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The Executives

Asia School Of Business MBA 2025 Graduate Wei Han’s Homecoming Journey

From Massachusetts Back to Malaysia For Wei Han Lim, Asia School of Business (ASB) MBA Class of 2025, the MBA wasn’t a carefully plotted pivot. It was, in his own words, “a last-minute scramble.” Born and raised in Malaysia, Wei Han spent 12 years in Massachusetts, completing his Bachelor’s degree at Tufts University and his Master’s degree at MIT, both in chemical engineering, before building a career in process engineering and life sciences. When visa hurdles disrupted his plans in the United States, he discovered the Asia School of Business through MIT’s Assistant Dean of Admissions, who suggested the Malaysia-based sister school. “At first, ASB was supposed to be a bridge back to MIT through the MSMS,” Wei Han admits. “But as I settled in, I realized being here made personal and professional sense. Looking back, I’m glad it worked out this way.” Confidence, Community and Epiphanies When asked to describe his ASB journey in three words, Wei Han does not hesitate: community, vulnerability, epiphany. “Coming in, my ego had taken a battering,” he reflects. “I lacked confidence. But ASB became a safe space to explore, try new things, and be supported by classmates and faculty alike. This is a place where everybody knows each other – it seemed like a waste to not lean into that.” He credits the Career Development Office and ASB’s alumni network with helping him shape his personal brand around tackling sustainability challenges, while classmates provided both encouragement and what he jokingly describes as “regular doses of friendly insults.” Negotiation classes with Professor Alexander Eng also left a lasting impression. “Rejection therapy taught me the worst that can happen is hearing ‘no.’ That gave me the courage to ask for what I want and fight for the value that I deserve,” he says. Learning for Impact Wei Han’s passion for sustainability found fertile ground at ASB. Through electives with Professor Renato Lima de Oliveira and Dr. Pieter Stek, he deepened his understanding of how technology, business strategy and policy intersect to drive sustainable energy transitions. His Capstone project at Gentari, where he worked with peers on human resource challenges, proved both unexpected and transformative. “It was out of my comfort zone but incredibly rewarding,” he recalls. “We fought each other all the time, built on a deep sense of trust and respect for each other, working towards a shared goal. We felt truly validated when we learned that our work continues to be used by our host company, nearly a year later. It was one of the best team experiences of my life.” The MIT Connection and Beyond For Wei Han, ASB’s collaboration with MIT represented more than an academic partnership. It provided continuity with a place that had shaped much of his life. “Heading back for our MIT Immersion gave me closure in more ways than one,” he says. “My classmates finally understood where I came from, and I could reconcile my identity as a quasi-third culture kid.” Today, he continues to embrace both communities, serving as Secretary of the MIT Club of Malaysia while leading strategic finance research projects at ASB. Lessons in Vulnerability and Growth Some of Wei Han’s most meaningful experiences came outside the classroom through ASB’s Mindset Lab. “We learned to embrace vulnerability as we undertook personal growth mindset projects over the year,” he says. “We shared our final projects during a session in a week in which we were all focused on other projects, so it easily could have been something that we could have checked out of. But everyone came prepared to share how they had grown, and everyone was prepared to listen and support each other.” Lasting Bonds and Chaotic Fun Beyond academics, Wei Han values the friendships and connections formed throughout the MBA journey. From dinners with friends across Kuala Lumpur to board game nights with faculty and alumni, he cherishes the experiences that extended beyond the classroom. One memorable moment came during ASB’s 10th Anniversary celebration, where he found himself unexpectedly performing in a band alongside ASB President Joseph Cherian the day before graduation—with no rehearsal. “Chaotic unhinged fun,” he laughs, borrowing Professor Melati Nungsari’s description of the occasion. The performance saw him singing backing vocals before an audience that included Nobel Laureate Robert Merton and numerous distinguished guests. A Gem for Future Students Asked what advice he would offer future students, Wei Han is quick to reassure. “Don’t worry. You’re not the only one with impostor syndrome. Everyone’s dealing with their own version of it. Embrace that vulnerability, collaborate, and you’ll thrive.” For someone who initially viewed the Asia School of Business as a stepping stone, it ultimately became something much more significant—a launchpad combining rigorous learning, a vibrant community and a renewed sense of purpose. What began as a detour became direction. A last-minute decision that gave him more than a degree—it helped him rediscover himself. About Asia School of Business (ASB) The Asia School of Business (ASB), in collaboration with MIT Sloan School of Management, is dedicated to developing transformative and principled leaders through action learning and a global perspective rooted in Asia. Learn more about ASB: https://asb.edu.my/ Source / Credit: Asia School of Business (ASB)

