue generated, but also on execution discipline, integrity in reporting, and the resilience demonstrated throughout the program. 

Moreover, for every $1 in revenue generated, the program provides a dollar-for-dollar match, capped at $1,000. The matching grant will be disbursed by 30 May 2026 at the latest. In the event that a team makes less than $150, teams are required to return any remaining seed capital. 

The program will culminate in a Showcase Day on 30 May 2026, featuring a Youth Carnival, Gallery Walk, and Flea Market, where all participating student teams will have the opportunity to showcase and sell their products to the public. Some of the selected teams will present their journey, outcomes, and key learnings to invited guests.

My First $1000 is supported by Catalytic Partners, including Temasek Foundation and Golden Agri-Resources, as well as Enabling Partners, namely the Economic Strategy Review (ESR) Entrepreneurship Committee, Enterprise Singapore, JTC Corporation, ACE.SG, Zenith Education Studio, DBS PayLah!, Carousell, The Trampoline by Access Singapore, SaladStop!, Woofie, and Reactor School.

For more information, please visit my1st1000.sg.

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The list is constantly updated by Tech in Asia, covering companies up to the series E stage.

Extending our warm congratulations to the eight East Ventures Family members who made it into the list!

Pintarnya

Pintarnya is a one-stop digital platform for blue-collar workers to find employment opportunities in Indonesia. East Ventures participated in the firm’s US$16.7 million series A round in August 2025. Since its seed funding in 2022, the platform has served over 10 million job-seeker users and 40,000 employers nationwide.

McEasy

McEasy provides Internet-based and GPS-based digital solutions to address logistics operations and vehicle location tracking needs. The firm raised a series A2 funding round of US$3 million in July 2025, following an extended series A+ round in June 2024 of US$11 million.

Sxored

Sxored is an Indonesia AI-based technology startup specializing in intelligent document extraction, OCR, and advanced analysis for documents in the credit application process. The company raised funding from East Ventures in July 2025, aiming to accelerate product development and deepen the integration of its AI and machine learning solutions.

Ringkas

Ringkas aims to make mortgage financing more efficient and accessible for home buyers in Indonesia. Ringkas raised US$5.1 million in pre-series A funding in May to enhance its AI capabilities, increase headcount, and expand in Southeast Asia.

Rekosistem

Rekosistem, a Jakarta-based climate tech company, offers digital waste management services to individuals and businesses in Indonesia. In May, Rekosistem raised $7 million in a Series A funding round, bringing its total funding to US$12 million.

Nexmedis

Nexmedis is the GPT of healthcare, providing an AI-powered health information system (HIS) to streamline healthcare facilities’ operations, advance doctors’ clinical services, and improve patients’ clinical outcomes. The startup joined East Ventures’ growing portfolio in February 2025.

MAKA Motors

MAKA Motors is an electric vehicle startup focused on delivering electric motorcycles that meet the unique needs of Indonesian riders. In 2025, the company debuted its first locally designed electric motorcycle, MAKA Cavalry.

Read the full list by Tech in Asia here.

Listed in the previous editions:

• UENA
• Praktis (PTS.sc)
• Jojonomic
• Legit Group
• Fit Hub
• Fresh Factory
• Social Bread
• Etana
• Bababos
• Desty
• Komunal
• Mindtera
• Imajin
• Hijra (ALAMI Group)
• Compawnion
• Amoda
• Bababos
• Hukumku

The post East Ventures’ portfolio companies listed amongst Tech in Asia’s 50 rising startups in Indonesia appeared first on East Ventures.

Designed for students aged 14 to 18 across Secondary 3 and 4, Junior Colleges, Polytechnics, and ITEs, the program equips youths with seed capital to build and run business ideas within a structured, time-bound framework. Participants are guided to take calculated risks while learning to manage revenue transparently and responsibly, reinforcing ownership, accountability, and integrity in a real-world setting.

My First $1000 was conceptualized by Willson Cuaca, Co-Founder and Managing Partner at East Ventures, throughout his engagement in Singapore’s Economic Strategy Review (ESR) Entrepreneurship Committee, led by Mr Alvin Tan, Minister of State for Trade and Industry and National Development, and Mr Dinesh Vasu Dash, Minister of State for Culture, Community and Youth and Manpower.  The Committee aims to strengthen Singapore’s startup ecosystem and nurture a stronger entrepreneurial culture.

A clear theme emerged from the discussions and engagements with the startup community: if we want to foster a stronger entrepreneurial culture, our people must be exposed to meaningful opportunities to experience entrepreneurship from a young age, and be supported to bounce back and try again should they fail. They need opportunities to take risks and test business ideas in a real-world setting while learning to manage money responsibly.

“To develop entrepreneurial skills, the best way to learn risk-taking skills is by experiencing them, rather than only studying how risks might occur. These are not capabilities that can be taught purely in a classroom. If we nurture a willingness to embrace risk during the formative years, young people can become more familiar with risk and manage outcomes, whether it is good or bad. Through My First $1000, we want to create an environment where young people can try, fail, and learn to take risks in fun and educational ways,” said Willson Cuaca, Co-Founder and Managing Partner at East Ventures.

Real money, real execution, real learning

Unlike grant-based programs or business competitions, My First $1000 introduces participants to the realities of capital and execution as part of their character-building process. The program comprises several stages:

1. Journey kick-off: Mentor introduction and in-person workshop to help teams sharpen their ideas and execution approach. 
2. Seed capital: Each team receives $250 in starting capital from East Ventures. 
3. Execution: Teams bring their ideas to life, operate in real market conditions, and generate revenue over 8 weeks. 
4. Capital repayment: At the end of the programme, teams return the $250 seed capital plus a $50 cost of capital (total $300).
5. Matching incentive: For every $1 in revenue generated, the programme provides a dollar-for-dollar match, capped at $1,000. 
6. Showcase Day: Selected teams present their journeys, outcomes, and learnings to invited guests and expert panels.

Participants are required to operate under real market conditions, including understanding that capital comes with a cost. The program also uses bank-statement verification to ensure proper use of funds and accurate reporting, reinforcing ethical behaviour from the outset of the entrepreneurial journey.

Throughout the program, selected teams will receive guidance from mentors and access to business tools before presenting their journeys, results, and lessons learned at the end of the program. Applications are now open and will close by 28 February 2026. The full timeline can be accessed here. 

For more information, please visit my1st1000.sg.

The post East Ventures launches “My First $1000” to enable Singapore youths to experience real entrepreneurship appeared first on East Ventures.

The Southeast Asian digital economy has shown remarkable resilience. The latest e-Conomy SEA 2025 report projects the region’s digital economy GMV will surpass US$300 billion, driven primarily by e-commerce growth, which currently stands at US$185 billion.

