Energy & Technology

In a power station or petrochemical facility, a valve is a small component with significant consequences. Operating under pressure, heat and corrosive conditions, its failure can interrupt production, trigger an expensive shutdown or threaten safety. For Robust Energy Sdn Bhd, preventing those disruptions is the foundation of its engineering business.  Established in September 2013, the wholly Bumiputera-owned company specialises in industrial valves, actuation systems, level instrumentation and firefighting equipment. Its services span supply, installation, testing, commissioning and specialised maintenance, serving power generation, onshore and offshore oil and gas, and petrochemical operators.  Managing Directory of Robust Energy Sdn. Bhd. – Mohamad Iszwan Bin Ismail. Under its “Partner in Industries” tagline, Robust Energy has developed an integrated model around a problem: fragmented service delivery. Plant operators often purchased equipment from one vendor, appointed another for installation and relied on separate specialists when problems emerged. Coordinating those parties could complicate maintenance and accountability.  Robust Energy brings technical consultation, equipment supply, field servicing and refurbishment together. Its partnerships include brands such as Remington Valve, Camtorc and AFLOW Valve, while its overhaul and diagnostic capabilities support equipment throughout its operating life.  The company says customer requirements have increasingly shifted towards maintenance that minimises disruption. One response is Online Safety Valve Testing using the AccuTEST system, which enables in-situ testing during active operations. This capability supports its broader focus on operational continuity and plant life extension.  That direction is shaping investment decisions. Robust Energy is investing in a larger, purpose-built factory, additional machining equipment and high-precision lapping machines used in valve refurbishment. It is also expanding engineering, technical and support teams to handle concurrent turnaround projects while maintaining response times.  For management, growth means deeper technical capability and stronger client relationships. Long-Term Service Agreements are central to that ambition, allowing the company to become an established support partner that can mobilise when a plant trips or emergency maintenance becomes necessary.  It remains selective about work, avoiding general trading and non-specialised civil projects that offer limited technical differentiation. The company also says it avoids assignments where price takes precedence over safety, quality and engineering execution.  Supporting major energy locations, including Tanjung Bin, Segari and Janamanjung, has created organisational demands. Consistent technical standards and rapid mobilisation become harder when teams operate across several sites simultaneously.  Robust Energy has established a southern operational facility in Tanjung Bin, Pontian, Johor, and plans a northern branch in Manjung, Perak. Its approach gives site leaders greater decision-making authority while standardising quality assurance, quality control and safety procedures across workshops.  The company identifies customer support and knowledge sharing as less visible strengths. Its teams provide round-the-clock technical assistance and exchange insights with plant personnel to improve understanding of equipment failures. In-house reverse engineering and field adaptation capabilities also support urgent restoration work.  Over the past 12–18 months, Robust Energy says it has invested in larger lapping machines, hydraulic torque systems and specialised field tools. Owning these assets reduces dependence on rental equipment and gives the company greater control over mobilisation and refurbishment schedules.  It also links on-site refurbishment to reduced transport requirements and longer equipment life. These potential environmental benefits sit alongside the commercial rationale for restoring viable components rather than replacing them.  Its next ambition is to become a premier certified valve refurbishment specialist in the region. That requires stronger quality frameworks, advanced machining and continued personnel development to meet international recertification benchmarks.  The opportunity is to give plant operators greater confidence in refurbishment as an alternative to replacement. For Robust Energy, demonstrating reliable performance will be decisive: extending asset life must deliver the safety, precision and operational assurance its customers require. That is the standard against which its next phase of growth will ultimately be judged. 