Investment & Market Trends

Jardine To Buy Back US$500 Mil In Shares

Jardine Matheson Holdings Ltd plans to repurchase US$500 million worth of its own shares by the end of next year, as part of efforts to enhance shareholder returns and support its broader business transformation. The Hong Kong-based conglomerate also aims to increase its annual dividend by at least 5% yearly through 2030 and deliver at least 9% annual growth in total shareholder returns, according to a company statement. The move marks the company’s latest step in reshaping its nearly 194-year-old business empire, shifting from a traditional long-term owner-operator model toward a more active investment approach. Led by chairman Ben Keswick and chief executive officer Lincoln Pan, Jardine has been reviewing parts of its portfolio, including potential divestments of long-held businesses such as restaurant chains, property assets, and automotive dealerships, while expanding into new sectors like healthcare and medical-related industries. The strategic overhaul comes as several major Hong Kong conglomerates reposition themselves amid changing geopolitical conditions and rapid technological advancements. Jardine said it is targeting at least US$200 million in profit after tax and minority interests from new acquisitions, focusing on market-leading Asia-Pacific companies with strong technology adoption capabilities, including artificial intelligence (AI). To fund future investments, the group plans to recycle at least US$4 billion in capital from portfolio companies by 2030, excluding contributions from its property unit and Indonesian conglomerate interests. The company has also been actively reviewing asset monetisation opportunities. Over the past year, Jardine has put more than US$1.8 billion worth of Hong Kong property assets up for sale and is exploring additional divestments, including selected commercial properties and automotive dealership operations in Hong Kong, Macau, Malaysia, and Singapore. The planned buyback signals Jardine’s intention to strengthen investor confidence while repositioning the group for long-term growth.

Investment & Market Trends

TMK Proposes RM920 Mil CCM Acquisition

TMK Chemical Bhd has proposed to acquire Chemical Company of Malaysia Bhd (CCM) from Batu Kawan Bhd in a RM920 million cash-and-shares deal, a move that would significantly expand its business footprint and make Batu Kawan a major shareholder in the listed chemicals company. In a filing with Bursa Malaysia, TMK said it had submitted a non-binding letter of intent to acquire 100% of CCM, excluding associate company Orica-CCM Energy Systems Sdn Bhd and two land parcels linked to that business. These assets will be transferred out at cost before or after the completion of the deal, subject to approvals. The proposed RM920 million purchase price will be settled through a mix of cash and newly issued TMK shares. TMK said the cash component will be funded through proceeds from its December 2024 listing, bank borrowings, and internally generated funds, while the share portion will be issued at RM1.9098 per share, based on the company’s five-day volume-weighted average price as of May 31. Upon completion, Batu Kawan is expected to own at least a 20% stake in TMK, positioning it as the company’s second-largest shareholder. The transaction is considered a related-party deal, as TMK’s largest shareholder, Datuk Lee Soon Hian, is the younger brother of Batu Kawan chairman Tan Sri Lee Oi Hian. As such, the proposal will require approval from non-interested shareholders and reviews by independent advisers. In a separate statement, Batu Kawan said its board — excluding interested directors — had agreed in principle to the offer, subject to due diligence, independent advice, and the signing of a definitive sale and purchase agreement. The proposed disposal comes around five years after Batu Kawan privatised CCM. In 2020, the group acquired a 56.32% controlling stake in CCM from Permodalan Nasional Bhd (PNB) for RM292.8 million, before completing the privatisation in 2021. CCM manufactures a range of industrial and specialty chemicals, including chlor-alkali products, sulphur derivatives, and polymer coatings, serving industries such as water treatment, healthcare, manufacturing, agriculture, and rubber. For TMK, the acquisition would mark a major expansion beyond its core chemical storage and logistics business into manufacturing, allowing it to move further up the value chain through CCM’s established production capabilities. The proposed deal also comes as Batu Kawan pursues other strategic investments, having recently acquired a 47.7% stake in MKH Bhd for RM549.8 million, triggering a mandatory general offer for the remaining shares. While the CCM acquisition remains subject to approvals and due diligence, the move signals a potential portfolio rebalancing by Batu Kawan, allowing it to monetise a mature asset while retaining exposure through a substantial stake in TMK. Both parties have agreed to a two-month exclusivity period to negotiate the deal, with due diligence expected to be completed within one month of offer acceptance.