Yet, within this massive growth story, very few companies successfully navigate the transition from a “niche brand” to a scalable, profitable global platform.

Mighty Jaxx is one of those few.

When East Ventures first backed Mighty Jaxx, we were not just investing in “toys.” We were investing in a founder who understood that, to win in the long term, you don’t just need cool designs—you need a defensible business moat built on technology and supply-chain mastery.

Our “People and Potential Market” (2P) hypothesis guides every decision we make. Here is our thesis on Mighty Jaxx and how founder Jackson Aw’s journey in leading an EBITDA-profitable global company serves as a blueprint for sustainable growth in the creator economy.

The “People” thesis: Founder’s grit

For Jackson Aw, the barrier to entry was not creativity—it was the brutal learning curve of global trade.

In our recent interview, Jackson was candid about his early days in 2012. He did not start with a boardroom strategy; he started on factory floors in China.

“There were so many moments I felt like quitting; honestly, almost every day! But creating your own company means you can’t just be a ‘creative guy’—you are forced to learn everything from scratch.” — Jackson Aw, Founder of Mighty Jaxx

He recalled a specific moment of realization regarding the sheer complexity of the business: “Early on, customers asked if it was ‘FOB’ (Free On Board), and I was like, ‘What is that? What do you mean?’ I had to take a quick 101 course on every aspect of the business, end-to-end.”

This willingness to master the “boring” side of the business—logistics, shipping terms, and manufacturing processes—is what differentiates a hobbyist from a CEO. Later, it enabled Jackson to build a supply chain that accounted for the product’s complexity.

“I originally thought collectibles were machine-made. The truth is, hundreds of people work on each product. One person paints the eyes, another applies the base color, and so on. That realization gave me the heart to create,” he reminisced.

It requires a founder with the grit to learn logistics 101, the vision to implement tech authentication before it was cool, and the discipline to reach profitability.

“It is 50% belief from other people, and 50% pure grit,” said Jackson.

East Ventures has backed Mighty Jaxx since 2022, and the company has since reported achieving EBITDA profitability. In a fundraising climate where “growth at all costs” has been replaced by a demand for sustainable unit economics, this is a significant achievement. It was driven by a team of “the right people.”

“That was the key catalyst. In business, there are many issues to sort out, but most of all, it comes down to people,” shared Jackson.

“We hired great teams across all regions, enabling us to align quickly on our goals and the products we needed. Focusing on the right geography with the right people allowed us to achieve what we couldn’t previously.”

The “Potential Market” thesis: ‘Phygital’ collectibles

The potential market for collectibles in Southeast Asia is massive. Yet, it is also fraught with a specific challenge: trust. In a landscape where counterfeit products pose a significant threat to consumer trust, how does one build a high-value brand?

Mighty Jaxx’s answer was its proprietary “phygital” platform, which embeds Near Field Communication (NFC) chips into its physical products. This was a strategic move that solved two fundamental business problems:

1. Authentication: NFC enables instant validation of a product’s origin, a critical value-add for collectors in the secondary market.
2. LTV (Lifetime Value): By scanning the item, collectors enter a digital ecosystem, allowing Mighty Jaxx to retain users and gather data on their preferences.

This aligns with our broader observation in the consumer landscape: providing personalized experiences fosters brand loyalty and meets evolving consumer demands.

Jackson adds regarding product-market fit, “For our world, it lies between three variables: the price point, the IPs we represent, and our brand. These variables change with the macro environment and spending power. There is no right or wrong; we just need to understand those variables and create products that service them.”

With its proprietary phygital platform that directly addresses the market’s need for trust and data-driven personalization, Mighty Jaxx is strategically positioned to capitalize on this significant market growth. 

Scaling with verticalization and global IPs

To date, Mighty Jaxx captures value across the entire pricing spectrum:

• Mass market: Accessible collectibles available in over 24,000 retail points worldwide.
• Super-premium: The launch of SuperKraft, a label dedicated to high-end, large-scale sculptures for serious investors.

“When we decided to do something really high-end [like SuperKraft], the intention was to demonstrate Mighty Jaxx as a brand capable of creating highly crafted items for the most premium collectors globally. It created a customer progression in tiering products,” Jackson explained.

Ultimately, this tiered approach diversifies their revenue risk. They are not reliant solely on high-volume, low-margin sales, nor are they limited to niche, high-margin drops. It created customer progression in product tiering while aligning with the company’s trajectory.

Securing partnerships with global giants like Sanrio (Hello Kitty), Toei Animation (One Piece), and Warner Bros. (DC) also serves as strong validation of Mighty Jaxx’s operational rigor.

Jackson notes that these partnerships were not handed to him; they were the result of a “volume game” in pitching.

“In the very beginning, I had to go down individually and basically beg for 30 minutes to pitch,” Jackson revealed. “95% of them failed, but I focused on volume. Success begets success. Even if partners are hearing about Mighty Jaxx for the first time, seeing our track record proves they are in the right company.”

Today, these IPs serve as a customer acquisition engine, enabling Mighty Jaxx to onboard fans of mainstream franchises into its unique ecosystem.

What’s ahead: A global platform from SEA

As Jackson looks to the future, the vision is clear: continue expanding the US and European offices (a key strategic move over the past few years) and hire the best talent to execute locally.

When asked about his five-year vision for the company, Jackson was never more sure.

“In five years’ time, Mighty Jaxx will solidify its position as a pop culture leader in both products and experiences across hundreds of portfolio IPs that we work with, delivering joy to customers around the world.” — Jackson Aw

We are incredibly proud to have partnered with Jackson and his team from the early days. Mighty Jaxx stands as a testament to the East Ventures thesis: that Southeast Asia can produce global category leaders.

The post Beyond the hype: The grit behind Mighty Jaxx’s blueprint of profitability appeared first on East Ventures.

While revolution in this highly regulated sector does not happen overnight, we are now witnessing a pivotal shift driven by the Omnibus Health Law (Law No. 17 of 2023) and rapid digital adoption in Indonesia’s healthcare scene.

As we move through 2025, the sector is entering a renaissance. The government, citizens, and innovators are aligning to create a more resilient ecosystem.

Healthcare spending now exceeds Rp200 trillion, and digital innovation is accelerating across telemedicine, AI diagnostics, and health data platforms, fueled by a growing middle class and a surge in digital health adoption.

How can digital innovation be applied in Indonesia’s healthcare?

To solve Indonesia’s most pressing healthcare challenges, we need innovations that fundamentally transform how we diagnose and treat diseases and deliver healthcare.

We see three key opportunities for health tech startups to significantly improve healthcare outcomes: cost-effectiveness, intuitiveness, and tackling non-communicable diseases (NCDs).

