Here are the slides to a session which I conducted for the startup teams in the technology startup incubator JFDI.Asia in May 2013. The session which I conducted are broken into 4 parts: managing user growth, vanity and growth metrics, funnelling and usability testing. The session expands on the lean start-up model and breaks down how the startup builds their hypotheses that align with the business metrics which they want to measure. It also focus on how startups should learn to manage feedback in both quantitative and qualitative manner. One key lesson of the session is to urge startups to avoid vanity metrics and discuss various frameworks for user growth (McClure’s pirate metrics, Lean Canvas, Lean Analytics). [Read more...]
In 1995, I typed my first electronic mail (email) when I started as an undergraduate at the National University of Singapore. I was using Pine, a freeware and text-based email client which was simple and intuitive that allowed me to communicate from Singapore to the rest of the world via the Internet. [Read more...]
The best part about being a start-up is that everyone within the founding team gets the opportunity to cross pollinate ideas and execute the market hypothesis so that we can fail fast and pivot if necessary or double down if we discover the secret sauce. However, as a company scales, the short term focus on survival switches to taking a long term view with strategy. [Read more...]
During my third year as an undergraduate in the National University of Singapore, I co-founded the National University of Singapore Astronomical Society (otherwise, in short, NUSAS). Despite that I have been acknowledged as “the founder”, I held the perspective that everyone on the founding team (or we called the zeroth committee) and the few hundred signatories to petition the creation of NUSAS are all founders. It was something that I have built sixteen years ago and I moved on after leaving for Cambridge University to pursue one of my dreams in life: a PhD in cosmology and astrophysics.
Upon leaving NUSAS in the good hands of a very competent team after me, I thought I have left it behind and came to understand a very important lesson in life: you can build something and whether the organisation survives after you, it is not up to you to decide. All you can do is to build a strong foundation and hope that future generations will figure out the challenges that might come later. Through very painful personal experiences before NUSAS, I learned to be detached from my own creations so that I do not feel disappointed if things do not work out for them in the future. It did not limit to the astronomical society I have built with many others but later to movements and startups as well. That was what I thought until a week ago.
A week ago, I received a note via Facebook from one of the founding team members from NUSAS. It came about because the present executive committee has decided to push ahead changes that do not respect the principles on how the past executive committees have believed in. As a result, the alumni and the current batch of seniors have organised themselves to have a meeting with the present executive committee. With the gathering of many people from the past and present, I have shared some thoughts on how NUSAS came about and part of the design that I have placed into its constitution. At the same time, I have also debated on parts of the constitution with the current generation of students, not to push them towards any position but facilitate an understanding on the context in how the document came about. As for the outcome, we are all hopeful that we can all work together for the better and help the present team to navigate through the changes which they want to make.
As a result, I have learned a few lessons from the whole incident and I will share it here:
1. A founder’s passion never dies: When we built the society, we were faced with many challenges and most of them was against authority and bureaucracy. We managed to solve them and put together a constitution by design so that each generation has the choice in making decisions with some form of checks and balances in place, for example, in order to change the constitution requires a quorum for two thirds of the majority. I still remembered that I spent 24 hours without sleep writing the document, putting only the best intentions against my own selfish desires to ensure that it can passed with the office of student affairs in the university and the registrar of societies of Singapore. One can never be detached from what they have spent a lifetime building. Yet, despite all the idealism we have in creating the initial spark, there has to be an acknowledged pragmatism that it may not turn out the way you wanted.
2. We should make changes to outdated documents with patience rather with haste: Every constitution including the famous United States Constitution is written to address the problems and challenges of that time. Some clauses, thought to be helpful at that point in time, may not be useful for a present day world. Yet, it is interpreted to the future generations that the best way to change things is to have more discretionary powers. The future generation might want it for the best of intentions, but as Lord Acton put it succinctly, “Power corrupts and absolute power corrupts absolutely.” Changing discretionary powers for the executive committee may lead to unintended consequences for the future.
3. Think of the foundation of everything you build and design it such that it can withstand problems in the future: The interesting thing to me is that I have designed the constitution in a way such that it can withstand but not solve problems in the future. During the debates with the juniors, I am able to explain how different clauses are meant to withhold the principles that the society are found in good faith and also able to agree that certain outdated clauses should be scrapped but with due processes. I find it ironic that I have not taken this design thinking into my recent failed company. Of course, I am grateful that this incident has reminded me that when I build the now or next company or movement, I will put more effort into its design and foundation.