Property

Mycron Steel Unit To Buy Shah Alam Industrial Land For RM30 Mil

Mycron Steel Bhd’s wholly owned subsidiary, Melewar Steel Tube Sdn Bhd, has signed a conditional sale and purchase agreement with Melewar Industrial Group Bhd to acquire a leasehold industrial property in Shah Alam, Selangor, for RM30 million in cash. In a filing with Bursa Malaysia, Mycron said the property comprises an industrial land parcel with a single-storey detached factory, a single-storey annexed office, and several supporting ancillary buildings. The steel manufacturer said the acquisition is expected to strengthen the group’s operational flexibility, allowing it to better plan and support future business expansion while reducing rental-related costs. The company added that the property’s strategic location in Shah Alam would help minimise operational disruptions and may also offer long-term value appreciation. The proposed acquisition remains subject to several conditions, including shareholder approval at the company’s upcoming extraordinary general meeting (EGM). Barring unforeseen circumstances and pending all necessary approvals, the deal is expected to be completed in the fourth quarter of 2026. Kenanga Investment Bank Bhd has been appointed as the principal adviser for the proposed acquisition.

The Executives

Derek Teh Wan Wei Named MRMA Chairman

The Malaysian REIT Managers Association (MRMA) has appointed Derek Teh Wan Wei, chief executive officer and executive director of Sunway-REIT Management Sdn Bhd, as its new chairman. Teh’s appointment marks a leadership transition for the association, which represents the interests of Malaysia’s real estate investment trust (REIT) management industry and works to promote best practices, governance, and growth within the sector. At the same time, Zuhairy Md Isa of Am-REIT Managers Sdn Bhd was re-elected as vice-chairman, continuing his role in supporting the association’s strategic direction. Joining him as newly elected vice-chairman is Yong Su Lin of CapitaLand Malaysia-REIT Management Sdn Bhd. Meanwhile, Datuk Stewart Labrooy of Alpha-REIT Managers Sdn Bhd was re-elected as honorary secretary, continuing his responsibilities in overseeing the association’s administrative matters. Hafidz Atrash Kosai Mohd Zihim from Pelaburan Hartanah Nasional Bhd (PHNB) will also continue serving as honorary treasurer for a second term, overseeing the association’s financial affairs. In addition, Zainal Iskandar Ismail of Hektar Asset Management Sdn Bhd was elected as a committee member, further strengthening MRMA’s leadership team. The appointments reflect MRMA’s continued efforts to reinforce collaboration within Malaysia’s REIT industry while supporting the sector’s development amid evolving market conditions. MRMA plays a key role in representing REIT managers in Malaysia, advocating for industry growth and strengthening engagement among stakeholders in the country’s property investment landscape.