1. Cost-effectiveness: To reduce the burden

For decades, healthcare delivery costs have risen globally. Recent projections indicate that Indonesia’s healthcare expenditure is stabilizing but remains a critical focus as the government aims to reduce financial toxicity for patients.

While Indonesia’s healthcare system is progressing, there is immense potential for technology to reduce these financial burdens:

• Automation & efficiency: Digital health tech can automate administrative tasks, including appointment scheduling, billing, and insurance claims processing, lowering operational overhead.
• Health monitoring devices: The Indonesian “connected healthcare” market is forecasted to grow at a robust 28.13% CAGR. Wearables and apps enable early detection, which allows timely intervention that prevents long-term costs.
• Data analytics: Big data analytics in healthcare can identify patterns and predict disease outbreaks. Startups like Mesh Bio, an East Ventures-backed company, use data analytics to stratify risks for chronic conditions. For instance, their HealthVector® Diabetes tool helps patients assess their risk of Chronic Kidney Disease, enabling them to make necessary lifestyle changes, thereby reducing risk factors and avoiding costly future complications. 

2. Intuitiveness: Consumerization of healthcare

The line between “consumer” and “patient” has blurred. In 2025, patients expect the same level of transparency and personalization from their doctors as they receive from e-commerce apps.

Digital health technologies, such as patient portals and mobile health apps, can offer user-friendly interfaces that enhance patient engagement and self-management.

These tools allow for easy appointment scheduling, viewing test results, accessing health information, receiving medication reminders, and communicating with healthcare providers from home.

Additionally, advances in genomics enable personalized care plans based on individual patient history, risk, and need, further improving patient satisfaction and health outcomes.

3. Taking care of non-communicable diseases (NCDs)

NCDs—such as cardiovascular diseases, diabetes, and cancer—remain the leading cause of death in Indonesia, accounting for the biggest portion of total BPJS (Healthcare and Social Security Agency) spending. In 2023, NCDs incurred costs of up to Rp34.7 trillion, and accounted for 29.7 million cases. Compared to 2022, costs increased 44% and cases increased by 28%, showing that NCD treatment is also getting more expensive.

East Ventures’ portfolio companies, including NalaGenetics, Nusantics, and PathGen, are making strides in preventive care and early detection—the most effective ways to address NCDs.

These startups have introduced numerous innovations in health technology, enabling the public to detect NCDs early. Particularly for cancer, these silent killers require early detection for effective and timely treatment.

Making early cancer detection accessible to all 

Cancer remains one of the most prevalent critical illnesses in Indonesia, alongside stroke, heart disease, and diabetes. 

According to data from the Global Cancer Observatory, in 2022, there were more than 408,661 new cancer cases in Indonesia, with a total of 242,099 deaths, and these numbers are projected to increase by 63% between 2025 and 2040.

East Ventures’ health tech portfolio companies are directly addressing this:

1. NalaGenetics: Breast cancer 

NalaGenetics has introduced MammoReady, a breast cancer risk prediction test that combines comprehensive DNA analysis to estimate breast cancer risk based on three main aspects:

• Polygenic Risk: Uses a scoring system to predict the likelihood of developing breast cancer within the next five years.
• Monogenic Risk: Assesses specific genetic factors by examining genes such as BRCA1 and BRCA2, which are known to be associated with breast cancer.
• Clinical Risk: Evaluates individuals based on a combination of genetic and clinical risk factors to categorize them as high-risk or average-risk.

The test is simple and quick, consisting of three steps: non-invasive at-home swab collection, genetic testing, and delivery of results.

The reports are available within 4-6 weeks and classify individuals into two risk categories: Average (below-average risk) and Elevated (above-average risk).

NalaGenetics, founded by Levana Sani and Astrid Irwanto, is a Singapore-based biotech company dedicated to reducing adverse drug reactions and improving prescription efficacy through genetic testing tailored for local populations in Singapore and Indonesia.

2. Nusantics: Cervical cancer

For cervical cancer, Nusantics developed the PathoScan hrHPV qPCR Kit, an HPV DNA test with an accuracy rate of up to 99.65% for cervical swabs. This test detects 14 high-risk HPV types, including HPV-16 and HPV-18, which are the primary causes of cervical cancer. 

The virus infection induces a precancerous change known as cervical intraepithelial neoplasia (CIN). CIN can be detected by various screening tests and treated with simple techniques. Detection and treatment of the disease at the CIN stage prevent the development of cervical cancer in the future.

Nusantics’ test kit is unique, offering 98.48% accuracy on urine samples and enabling painless sample collection.

Founded in 2020 by Revata Utama, Nusantics is an Indonesian biotechnology company that offers precision molecular diagnostics. It specializes in PCR and next-generation sequencing-based solutions to close the diagnostics gap and improve healthcare outcomes.

3. PathGen: Colorectal, lung, and nasopharyngeal cancer

PathGen, founded by Dr. Susanti and dr. Michael Spica Rampangilei, is developing affordable molecular diagnostics test kits for various types of cancer, including colorectal, lung, and nasopharyngeal cancer.

Looking ahead, PathGen plans to leverage next-generation sequencing (NGS) to enable more comprehensive genetic profiling of diseases.

Founded in 2020, this biotechnology company uses PCR-based molecular diagnostics to enhance diagnostic accuracy and accessibility for every patient.

A healthier future through collaboration with the Ministry of Health

Innovation cannot happen in a silo. East Ventures believes in the power of public-private partnerships to accelerate transformation.

Starting from 2022, we supported the launch of the Biomedical & Genome Science Initiative (BGSi), the first national initiative program to develop a more accurate treatment for society through the use of technology to collect genetic information (genome) from humans and pathogens such as viruses and bacteria, namely “whole genome sequencing (WGS).”

In 2023, we partnered again with the Ministry of Health (MoH) of the Republic of Indonesia and Redseer Strategy Consultants to publish the white paper “Genomics: Leapfrogging into the Indonesian healthcare future”. This report offers a comprehensive understanding of how genomics can improve the healthcare system in Indonesia. 

We continued our collaboration with the Health Innovation Sprint Accelerator (HISA) 2023 and extended it into 2024, as mentors and judges, helping identify and elevate the top three innovations.

In October 2025, we were proud to support the MoH in launching the “Indonesia Healthcare AI Hackathon 2025.” 

This landmark initiative brings together doctors, AI engineers, and researchers to develop solutions for Indonesia’s five priority health issues: tuberculosis, stroke, stunting, diabetes, and cardiovascular diseases.

As the Incubation Partner to the MoH, East Ventures supports participants by providing strategic feedback on business scalability and on transforming innovative ideas into sustainable ventures.