Malaysian Space Agency and Space City Asia exchange Letters of Intent to advance Malaysia’s national space economy. Space City Asia Berhad (“SCA”), the Precinct Developer for Space City Asia within Pahang Aerospace City, today announced a strategic capital raise of USD 20 million to fund the development of Space City Asia. The announcement was presented to YAB Dato’ Sri Diraja Haji Wan Rosdy bin Wan Ismail, Menteri Besar of Pahang, at the Pahang State Government Strategic Cooperation Document Exchange Ceremony during the Selangor International Business Summit (SIBS) 2026. At the same ceremony, SCA and the Malaysian Space Agency (MYSA) exchanged Letters of Intent for cooperation in space science and technology. The exchange was carried out with YBhg. Dato’ Gs. Haji Azlikamil bin Napiah, Director General of MYSA. USD 20 million to build Space City Asia The announcement was made by Rajeeshwaran Moorthy, FRAeS, Acting Chief Executive Officer of Space City Asia Berhad, to the Menteri Besar of Pahang. He was joined by YB Dato’ Mohamad Nizar bin Dato’ Sri Mohamad Najib, Pahang State Executive Councillor for Investment, Industry, Science, Technology and Innovation. The capital is being raised through SCA’s parent company, KASDR Legacy Berhad, together with a group of family offices based in the United States. Their participation reflects growing international confidence in Pahang as a destination for aerospace and space investment. The funds will support the initial phase of Space City Asia, including: precinct planning and enabling infrastructure; attracting anchor tenants and industry partners; and programmes to develop talent, research and the wider space-industry ecosystem in Pahang, in line with Malaysia’s national space objectives. SCA records its deep appreciation to the Menteri Besar and the Pahang State Government, Pahang Aerospace City Development Berhad and Invest Pahang. Their vision and continued support are establishing Pahang as a regional hub for the aerospace and space industries. SCA extends its special gratitude to Prof. Adjunct M. Nurazmi Abas, Chief Executive Officer of Pahang Aerospace City Development Berhad, whose vision in entrusting Space City Asia to SCA made this milestone possible. Cooperation with the Malaysian Space Agency The Letters of Intent between MYSA, under the Ministry of Science, Technology and Innovation (MOSTI), and SCA open a formal dialogue on cooperation in space science and technology. The focus is on joint research and development and on human capital development. The cooperation supports Thrust 4 of the National Space Policy 2030, which sets the New Space Economy as a key national agenda. Areas for discussion include: joint research, development and innovation projects in space science, technology and applications; human capital development, including training, technical and vocational education, internships and industry attachments for Malaysian talent; and the participation of local industry and international partners in the space-industry ecosystem being developed at Space City Asia. Space City Asia is being developed in collaboration with MYSA as a strategic implementation platform for the Space City Development initiative under the Malaysia Space Exploration 2030 (MSE2030) Strategy S2.2. Both parties are currently finalising a Memorandum of Agreement to advance Malaysia’s national space ecosystem agenda. Building Malaysia’s space economy from Pahang “Today is a defining moment for Space City Asia and for Pahang,” said Rajeeshwaran Moorthy, FRAeS, Acting Chief Executive Officer of Space City Asia Berhad and President and Group Chief Executive Officer of KASDR Legacy Berhad. “We are honoured to present this USD 20 million ongoing raise announcement to YAB Menteri Besar, and grateful for the Pahang State Government’s vision in making Pahang Aerospace City a reality.” “Our Letter of Intent with the Malaysian Space Agency is equally important. It aligns Space City Asia with the national space agenda under MSE2030, so that the precinct we build serves Malaysia’s industry, research and talent. Capital, government and industry are now moving together, and that is how a national space economy is built.” Space City Asia is a wholly owned subsidiary of KASDR Legacy Berhad, a Malaysian holding company that invests in strategic, nation-building sectors. The raise reflects KASDR Legacy’s long-term commitment to investing in Malaysia and to bringing international capital into the country’s space and aerospace industries.