Investment & Market Trends

BAssets Sells RM20 Mil Shares To Vincent Tan

Berjaya Assets Bhd (BAssets) has sold shares in Berjaya Corp Bhd (BCorp) and Berjaya Property Bhd to major shareholder Tan Sri Vincent Tan Chee Yioun for a total cash consideration of approximately RM20 million. In a filing with Bursa Malaysia, BAssets said its wholly owned subsidiaries, Berjaya Bright Sdn Bhd and Berjaya Times Square Sdn Bhd, carried out the disposals through direct business transactions. The sale involved 59.79 million BCorp shares, representing a 1.01% stake, valued at RM14.05 million or 23.5 sen per share. Additionally, BAssets disposed of 23.8 million Berjaya Property shares, equivalent to a 0.49% stake, for RM5.95 million or 25 sen per share. Following the transactions, BAssets’ stake in BCorp declined to 1.39% from 2.39%, while its holding in Berjaya Property fell to 0.27% from 0.75%. The company said the disposal prices were based on prevailing market rates at the time of the transactions, with all shares sold free of encumbrances. According to BAssets, the move allows the group to partially realise its investments in both companies, with proceeds to be used as working capital for ongoing development projects. The company added that the disposals are not expected to materially impact its net assets, earnings, or gearing for the financial year ending June 30, 2026, and will not affect its issued share capital or substantial shareholders’ holdings.

The Executives

Global Excellence, Local Relevance: ASB Convenes Presidential Dialogue At MIT Sloan

Three Presidents. One conversation. At MIT Sloan School of Management. What does it take for a business school to stay globally relevant — while remaining deeply rooted in its region — in an era shaped by AI and shifting geopolitical dynamics?’ At a recent dialogue, graciously hosted by MIT Sloan in Cambridge, Massachusetts, the Asia School of Business (ASB) brought together three generations of the School’s leadership — current CEO, President and Dean, Professor Joseph Cherian; former President, Professor Sanjay Sarma; and Founding President, Professor Charles Fine — for a timely discussion on the future of education, leadership, and global competitiveness. “We have a cross-disciplinary approach… a very engineering way of thinking about problems,” shared Professor Joseph, our current CEO, President and Dean, highlighting ASB’s evolving trajectory as a globally relevant institution anchored in Southeast Asia. For Professor Sanjay, the shift is even more fundamental: “AI is no longer just another technology — it’s a way of thinking required to navigate a complex world.” Reflecting on ASB’s founding philosophy, Professor Charles emphasized the importance of cultural and intellectual bridging: “We built a culture that could engage both the East and the West — and understand the challenges of both.” Moderated by Andrew Foley (Assistant Professor of Management and Organizations, NYU Stern, and MBA 2018 — ASB’s inaugural cohort), the session explored how institutions can translate global trends into meaningful impact for Malaysia, the wider Asian region, and beyond. As AI continues to reshape industries, the way we work and talent demands, the conversation reinforced a clear idea: The future of business education lies not just in global excellence — but in local relevance, contextual understanding, and the abilities to navigate and thrive across worlds. “Global Excellence, Local Relevance: Academic Leadership at the Intersection of AI and Global Fragmentation” held at MIT Sloan’s Wong Auditorium To learn more about the Asia School of Business (ASB), visit: https://asb.edu.my/