By collaborating with the MoH’s Digital Transformation Office (DTO), we are helping build an ecosystem where AI does not replace medical professionals but empowers them—improving diagnostic accuracy and expanding access to services across Indonesia’s 17,000 islands.

East Ventures’ commitment to the health tech industry

What began as an emerging thesis at East Ventures in 2013 has evolved into a core pillar of our investment strategy.

East Ventures has been actively investing in healthcare startups and companies in Southeast Asia. Today, we have a portfolio presence throughout the end-to-end healthcare vertical. 

From genomics to AI-driven diagnostics, we have built a diverse portfolio that includes Mesh Bio, Aevice Health, Intellect, Riliv, Diri Care, FitHub, Klar, Amili, and Etana.

We have maintained a strong presence in this region for more than a decade and are eager to support founders building a healthier Southeast Asia for future generations.

If you are a startup founder building in the health tech sector, send your pitch here.

By Maria Marcia, Investment Professional at East Ventures.

The post Investing in health tech to tackle Indonesia’s greatest challenges appeared first on East Ventures.

The latest e-Conomy SEA report by Google, Temasek, and Bain reveals that Artificial Intelligence (AI) is reshaping consumers’ purchase journey by replacing traditional linear searches with a dynamic, AI-powered discovery process. 

Today’s consumers are increasingly using AI-powered search and multimodal inputs (text, images, videos, and voice) to answer more complex questions.

This leads businesses to adapt their strategies to capture these consumers at every stage of their journey, from piquing initial curiosity to making the final purchase decision. 

Here, four female founders from East Ventures’ portfolio—Roshni Mahtani, Founder & Group CEO of The Parentinc; Cindy Angelina, CEO & Co-Founder of ESQA; Sharon Wong, CEO & Founder of Motherswork; and Tania Suganda, CMO & Co-Founder of Compawnion—share their strategies for keeping consumer brands at the forefront of the digital economy. 

How has the D2C model matured over the years?

Direct-to-consumer (D2C) is a business model where brands sell directly to consumers without intermediaries. This allows D2C startups to offer agility, foster direct customer relationships, and respond faster to market demands than traditional retail companies.

The term D2C remains relevant and widely adopted in 2025, but its meaning has evolved into a more mature and expansive scope.

Fundamentally, D2C captures the operational strategy behind a company’s relationship with its end customer.

The primary shift in 2025 is that D2C practice is becoming less “pure” as brands scale, leading to the rise of the “Hybrid” or “Omnichannel” approach.

With over 200 million digitally-engaged new users, this insatiable growth of Southeast Asia’s digital economy is driven by rising consumer expectations and the massive influence of video commerce.

The digitally-native Gen Z is taking over the consumer landscape as they are reshaping retail expectations by demanding hyper-personalization and seamless shopping experiences.

Ultimately, this pressure brands and retailers to deliver seamless engagement across all channels, including D2C strategies to build direct customer relationships and capture data.

7 keys to win Southeast Asia’s consumers

For founders of consumer startups, capturing the SEA market is the billion-dollar question. But the female founders here have already walked this path before. Let’s go through all the questions you might have in mind.

1. How can D2C brands utilize social media and AI effectively?

Social media is more than just a posting platform; it is a comprehensive tool for advertising, marketing, and sales.

“Social media is advertising, marketing, communications, and selling wrapped up into one effective and incredibly efficient medium,” says Cindy Angelina. 

For beauty brands like ESQA, this strategy is crucial for new product development and marketing strategies. Thus, using social media needs a dedicated marketing and communication strategy, just like its other channels.

Compawnion’s Tania Suganda emphasizes that staying relevant requires constant social media listening weekly, as trends can shift rapidly. Being a D2C business allows the company to have a direct, deeper connection with pet parents.

The e-Conomy SEA 2025 reveals that video commerce is a major driver of today’s sales, accounting for approximately 25% of total e-commerce GMV in SEA.

This shift is powered by “shoppertainment”—a convergence of content and commerce where entertainment formats blur with retail—allowing brands to drive high-frequency transactions through trusted creator recommendations.

Both brands are doubling down on their online visibility by collaborating with creators on various social media platforms to seize this surge.

2. Why is building a loyal community important?

A loyal community does more than purchase; they advocate.

“Building a loyal community is essential for D2C brands. Loyal customers not only buy products but also become ambassadors, spreading positive reviews,” says Roshni Mahtani Cheung.

She adds that theAsianparent has successfully built and nurtured the community, which helped the company to develop its own D2C brand, Mama’s Choice. 

Motherswork, a sister brand of theAsianparent, utilizes a “feedback loop”—a two-way dialogue via newsletters and forums—to truly understand customer needs. “The two-way dialogue allows us to truly understand their needs and preferences,” states Sharon Wong.

3. How do data and analytics drive consumer insights?

Roshni highlights the importance of investing in data and analytics to understand customers’ evolving needs and preferences.

The Parentinc leverages data and analytics through the Asianparent app and Mama’s Choice brand to tailor product offerings and marketing messages.

“One recent example is theAsianparent and Youvit Vitamin D+ Kids Gummy that we launched in Indonesia and Malaysia this year. It was created in response to the rising concern among parents about Vitamin D deficiency in children. 

Through app insights, surveys, and community feedback, we found that many parents confirmed this need and were actively searching for simple, enjoyable ways to supplement their child’s nutrition.

This collaboration with Youvit allowed us to design a product that specifically addresses a real need, while maintaining full control over the brand experience from browsing to checkout. By staying agile and responsive, we continue to innovate for mothers and their children,” explains Roshni.

4. How to maintain innovation and quality simultaneously?

“Innovation is the first strategy we have employed since day one,” says Tania. As a pet food-focused startup, Compawnion emphasizes scientific research and partnerships, which reflect the company’s commitment to product excellence.

The firm partnered with one of the most reputable veterinary universities in Indonesia, the University of Veterinary Medicine at Institut Pertanian Bogor, for scientific trials. 

On top of that, Compawnion also partners with reputable vet clinics for feeding trials with in-patients while vet supervise and experience the actual results.

Moreover, from Cindy’s experience of building ESQA, combating plagiarism from competitors poses a notable challenge. Nevertheless, with a proactive mindset and effective strategies, the team can overcome these obstacles.

“Hence, product innovation is at the forefront of our brand; we are the first-mover of a lot of products in the country, and it is important to always stay ahead of the game,” says Cindy.

What “staying ahead of the game” means in 2025 requires integrating product excellence with the region’s rapidly evolving digital consumption habits.

With Southeast Asians spending 1.3x as much time on social media each week as the global average, this creates robust opportunities for businesses to roll out AI-driven services lest they become obsolete.

Not only is AI reshaping the entire consumer discovery and purchasing journey, but it also unlocks new value for businesses, helping them meet consumer expectations and boost workforce efficiency and productivity.