To conclude, I often find it surprising how small a part of life is taken up by meaningful moments. Most often they have finished their course quickly before they start although they cast a light on the future and make the people who have originated them unforgettable. Everyone must have dreams and ideals that they believe in, because that’s what our lives worth living.
A keynote about product design during the Institution of Engineers Singapore (IES) Design Award 2013 competition. In this talk, I discuss how we should start from the user on product design, whether hardware and software. Part of the emphasis will centered on some interesting principles such as learn from data, less is more and focus on the most boring but interesting feature. The key to building good products often start from asking why, observe the world around and dig deep in the problem before executing on the product. [Read more...]
Recently, I have made a transition from an entrepreneur in a failed startup to an employee in a multi-national corporation. I see this as part of the learning process that I need to go through before heading back to start another company in the future. I have learned that the hardest part about bouncing back from failure is to be patient, i.e. taking a step back from everything, learning the skills required for the next venture and wait for the right opportunity, time and place to get back to the arena. [Read more...]
In this article, I provide a different perspective to an article from Jon Russell (The Next Web) about the four major issues that deals with the strengths and weaknesses challenging the Southeast Asia’s technology startup ecosystem. The article is originally published in SGEio.
If I have a choice in life to choose between a builder and a critic, I choose the life of a builder hands down anytime. To me, a builder is a person who create, inspire and make a difference in enhancing and delivering better value to others’ lives. I dislike the life of a critic because it is cheap to rant against ideas and work which everyone spend their lives building up. Perhaps, through the passage of life which I have continuously living it to my best everyday, I despise cynicism and choose to be forever idealistic in what I want to pursue. However, everyone pays for the idealism that withstands the fabrics of realism. [Read more...]
A very common fallacy that comes with a start-up getting funding particularly at the seed stage is to ramp up the hiring quickly and scale the company quickly. The reason why the fallacy came about is because the investor expects that you are scaling the company with the business model that is expected to work. In honest truth, all startups at the seed stage have not figured out the business model.
The typical mentality is to “hire fast, fire fast”. To be honest, learning from the past lessons, I prefer to hire slow & fire fast. Some people says that you edit or pivot the product to help the business to grow. Another essential element is to edit the team. If you want to avoid the hassles of friendship being messed up or hiring the wrong person, you need to get rid of the pre-conceived notion that you should hire fast to scale. The key is to hire slow and really slowly. [Read more...]
In the far future, I have three guiding principles to what I will not do in building the next company. One of the three principles is try not to partner anyone as much as possible, whether the partner is a start-up or a large multi-national company. In a simple business perspective, the principle underlies one central theme: distribution. [Read more...]
During conferences e.g. FailCon Singapore or fireside chats e.g. Startup Grind Singapore, I have been often asked by entrepreneurs and investors about coping with failure in the aftermath of Chalkboard’s demise.
Essentially, there are a few sides to that question, “How do you recover from failure?”. The first level is personal, in how you view the whole exercise. The next level is how you manage that failure towards people around you, for example, partners, former employees, investors or any random people within the ecosystem. Till today, I am apologetic towards my investors and employees for the failure of Chalkboard, but the important thing is not to carry it as a baggage with me for the rest of my life. The real message is to accept failure and move on, because in the larger scale of things, that failure meant nothing.
I have a personal story as to how I have learned to manage failure better. Contrary to public perception, my whole life has been littered with failures. From all those incidents, I have learned in the most difficult way that the tough part about bouncing back from failure is not depression. The hardest part is to be patient, i.e. taking a step back from everything, learning the skills required for the next venture and wait for the right opportunity, time and place to get back to the arena. [Read more...]
My wife passed me a physical copy of an article entitled “Foreseeing Red: Lee Kuan Yew on China” published in the current issue of Time Magazine. Turns out that three researchers from Harvard University (Graham Allison, Robert Blackwill & Ali Wyne) have interviewed him on his views on China, United States and the rest of the world and will be publishing a book entitled “Lee Kuan Yew: The Grand Master’s Insights on China, The United States & the World“. In the article from Time, there were the printed excerpts on his views about China.