Lifestyle

The Recipe For Brand Loyalty: How NIMS Is Growing Beyond The Product

Some of the most successful consumer brands are born not from complex innovation, but from a simple understanding of human behaviour. People may buy a product once because they are curious, but they return because it becomes part of a feeling, a habit, or even a memory. In today’s social-media-driven world, food is no longer just about taste—it is about experience, conversation, identity, and community. That is precisely where NIMS Adeliciousz Sdn Bhd has carved out its own space. What started as the creator of the iconic NIMS Crispy Chocotub has evolved into something much larger than a snack manufacturer. The Malaysian FMCG brand has transformed a simple combination of crispy cereal and rich chocolate into a lifestyle product that resonates with consumers seeking convenience, indulgence, and shareable moments. Today, its products are available through modern retail, general trade, e-commerce, social commerce, and international distribution channels, with exports reaching more than 25 countries. Yet the company’s greatest achievement may not be the product itself. It is the ability to build a brand that people actively participate in rather than simply purchase. Behind every successful consumer product lies an understanding of changing lifestyles. Modern consumers, particularly younger generations, increasingly seek products that fit seamlessly into fast-paced routines while still delivering enjoyment. Snacking has evolved from satisfying hunger to becoming part of social gatherings, work breaks, road trips, movie nights, and digital content creation. Founder and Owner of NIMS Adeliciousz – Tengku Norhanim Tengku Othman. NIMS recognised this behavioural shift early. Instead of competing solely on flavour or price, it created a product that was visually appealing, convenient to carry, easy to share, and instantly recognisable. Long before “Instagrammable food” became a marketing strategy, the brand understood that experience could become a competitive advantage. However, as the business matured, success demanded more than product novelty. Sustaining relevance required consistent quality, food safety, operational excellence, innovation capability, and the ability to meet international standards. Building a recognised Malaysian brand capable of competing globally requires discipline that consumers rarely see behind the packaging. Today, the company’s strategic direction reflects a long-term vision rather than short-term expansion. Its priorities focus on strengthening the NIMS brand, expanding distribution both locally and internationally, and investing in the operational capabilities necessary to support sustainable growth. Market demand, profitability, brand impact, and long-term scalability now drive business decisions more than simply pursuing rapid sales growth. This philosophy is also evident in how the company defines success. For many businesses, growth is measured by turnover alone. For NIMS, growth encompasses stronger brand equity, better systems, more capable people, wider market access, and sustainable profitability. Equally important is the opportunity created for its network of agents, partners, and entrepreneurs who grow alongside the business. The company has also been deliberate about what it chooses not to pursue. Rapid expansion that compromises product quality, pricing discipline, financial stability, or brand reputation is viewed as inconsistent with its long-term ambitions. Remaining relevant a decade from now matters more than achieving temporary momentum today. As organisations grow, complexity inevitably replaces simplicity. Decisions that could once be made by founders alone must evolve into structured processes supported by capable teams and clear accountability. For NIMS, scaling has required a transition from founder-driven execution to system-driven leadership, supported by stronger middle management, defined operating procedures, and greater data visibility across the organisation. Interestingly, one of the company’s strongest competitive advantages cannot be found on supermarket shelves. Its true differentiator lies in the community ecosystem it has cultivated. Through social commerce, content-driven marketing, entrepreneurial opportunities, and continuous consumer engagement, NIMS has built emotional connections that extend beyond the product itself. While competitors may develop similar snacks, replicating years of trust, participation, and community loyalty is significantly more challenging. The same long-term thinking shapes its approach to sustainability. For NIMS, responsible growth is not limited to environmental initiatives but includes building resilient operations, maintaining financial discipline, strengthening food safety standards, and investing in efficient production capabilities. At the same time, its agent ecosystem continues to create meaningful income opportunities, particularly for women and small entrepreneurs, demonstrating that commercial success and social impact can reinforce one another. Looking ahead, the company’s ambition extends beyond entering more countries. Having already established an export presence across more than 25 markets, the next objective is to deepen international positioning and strengthen NIMS as a globally competitive Malaysian-born brand. Achieving this will require continued investment in automation, technology, leadership development, export readiness, and brand consistency across every market it serves. Ultimately, NIMS is proof that the most successful brands rarely sell products alone. They sell experiences, create communities, and become part of everyday lifestyles. In doing so, a simple snack can become something far more enduring—a Malaysian success story with global aspirations.  

Energy & Technology

Technology Is Easy. Building Business Confidence Is Harder.