5. Why are transparency and education pivotal?

Today’s consumers demand to know what goes into their products. Transparency builds the trust necessary for long-term loyalty.

Brands like theAsianparent empower consumers with valuable resources and transparent information to make informed choices. 

“Through our website and social media channels, we provide valuable resources, tips, and insights on pregnancy, breastfeeding, and baby care. We are also very transparent about our ingredients per product to ensure their safety for pregnant women, breastfeeding mothers, and babies,” shares Roshni. 

Meanwhile, Compawnion prioritizes transparency to ensure product safety with certification and eventually gain the pet parents’ trust. 

“To guarantee product safety, we already have Veterinary Control Number Certificate (NKV) Level 1 Certifications, a human-grade production facility, and to meet international standards, we are currently in the process of HACCP,” says Tania.

For information, NKV Level 1 means that Compawnion products are safe to export. Its products are also regularly lab-tested to ensure they are free from Salmonella, E. coli, and Clostridium.

Not only that, Compawnion’s entire line-up is preservative- and coloring-free; the firm is rigorous about minimizing chemicals in its products.

“Our products contain no preservatives at all—thanks to our trademarked Sterizero™ technology. What it does is actually leverage precise temperature to eliminate bacteria and harmful pathogens. In fact, Compawnion is one of the first, if not the only, local pet food brands to use this technology.”

6. How do global trends impact local D2C brands?

Monitoring competitors and global events allows startups to anticipate shifts in local behavior. 

Roshni advocates for regularly reading industry reports and staying informed about emerging technologies to adapt proactively.

“Our Vitamin D+ Kids Gummy was also shaped by these observations,” she adds. “Globally, parents are becoming more proactive about preventive health, and gummies have become an increasingly preferred format because they’re fun and easy for kids to take. By keeping an eye on these shifts and understanding local nuances, we’re able to develop products that feel relevant and timely for families across the region.”

This shift towards a healthier lifestyle within the consumer segment is what we observe as the “wellness economy” evidence of a significant shift in the priorities and values of global, as well as Southeast Asian consumers.

These consumers are value-driven, more proactive, and seeking a meaningful experience that ultimately improves their daily lives.

AI, as a catalyst, can be the key to timely seizing emerging trends like this, as it has immense potential to scale businesses and increase productivity.

7. Should D2C brands embrace physical retail?

Last but not least, consider physical stores for your D2C startup. It aims to enhance your brand visibility and engagement amidst rising competition and evolving consumer preferences.

“Traditionally, D2C brands have primarily operated online, leveraging e-commerce platforms and digital marketing channels. While this approach offers numerous benefits, it also has limitations, particularly in providing tangible brand experiences.

We will definitely see more and more digitally native brands opening physical stores to make their brand more visible and engaging, providing immersive and multi-dimensional brand experiences that cannot be replicated in the digital realm alone,” states Sharon.

While trends change constantly, it is essential to know who your customers are and why they chose you from the early days.

East Ventures shares its thesis on D2C startups and how our passionate founders build their brands that are customer-focused, innovative, and personal. Dive deeper into the insight here.

Are you a startup founder in the D2C sector seeking VC funding? Send your pitch here.

This article was an updated version of “7 keys for understanding consumer behavior by SEA women D2C founders,” first published on 27 March 2024.

The post 7 Keys for staying relevant in an evolving consumer landscape by Southeast Asia’s women founders appeared first on East Ventures.

The F&B (Food & Beverage) industry in Indonesia is a cornerstone of the economy, but it is highly fragmented. Consumers, particularly in dense urban areas, face a daily challenge: finding food that is not only delicious and affordable but also hygienic and reliable.

The daily food landscape is a particular case, as most organized F&B players cater to the middle and upper segments with prices above US$3 per meal, leaving the mass market dependent on highly varied mom-and-pop options.

This is the gap UENA is solving by offering US$1 meals from small, tech-enabled kiosks located deep inside neighborhoods—where more than half of residents no longer cook at home—UENA is redefining how daily food is served.

Founded by Alvin Arief and Roy Yohanes, UENA is a tech-enabled, hyperlocal F&B startup. Its mission is to solve the daily food problem for the Indonesian mass market by providing high-quality, accessible meals. 

“For UENA, what we are most excited about is our accessibility,” says Alvin Arief, Co-Founder and CEO of UENA. “We want daily, delicious, healthy, and hygienic food to be accessible to everybody. It is accessible at an affordable price—our price starts from 80 cents. It is also accessible through location, as it is very hyperlocal, and through availability, because we are open 24/7.”

UENA is now expanding its shacks/kiosks with a grab-and-go model, bringing reliable, hygienic meals directly to where people live, work, and move.

However, achieving this triple kill of quality, cost, and convenience at scale is not just about having good recipes. It is about building a sophisticated operational machine.

Behind UENA’s affordable menu: A tech-enabled kitchen

When asked about the technology behind UENA, Alvin is quick to make a distinction.

At UENA, we are not a pure tech company, but instead we are a tech-enabled company.

This distinction is key. UENA’s technology is not the product, but rather the engine that enables its promise of accessibility.

This engine is built on a foundation of data and automation. “Number one is data; we are rich in operational and customer preferences data,” Alvin notes. “We use that data to do a lot of automation and optimization, and we try to implement AI as well to improve the productivity of our operation.”

This tech stack extends from software all the way down to the physical kitchen. Because UENA serves physical goods, it leverages a suite of hardware solutions to ensure consistency and efficiency.

Alvin elaborates, “We also have a lot of tech related to physical goods and machinery, such as IoT, KDS (Kitchen Display System).”

This system enables a streamlined, data-driven workflow from order placement to delivery. The KDS, for example, efficiently routes orders, while IoT sensors monitor equipment and inventory. This relentless focus on optimization extends all the way to the food production level. 

“We are experimenting with a machine for automating the sauce production for the noodles,” Alvin shares.

By automating repetitive tasks, UENA reduces errors, controls costs, and ensures that a customer in one location gets the exact same high-quality meal as a customer in another.

This tech-enabled model enables UENA to operate 24/7, maintain low prices, and deliver on its promise of hygienic, reliable daily food.

Lessons from Alvin Arief on building a resilient startup

Building a company that merges the complex worlds of F&B and technology is a formidable challenge. For Alvin, the journey has been filled with critical lessons, many of which he learned the hard way.

His most valuable—and most challenging—lesson? The supreme importance of product-market fit (PMF).

“We learned the importance of product-market fit the hard way,” Alvin admits. “Especially in the early stages of a startup, we always try to balance product-market fit with growth and scale-up. But we learned that PMF is much more important than the scale-up.”