Three sessions on the new space power bloc, Space City Asia and trustworthy AI in orbit. Rajeeshwaran Moorthy, FRAeS, President and Group CEO of KASDR Legacy Berhad and Acting CEO of Space City Asia Berhad, spoke in three sessions at SATExpo 2026. The event took place from 5 to 7 October 2026 at Dubai Exhibition Centre, Expo City Dubai, and is the Middle East’s dedicated platform for the satellite, space and connectivity industry. Across two fireside chats and a panel, Mr. Moorthy set out a shared Malaysia–UAE vision for the space economy, presented Space City Asia to an international audience, and made the case for keeping humans firmly in the loop as artificial intelligence moves into orbit. Two Nations, One Bet: Malaysia and the UAE as a new space power bloc In a fireside chat with Juan Pablo Garavaglia, CEO of Arche Orbital Systems, Mr. Moorthy discussed why Malaysia and the UAE are natural partners in the global space economy. Arche Orbital Systems is a US-based space-technology company developing in-orbit services, mission analysis and sustainable space operations. Mr. Moorthy described how the UAE’s proven ambition and investment in space can combine with Malaysia’s industrial base, talent and strategic position in Southeast Asia. Together, he argued, the two nations can form a new space power bloc linking the Gulf and ASEAN, built on shared investment, joint programmes and the movement of talent and technology between them. “The UAE has shown the world what a focused national space ambition can achieve. Malaysia brings manufacturing depth, a growing space policy framework and access to one of the world’s fastest-growing regions,” said Mr. Moorthy. “This is not two countries competing for the same opportunity. It is one bet, placed together.” Fireside chat: Space City Asia In a second fireside chat, with Oscar Wendel, Head of Partnerships at KNS, Mr. Moorthy presented Space City Asia. The dedicated space-industry precinct is being developed within Pahang Aerospace City, Malaysia, by Space City Asia Berhad, a wholly owned subsidiary of KASDR Legacy Berhad. He outlined the precinct’s role as a home for satellite manufacturing, research, talent development and international partners entering the Southeast Asian space market. He also highlighted its alignment with Malaysia’s national space agenda under the National Space Policy 2030 and the Malaysia Space Exploration 2030 (MSE2030) action plan. “Space City Asia is where Malaysia’s space ambition becomes physical: land, infrastructure, people and partners in one place,” said Mr. Moorthy. “We are inviting companies from the UAE and around the world to build with us and use Malaysia as their gateway to the region.” Panel: AI in Orbit — From Automating Operations to Trusting the Machine Mr. Moorthy joined Dr. Sara Ahmad, Chief Engineer at the UAE Telecommunications and Digital Government Regulatory Authority (TDRA), and Chetan Anand, Partner, Digital & TMT at Roland Berger, on a panel about the role of artificial intelligence in space operations. He shared how Malaysia’s space ecosystem is progressing, from national policy and regulation to industrial development, and how Space City Asia is designed to support that growth. He welcomed AI’s potential to automate satellite operations and manage increasingly crowded orbits, but urged caution in how it is deployed. Mr. Moorthy argued that trust in autonomous systems must be earned, not assumed. Critical decisions in orbit, especially those affecting safety, security and other operators, should keep a human in the loop, supported by clear accountability and governance. “AI will make space operations faster and smarter, and we should embrace that,” said Mr. Moorthy. “But space is a shared and unforgiving environment. The question is not whether the machine can decide, but whether we can stand behind its decision. Human in the loop is not a brake on innovation; it is what makes innovation trustworthy.” Building bridges between Malaysia and the UAE Mr. Moorthy’s participation at SATExpo 2026 reflects KASDR Legacy’s role as a bridge between Malaysia and the UAE in the space sector. It also builds on his long involvement in bilateral engagement between the two nations. “SATExpo brought together the people who will shape the next decade of the space economy,” said Mr. Moorthy. “I left Dubai with new partners, new conversations and a clear message: Malaysia is open for space investment, and Space City Asia is ready to welcome those who want to build with us.” KASDR Legacy and Space City Asia welcome engagement from space agencies, industry, investors and research partners interested in collaborating on Malaysia’s growing space economy.