There is a misconception that successful technology companies sell hardware, software, or digital solutions. In reality, the most valuable technology businesses sell something far more important: confidence. Confidence that systems will work when they are needed, that critical data will remain secure, and that investments made today will still create value tomorrow. For more than two decades, Ipenet Solutions Sdn Bhd has quietly built its reputation around this principle. Established in 2005, the Malaysian technology solutions provider has grown into a trusted partner delivering end-to-end capabilities across networking, cybersecurity, systems and storage, cloud computing, managed services, automation, audio-visual technologies, and client solutions. Serving industries that range from manufacturing and education to healthcare, hospitality, retail, financial services, and telecommunications, the company has focused less on selling products and more on solving business problems. The distinction is significant. Technology itself changes rapidly, but business challenges remain remarkably consistent. Organisations want to operate more efficiently, protect their operations, connect their people, and prepare for future growth without unnecessary complexity or risk. The ability to translate sophisticated technologies into practical business outcomes has become one of the company’s defining strengths. Long before digital transformation became a boardroom priority, Ipenet Solutions recognised that many organisations faced a common dilemma. The market offered an abundance of technology solutions, yet many businesses lacked a trusted advisor capable of integrating those technologies into a coherent operational strategy. Purchasing equipment was straightforward; ensuring that it worked together to deliver measurable value was considerably more difficult. That gap has only widened as technology has evolved. Today’s business leaders must navigate cloud migration, cybersecurity threats, artificial intelligence, automation, and increasingly interconnected digital ecosystems. The conversation is no longer about installing infrastructure but about building resilience, scalability, and long-term competitiveness. Chief Executive Officer (CEO) and Founder of Ipenet Solutions – Fran Teh. Rather than attempting to participate in every emerging trend, Ipenet Solutions has adopted a disciplined strategy centred on areas where it can create meaningful impact. Cybersecurity, AI-powered solutions, cloud technologies, managed services, and modern workplace enablement represent strategic priorities that align with evolving customer needs. By concentrating resources and expertise in these areas, the company seeks to deliver sustainable value rather than short-lived market relevance. Its philosophy towards growth reflects the same measured approach. Expansion, while important, is not viewed simply through the lens of size or revenue. Growth means becoming increasingly valuable to customers, strengthening technical capabilities, and building recurring service relationships that create long-term partnerships rather than transactional engagements. Equally important is recognising what growth should not become. Rapid expansion that compromises service quality, technical standards, or customer experience ultimately weakens the very foundation on which sustainable businesses are built. Maintaining operational excellence therefore remains central to every stage of the company’s development. Scaling an organisation inevitably introduces new challenges. As teams expand and projects become more complex, maintaining consistency in service delivery, leadership, and execution requires stronger governance and clearer accountability. For Ipenet Solutions, organisational maturity has involved investing not only in technology but also in specialist talent, leadership development, and internal processes that support agility without sacrificing discipline. Much of the company’s competitive advantage exists behind the scenes. Customers may see successful implementations, but less visible are the countless hours devoted to solution design, technical validation, partner collaboration, project management, and post-deployment support. These capabilities ensure that technology investments translate into reliable operational outcomes rather than isolated technical achievements. The same long-term perspective also shapes the company’s understanding of sustainability. Responsible business is viewed not simply as environmental stewardship but as the ability to create enduring value through resilient infrastructure, scalable digital solutions, and disciplined investment decisions. By helping organisations modernise efficiently while maintaining operational reliability, Ipenet Solutions contributes to a more sustainable digital future for its customers and the broader economy. Looking ahead, the company’s ambition is clear. As businesses continue to embrace digital transformation, Ipenet Solutions aims to strengthen its role as a strategic technology partner by deepening capabilities in artificial intelligence, cybersecurity, cloud solutions, and managed services. The objective is not merely to expand its market presence, but to become increasingly indispensable to organisations seeking to navigate an increasingly complex digital landscape. In the end, technology will continue to evolve. What will endure is the need for partners who can transform innovation into business confidence—and that is where Ipenet Solutions intends to create its greatest value.  

Investment & Market Trends

Brrandom Expands Operations To Singapore And Indonesia, Launches Six AI Practice Areas