In an environment where “growth” is often the loudest metric, Alvin warns against the temptation to scale prematurely.

“When you scale up prematurely, sometimes it fails horribly. Or, even worse, you try to cover up your mistakes or your weak product-market fit through unhealthy growth.”

This hard-won wisdom has shaped his advice for other founders: be honest.

“One thing we learned a lot is how to be very honest and transparent, especially with ourselves, about product-market fit and how to make a real product-market fit before we pursue growth.”

This philosophy of patience and retention over vanity metrics is the advice he would give his younger self.

“If I could go back, I would try to slow down a little bit more in the beginning to make sure that product-market fit actually works. The most important thing is retention—whether the customers use your products, whether they repeat, whether they love your products.”

This focus on the user also corrected his earliest assumptions. His most unexpected challenge, he reveals, was realizing he had the wrong starting point.

“We started with the market landscape and the opportunity. But it turned out that the customer persona and the real use case of the users are more important.”

Building a company, especially one as operationally intensive as UENA, is a journey of constant learning and adaptation. “We are trying to play catch-up to serve the trend and the needs of the customers,” Alvin says, noting that external factors like inflation and supply chain shifts are things they are “trying to learn and adapt to as things go.”

This resilience is not built in a vacuum. For Alvin, being part of a larger founder community has been a critical support system.

One thing I really appreciate about East Ventures is not only the investment but also the community.”

“In East Ventures, we have a lot of colleagues, and many of them are way ahead of us. But we realized that at one point, they were in our shoes,” he shares.

That shared experience, he notes, is invaluable. “Knowing that is very valuable for learning from their experience. It is also an encouragement that if they could do it, we can do it as well.”

As UENA continues to scale its tech-enabled kitchens to serve millions of Indonesians, Alvin looks forward to contributing to that same cycle of growth.

“What I look forward to most in the future,” he concludes, “is to see the ecosystem grow, develop, and evolve into something that is impactful, sustainable, and scalable at the same time.”

The post Alvin Arief’s journey in cooking UENA: Indonesia’s emerging tech-enabled F&B brand appeared first on East Ventures.

Many have labeled this phenomenon the “wellness economy,” which gained popularity as the world recovered from the COVID-19 pandemic in 2020.

At East Ventures, we see this as evidence of something much more profound. Not just a fleeting trend, this phenomenon marks a significant shift in the priorities and values of Southeast Asia consumers.

Not a new category, these consumers are adopting a new way of thinking. The demand for more wellness-centric services and products acts as a clear signal of a fundamental change in the region’s consumer landscape and broader consumer industry.

Understanding this new consumer—what motivates them and how they make decisions—is key to understanding the landscape today.

The main drivers of this consumer shift

We are observing a shift in consumer dynamics driven by three powerful forces:

1. Distinct values

The new center of gravity is the younger consumer—Gen Z, who have fundamentally different values from those of previous generations, and lifestyle-conscious Millennials. They are:

• Values-driven: They prioritize sustainability, authenticity, and long-term impact. Deep research towards a brand is needed as they prioritize those who put consumers first.
• Socially-influenced: Strong branding and active social media presence are crucial in influencing these new consumers, as their purchasing decisions are often shaped by social influence, peer validation, and immediacy. They also desire to stay relevant and connected.

2. A proactive angle on health 

The shift from reactive “sickness care” to proactive “wellbeing investment” is here to stay.

This change is not arbitrary; it is driven by rising health literacy and the stark reality that chronic conditions are appearing earlier in younger patients. With the world more connected, these cases are more visible, raising awareness across demographics.

Instead of waiting for illness to strike, these young consumers are actively investing in prevention through fitness, nutrition, and holistic self-care, which is driving the growth of the wellness economy.

3. Looking for a meaningful experience

This new consumer also buys differently as the journey is now evolving into a hybrid, multi-touch experience. They expect seamless omnichannel interactions.

• “Phygital” wins: Digital platforms are crucial for discovery, education, and habit tracking, but offline venues build trust, community, and the tangible experiences consumers crave.
• Experience economy: For a new generation of consumers, spending money is less about owning things and more about feeling happy and creating shareable moments.

There’s a growing interest in wellness, spanning food, lifestyle, and overall health, driven by increased health awareness, social media influence, peer validation, and the desire to follow trends.

How the ecosystem is seizing consumer shifts

In a crowded market, simply having a “wellness” product is not enough. To truly succeed and seize the wellness economy in Southeast Asia, breakout potential comes from founder agility, brand authenticity, and a deep understanding of the new consumer.

We see our portfolio companies winning not by chasing a trend, but by expertly executing on strategies that meet these new consumer demands.

1. Mastering the “phygital” experience

Consumers want a seamless blend of online and offline channels. The most compelling models? Online-to-Offline (O2O). 

Portfolio in action: Sociolla, FIT HUB, & AMODA

Sociolla, one of the pioneers in the Indonesian beauty market, does this by blending its powerful e-commerce platform with experiential physical stores for beauty discovery.

Not only that, but understanding the nuances of different countries—and even different cities within a single country—is crucial. This is why, with over 100 Sociolla outlets across Indonesia and Vietnam, the company continues to focus on its strong community presence that global competitors cannot easily replicate.

Today’s consumers have also begun to shift towards more niche, sometimes indie, brands in comparison to bigger, mainstream beauty products that are primarily sold in drugstores. This marks the rising popularity of local brands that offer affordable yet high-quality products.

FIT HUB leverages technology to make its physical, tech-enabled gyms more affordable and accessible, capturing the demand for both digital convenience and physical community.

To date, there are over 120 FIT HUB gym outlets across 30 cities in Indonesia, offering various mind-body fitness classes, including Pilates, yoga, Bachata, and more.

On the other hand, prop-tech firm AMODA provides “modular” building solutions for businesses, from SMEs to large enterprises, looking to create an offline experience of their own.

Most recently, the firm is helping brands tap into the wellness trend by offering facilities for padel court construction across the Jakarta area.

2. Building authentic, values-driven brands

Today’s consumers are values-driven and demand authenticity. What founders can do about this is to create a strong brand and a clear narrative that truly differentiates them from the competitive pool. A deep understanding of their consumer base is key to delivering a consistent, resonant story.

Portfolio in action: ESQA & Compawnion

When ESQA launched, it did not just sell cosmetics. It entered the market as Indonesia’s first vegan and cruelty-free cosmetics brand. This “values-first” approach directly met the new consumer’s demands and built an authentic community from day one.

Compawnion, founded by “pet parents” who want to give the best nutrition for their furry companions, is built on transparency and quality. It upholds a “non-negotiable” list of ingredients in its products, prioritizing the pets’ needs and health while still marketing them at an affordable price.