Digitising a document is one task. Making the information inside it accessible, useful and connected to an organisation’s operations is a larger challenge.  Group Chief Executive Officer / Managing Director of Pro Office Technology Sdn Bhd (DeMi Group) – Dato’ Hj. Mazrol Nizam Abdullah. For Pro Office Technology Sdn. Bhd. (PROOFFICE), that distinction helps explain a transformation more than a decade in the making. The Malaysian Bumiputera company has evolved from digital and offset printing into an ICT solutions provider and system integrator, building its technology capabilities around an understanding of how organisations handle information.  Today, its services span hardware and software supply, system design and development, infrastructure maintenance, technical support, digitisation and records management. Its clients include healthcare organisations, government bodies and agencies, universities, government-linked companies and businesses in oil and gas.  With more than 20 years of experience and over 100 million pages digitised, PROOFFICE is preparing for a further shift: taking on larger, higher-value technology work while developing a business capable of delivering it consistently.    A Business Rebuilt  The turning point came in 2011, when Group Chief Executive Officer Dato’ Mazrol Nizam was given the opportunity to lead a management buyout.  Under his leadership, PROOFFICE expanded beyond printing into ICT services and system integration. Its existing knowledge of documents and records provided a foundation for understanding a broader operational problem.  Organisations often hold information across physical files, digital repositories and systems developed at different times. Introducing another technology product can leave that fragmentation unresolved unless it works with the processes and infrastructure already in place.  PROOFFICE built its capabilities around connecting those elements. Its records management work encompasses data capture, conversion, extraction, analysis and preservation, giving the company experience across the stages through which information moves.  That background informs how it approaches technology requirements: by examining what clients need to achieve within their working environments.    The Integration Opportunity  The company initially identified demand for a technology partner that understood both technical requirements and day-to-day operations.  As client needs developed, expectations widened to include integration, automation, easier data access and continuing support. PROOFFICE’s service offering expanded accordingly.  Its strategic focus is now on projects where several capabilities can be combined. A complex assignment may require infrastructure, software, digitisation and records management to function together, with delivery coordinated across multiple stakeholders.  This creates an opportunity to undertake more valuable work. It also raises the demands on the organisation responsible for delivering it.  For PROOFFICE, selecting those opportunities involves assessing commercial quality, execution capacity and their contribution to the company’s long-term strength.    When Complexity Outruns Headcount  Larger projects bring greater financial commitments, tighter delivery requirements and more responsibilities to coordinate.  PROOFFICE identifies this as a central scaling challenge: complexity can increase faster than employee numbers.  Direct communication and close management oversight become harder to sustain as assignments grow. Clear roles, documented processes, accountability and controls become increasingly important.  The company is strengthening project management, financial discipline and internal procedures to support that transition. Its objective is to retain responsiveness while giving teams a more dependable structure for execution.  Cash flow and resource allocation are part of the same calculation. Revenue potential alone does not determine whether a project is suitable.  PROOFFICE increasingly considers whether an opportunity is commercially sound, operationally manageable and aligned with its capabilities. That discipline is intended to protect delivery quality as the business expands.    Beyond the Next Contract  Its longer-term ambition is to move beyond a business driven primarily by individual projects.  PROOFFICE plans to develop more scalable technology capabilities, strengthen its own intellectual property and solutions, and build strategic partnerships locally and internationally.  Delivering that ambition will require investment in talent, governance, financial management and technical expertise alongside business development.  The transition from printing to technology has already changed what PROOFFICE sells. Its next transformation concerns how the business operates.  Winning larger contracts will create opportunities. Building the organisational capacity to deliver them repeatedly will determine how much of that opportunity becomes lasting growth for the company.   