Brrandom Founded three years ago in India and last year 2025 in Kuala Lumpur, March 2026, Brrandom Asia was founded on a conviction the industry called premature — that artificial intelligence would not merely assist marketing, but fundamentally reimagine it. Today, that conviction has become competitive reality. On its third anniversary, Brrandom  — India and Southeast Asia’s leading AI-native marketing technology company — is launching six fully integrated AI practice areas, forging strategic alliances with global AI technology leaders to deploy advanced agentic models, and announcing the establishment of new offices in Singapore and Indonesia before the close of 2026. This is not a company celebrating the past — it is a company declaring the future. Brrandom Asia Leadership Team [L-R] Sadhak Mandal (COO, India); Safder Ali (COO, Southeast Asia; Kavitha K (Chief Business Officer, Southeast Asia);  Anand Prakash (Head of Digital Growth India & South East Asia) & Avik Guha (CEO, India)  “When we started Brrandom, we were told AI in marketing was a nice-to-have. We disagreed. We believed it was the only sustainable competitive advantage a brand could build. Three years on, the market has caught up — and we are ready to lead it across the entire region,” said Avik Guha, Co-Founder & Chief Executive Officer, Brrandom. “Singapore and Indonesia are the two markets where the next decade of Southeast Asian brand growth will be won or lost. We are not entering these markets to participate — we are entering to lead. Our AI capabilities were built for exactly this scale, and this moment,” said Safder Ali, C-Founder & Chief Operating Officer, Brrandom Asia.  Six AI Practices. One Integrated Intelligence. The anniversary marks the maturation of a complete AI marketing stack — six interconnected practices that address every layer of the modern brand-building equation. AI Ad Tech — AI & Machine learning across programmatic, paid social, and search recalibrates bidding, targeting, and channel allocation in real time, driving higher return on ad spend with AI fraud detection, agentic lead generation, and full-funnel attribution. AI Retail Marketing — Real-time shopper intelligence, AI-powered SEO and AEO, footfall tracking, and a unified dashboard bridge brand equity and basket conversion across Southeast Asia’s omnichannel landscape. AI Creative Lab — Generative AI paired with human creative direction delivers high-volume, brand-consistent assets and dynamic creative optimisation that personalises in real time across video, static, and rich media. AI Data Analytics — Unified data platforms, natural-language insight generation, and predictive consumer intelligence transform fragmented signals into clear, executive-ready strategy. AI Market Mix Modelling — Always-on, machine-learning-powered econometric models account for media saturation, competitive activity, seasonality, and macroeconomic variables in real time, delivering sharper attribution and better business decisions. AI Agentic Systems — Built with global AI Agentic system for B2B & B2C, autonomous agents plan, reason, execute, and optimise campaigns end-to-end, orchestrating media, personalising customer journeys, and generating executive-ready insight continuously and at scale. Planting the Flag in Singapore and Indonesia Brrandom ‘s third anniversary is the springboard for its most significant geographic expansion to date, with new offices confirmed in two of Southeast Asia’s most pivotal markets by 2026-2027. Singapore will serve as the company’s Regional AI Centre of Excellence — housing senior client leadership, AI research capabilities, and strategic partnerships that will accelerate growth across ASEAN and beyond. Indonesia — with over 200 million internet users, the world’s fourth-largest population, and an e-commerce sector growing at extraordinary velocity — represents a high-conviction move into one of the world’s most complex and rewarding digital environments. Powered by the World’s Best Through partnerships with global leaders in large language models, autonomous agent frameworks, and enterprise AI infrastructure, Brrandom  is embedding next-generation agentic AI across its stack — autonomous systems that orchestrate campaigns, monitor competitive signals, personalise customer journeys, and synthesise performance intelligence at scale. AI challenge We see AI as a creative catalyst, not a creative substitute. Its role is to eliminate limitations, while human talent continues to provide vision, emotion, and originality. At Brrandom, we believe AI should automate the process, not the purpose. Because great ideas will always begin and end with people – Avik Guha, Co-Founder & Chief Executive Officer, Brrandom. Leadership Update: In 2026, Brrandom Asia’s CEO Amol Deelip Kale stepped down from his role. Safder Ali, previously Chief Operating Officer, has since assumed expanded leadership responsibility as COO, South East Asia, steering the agency’s regional growth and operations going forward. Rafidah Binti Rozally ( Director Brrandom Asia ) – We bid a heartfelt farewell to Amol Deelip Kale, who has stepped down as Chief Executive Officer of Brrandom Asia in 2026 , We congratulate Safder on this well-deserved recognition and look forward to the next chapter of growth under his stewardship.

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