While several competitors may be “resellers” of Chinese or Thai products under their own brands, Compawnion wants to stay true to its commitment, offering high-quality products with an honest nutrition label.

3. Championing hyper-localization and community

Consumers are influenced by peer validation and drawn to the local culture and modern revivals of traditional practices, such as jamu in Indonesia and holistic Thai self-care rituals reimagined.

Founders must recognize that the wellness industry is not “one-size-fits-all.” They must build brands that are culturally resonant and community-centric.

Portfolio in action: Greenly, SaladStop!, & ISMAYA Group

Greenly and SaladStop! are winning by making healthy, convenient food accessible to urban consumers in local areas.

With a mission to bring a healthy diet to all levels of society—not just for a niche market—Greenly, which began its green story in Surabaya, is now available in more than seven cities in Indonesia, including Semarang, Bali, and Sidoarjo.

SaladStop!, specifically, is also leveraging artificial intelligence (AI) to automate personalization in response to queries from health-conscious consumers who want to know the nutritional profile of various ingredients, potential allergens, and the allowable level of personalization, among other details. This AI chatbot is called “Lulu.”

Lulu can also track the availability of ingredients, the location of the nearest stores, turnaround time, and more. To date, the AI chatbot is targeting a Singapore release in November 2025, with plans to expand globally thereafter.

The use of AI allows SaladStop! to boost its customer engagement and loyalty, which aligns with East Ventures’ latest white paper, “AI-first: Decoding Southeast Asia’s trends.”

Meanwhile, Indonesia’s leading lifestyle and hospitality group ISMAYA is also responding to the consumer shift. The company did not just recently install a padel court (Social Padel House); it created an active social wellness hub, tapping directly into the consumer desire for community-based activity and catering to their demand for a healthier lifestyle.

The full spectrum of consumer-led wellness

This consumer shift is not creating a single new industry. Instead, “wellness economy” has become a lens that reveals opportunities across all consumer-facing sectors.

At East Ventures, we back founders who are authentically building for the betterment of people’s lives. Our portfolio reflects the full spectrum of this consumer-led integration:

The opportunity in the Southeast Asian consumer market is immense, and it is still in its early stages.

The next wave of category-defining companies will be built by agile founders who leverage technology to create authentic, culturally resonant, and community-first brands.

Looking ahead, we also see AI as the great catalyst. The real strength of AI lies in its endless possibilities; when applied with precision, AI serves as a catalyst for businesses to scale and become more productive.

AI plays a crucial role in enabling brands to stay relevant in this fast-paced, dynamic environment by delivering a more customized and engaging experience for consumers.

If you are one of those founders, we are eager to hear from you. Send us your pitch.

The post The shift towards the “wellness economy” in Southeast Asia’s consumer appeared first on East Ventures.

For Stephani Herman, it was a reality that became the story behind Compawnion’s inception.

Across Indonesia and Southeast Asia, a quiet revolution is taking place in households. The relationship between people and their animals has profoundly shifted, marking the rise of the pet humanization trend.

Today’s owners are “pet parents,” and their companions are cherished as integral family members, deserving of the highest standards of care, wellness, and, most critically, nutrition.

This cultural shift in the Southeast Asia consumer sector is powering an explosive economic boom. The pet care market growth in Indonesia is undeniable, with the country’s pet food market revenue projected to grow annually by 8.46% (CAGR 2025-2030).

This is part of a larger regional trend, with the Southeast Asian pet care market’s value already hovering around US$9 billion and expected to climb at a CAGR of ~12, according to a Redseer report.

But this growth is not just about volume; it is about a demand for quality. As disposable incomes rise, these new pet parents are scouring the market for premium, transparent, and scientifically-backed products, moving away from mass-market options.

Answering this call is Compawnion, an East Ventures-backed D2C company founded by pet parents who turned their personal stories into a nutritional mission.

A letter from frustrated pet-parents

Like Stephani shared, “It began with frustration.”

The Co-Founder and CEO of Compawnion, a Jakarta-based pet food D2C company, has an older female dog, and she “simply wouldn’t eat unless [Stephani] cooks real meat for her.”

Her co-founders, Valerie Amintohir (Chief Product Officer) and Tania Suganda (Chief Marketing Officer), were facing their own challenges. Their dogs were allergic to almost everything, and over 40 different pet food brands could not help. Stephani recalled that the long-time friends even had a checklist to keep track of all the brands they had tried.

Their furry friends showed distressing symptoms: low energy, dull coats, constant shedding, and severe digestive issues.

The reason behind it was simple, really, but quite shocking nonetheless: nutrition. 

This revealed the fundamental gap in the market, an entire industry with massive demand but a profound lack of accessible, trustworthy, nutritious, science-based pet food.

She described several brands claiming to be “grain-free,” but clearly listing grains in their ingredients, or cat food advertised at 28% protein that, when tested in their own lab, contained only 24%.

This is the void Compawnion was built to fill. By being locally-made, embracing the ingredients, and using biologically ideal formulation, Compawnion makes it their life mission to bridge this gap.

It’s not for pets to survive; it’s for pets to thrive.

— Stephani Herman

Inside Compawnion’s kitchen

Compawnion’s philosophy is built on transparency and quality—upholding a “non-negotiable” list of banned ingredients in its products; many of which are common in other mass-market brands.

First, and most importantly, is a hard “no” to by-products. For example, when it comes to chicken, it is the chicken’s beaks and feathers that are blended together. The label might look tempting, showing high protein levels, but quality-wise, it actually “does nothing to the animal’s health.”

Next on the banned list are artificial preservatives and coloring, as they might affect pets’ health in the long term. Compawnion’s products are heavy on minimizing these chemicals.

The secret to this “no-preservatives” recipe lies in the trademarked Sterizero™ technology, leveraging precise temperature to eliminate bacteria and harmful pathogens. In fact, Compawnion is one of the first, if not the only, local pet food brands to use the cutting-edge Sterizero™ technology.

Finally, Compawnion rejects common fillers like corn, wheat, and soy. These ingredients are often used as cheap binders to add volume and make the nutritional analysis appear “full” on labels.

“Cats—carnivores—cannot digest most carbohydrates as well as omnivores like dogs. Their bodies simply lack the essential enzymes needed to break down carbs and derive nutritional benefits from them,” explained Stephani.

What truly differentiates Compawnion’s premium pet food production, however, is its scientific backbone. “Our co-founder, Valerie, is a canine nutritionist. And under her wing, Fiona is a feline nutritionist—one is an expert in dogs, the other in cats,” Stephani beamed. 

Moreover, Compawnion has accomplished NKV Level 1 Certification (export quality), and its products are regularly lab-tested to ensure they are free from Salmonella, E. coli, and Clostridium.

While other players simply find a vendor in China or Thailand and resell their products under their brands, Compawnion takes pride in truly understanding what is ideal for pets and staying true to its commitment.

This commitment was put to the test recently. “We had one incident where, due to human error, two recipes—lamb and rabbit meat—got mixed up.”

For many companies, this “safe” (but incorrect) batch might have been sold. Nonetheless, Compawnion rejected the entire batch for public sale.

“We cannot sell it, of course,” Stephani stated firmly. “Because we would not be true to our quality, just like lying to our customers. More importantly, many dogs and cats have severe allergies. A dog allergic to lamb might only be able to eat rabbit. The health impact could be concerning.”

The batch, which was perfectly nutritious otherwise, was repackaged and sold at a discount to internal employees whose pets are allergy-free. It was a costly decision that perfectly illustrates the company’s “trustworthiness”-first principle.

The brands: Why Catto is capturing the cat market

Compawnion’s portfolio includes flagship brands Pawmeals, UGO Dog Food, and its breakout star, Catto Cat Food. The focus on felines was strategic.

“Why cat food? 47% of Indonesian pet owners have cats, while 10% have dogs, and the rest comprises reptiles, birds, and so on,” Stephani explained, backed by market research from Rakuten Insight.

Despite this, Stephani saw that existing products were not “suitable for their needs.” Catto was designed to be the solution, built on three key differentiators:

1. Designed with purpose

Stephani revealed that the firm has put many considerations into designing the product, down to the kibble size, as “cats prefer it that way, it is easier and softer to chew.”

Most notably, Catto includes real freeze-dried chicken breast mixed in with the kibble. “This is to educate the market and the cats themselves. By giving them real meat, we show them what real nutrition looks and tastes like,” she explained.

2. Ideal formulation

This is where Compawnion’s high standards shine. While global market standards for minimum protein in cat food sit at 26%—according to the Association of American Feed Control Officials (AAFCO) and European Pet Food Industry Federation (FEDIAF), Catto “over-delivers” by giving 40% of protein.

3. High-integrity ingredients

That 40% protein is not plant-based. As previously mentioned, cats are carnivores; hence, cats cannot optimally digest tempeh- or mushroom-based proteins. Catto’s variety of products contains 85% real animal-based protein.

“The combination of purposeful design, ideal formulation, and high-quality ingredients is the backbone of drastic change, or I can say improvements, in the cats.”

The results are measurable: no more shedding and hairball puking, higher—but balanced—energy levels, and most visibly, “better poop,” as these foods are better digested by cats.

Indonesia first, regional stage next

Competing against massive multinational brands is not an easy feat, but Stephani believes Compawnion has two key advantages: speed and localization.

Keeping their focus on Indonesia, Compawnion quickly catches on to new trends or market needs. Their relevancy also allows them to be more precise and in tune with local customers.

This includes their supply chain. It is not 100% local, though; they import Australian beef instead of Indonesian beef, which is not accepted in all countries. A strategic move, so to speak, considering future exports planned.

But their local partnerships are deep, such as in rabbit sourcing, where they partner directly with domestic farmers.

With a solid foundation in Indonesia, Compawnion is looking at the broader rising pet ownership in Southeast Asia.

After launching their flagship products, the company wants to focus on 100% distribution in Indonesian pet shops. 

“Next, we are looking to export to ten Southeast Asian countries.”

“Other Southeast Asian markets are actually more premium than ours; the price per package is higher,” she noted. “So, our premium product will be seen as very affordable and ‘worth it’ there.”

For Stephani, the final message to pet parents in Indonesia is simple and cuts through the marketing noise.

“Sure, there are many more expensive options [to our product], but that does not guarantee the quality,” she stated.

“It is about credibility and trustworthiness. We will always be honest and maintain our quality up to our super high standard, which is far beyond the international minimums. That is our promise to you.”

Discover more about our stance on D2C startups here.

The post How Compawnion is redefining nutrition in Indonesia’s pet food market appeared first on East Ventures.

Videotto was founded by two 18-year-old entrepreneurs, Tay Yao Ming (Co-Founder and Chief Executive Officer) and Ian Lee (Co-Founder and Chief Technology Officer). It was born out of the founders’ personal frustration with the complexity of traditional video editing tools.

“Last year, I was running a podcast on interviewing young founders, but it took me 20 hours to edit a single podcast and turn it into short-form clips. This is when I got the idea and approached Ian to build an AI Video Automation Platform together. Now Videotto serves to level the playing field for creators globally, redefining how content is produced at scale and making professional video creation accessible to everyone, from individual creators to global brands,” said Tay Yao Ming, Co-Founder and Chief Executive Officer of Videotto.

Videotto leverages artificial intelligence (AI) to make video editing simple and effortless. Instead of spending hours cutting clips or adding effects manually, users can upload their long video footage and let the system do the heavy lifting. The platform automatically selects the best moments, adds stylish captions, arranges scenes smoothly, adjusts sound and lighting, and even transitions.

Videotto can also generate multiple short videos optimized for different social media platforms, helping users instantly tailor their content for each channel. Over time, the platform learns each user’s editing style and preferences, making it easier to produce polished, ready-to-share videos with just a few clicks.

The product will be showcased at Singapore Week of Innovation and Technology (SWITCH) 2025 from 29 to 31 October 2025, under the booths of Singapore Polytechnic and Ngee Ann Polytechnic. It will mark the team’s first public demonstration of their technology.

“We had a great first meeting with Yao Ming and Ian. It was impressive to see how they think about their business and their commitment to making it work,” said Willson Cuaca, Co-Founder and Managing Partner at East Ventures. “I met Yao Ming a few weeks ago during the POL-ITE Entrepreneurs’ Challenge Dialogue organized by ACE.SG, which was part of the ESR Committee 3’s engagement with Minister of State Dinesh Vasu Dash, ACE.sg CEO Patrick Lim, and a group of entrepreneurs. His pitch left a strong impression on me. After the event, I decided to invest the next day.”

“This investment reflects our founder-first thesis — innovation can come from anyone, regardless of age or background, as long as there is genuine passion and a problem worth solving. At East Ventures, we believe that AI is not just a technology, but a tool to level the playing field and empower individuals like them to create meaningful impact,” Willson added.

Videotto.com is powered by a focused four-person strike team. Alongside cofounders Yao Ming and Ian, two young AI prodigies, Felix Isaac Lim and Chong Kah Hian, push through 100-hour workweeks to harden infrastructure and scale systems architecture. With newly secured funding, Videotto is doubling down: accelerating product development, expanding world-class technical talent, and aggressively acquiring high-value clients across the region.

The post Videotto, an AI-native video editing startup founded by 18-year-old innovators, has secured seed funding from East Ventures appeared first on East Ventures.