When drilling stops, the cost keeps running. A problem thousands of metres underground can force an operator to pull an entire drill string from a well, consuming expensive rig time before work can resume.  For MIT Technologies, those lost hours represent an engineering challenge and a commercial opportunity. The Malaysian company develops tools that help operators address problems downhole, reducing the need for lengthy trips back to the surface.  Its proposition is straightforward: save time on costly assets while helping clients operate more safely and responsibly. Its larger ambition is to establish Malaysian engineering as a credible choice in a field long associated with global technology suppliers.    Building From Malaysia  MIT Technologies, the trading name of MIT Innovation Sdn. Bhd., has operated since 2011. Based at MRANTI Technology Park in Kuala Lumpur, the Bumiputera company develops upstream oil and gas technology, including its iCWD, SWiFT and ECCO tools and supporting software.  It handles almost the entire development process internally, bringing engineering, prototyping, testing, precision manufacturing and quality control into its own facility.  That structure gives the company control over how quickly an idea becomes a working product and how improvements reach the field.  According to MIT, a design change can move from an engineer’s screen to manufacturing and testing within days. Keeping those capabilities together reduces dependence on external workshops and suppliers when a tool needs refinement.  For customers, the value lies in responsive development backed by manufacturing control.    From Local Alternative to Trusted Supplier  MIT initially identified an opening among operators with limited alternatives to established international technology providers.  A locally engineered product offered closer technical support and greater influence over improvements. But availability alone could not secure acceptance in demanding drilling operations.  The harder task was proving reliability under extreme conditions, where equipment failure can carry substantial operational consequences.  MIT says its technology is protected by patents across key international markets, including Europe, North America, Southeast Asia, Australia .and qualified with PETRONAS. Its reported industry recognition includes the OTC Spotlight Award, Japan’s Good Design Award and the PETRONAS VDP Innotech Award. These credentials support its international ambitions. The decisive commercial test remains performance in the well: whether operators can depend on the equipment when time, cost and safety are at stake.    Making the Existing Operation Work Harder  MIT’s development approach centres on removing reasons for drilling to stop.  Its tools are designed to help resolve certain downhole problems without retrieving the drill string. ECCO addresses another source of additional operating time by capturing well information during drilling, rather than through a separate operation.  The company says ECCO is completing its final qualification, while iCWD has already demonstrated field performance.  Responsible engineering also influences product design. MIT has developed tools that can receive updates in the field, reducing the need to return equipment to its workshop.  The company says this required greater design effort and expense upfront. The intended benefits include less transportation, reduced downtime and continued improvement without repeated physical returns.    The Export Test  MIT’s next phase will combine international expansion with further technical development. Alongside ECCO’s qualification and its API Q1 certification work, the company is preparing the next generation of its digital platform.  Supporting clients across more markets will require broader service capabilities, stronger systems and a growing engineering team.  Talent development is therefore central to its plans. MIT gives young engineers responsibility on substantive projects, seeking to build expertise in Malaysia that can support increasingly demanding work.  Expansion also creates a management challenge. The close interaction between engineers, manufacturing teams and clients has helped the company respond quickly. Preserving that responsiveness across markets and time zones will require deliberate coordination.  MIT’s ambition is to become a supplier global operators select routinely. To achieve that, it must make its Malaysian development base the foundation of an international business, with service capabilities equal to the technology it builds.   

Luno, Halogen Capital and Kenanga Investors are exploring a Ringgit-backed stablecoin to settle transactions involving tokenised funds. The proposed stablecoin, UMYR, would be fully backed by Ringgit and used to settle transactions for tokenised money market funds on-chain. The initiative aims to test real-time delivery-versus-payment settlement for fund subscriptions and redemptions, potentially reducing settlement times compared with conventional payment systems. (From left) Kenanga Investors Bhd CEO Ismitz Matthew De Alwis, Halogen Capital CEO Hann Liew, and Luno Malaysia manager Scarlett Chai announcing their collaboration at the Luno Institutional Digital Asset Conference 2026. Under the proposal, UMYR would be issued through a ring-fenced entity within the Luno group and backed one-for-one by Ringgit held in Malaysia in a segregated account with a regulated banking partner. Luno would mint and burn UMYR against Ringgit received or paid out. It would also manage institutional onboarding and wallet whitelisting, and carry out daily reserve reconciliations supported by independent third-party attestations. Halogen Capital and Kenanga Investors would use UMYR to settle subscriptions and redemptions for their tokenised money market funds. The fund managers would remain responsible for managing their funds, maintaining unit registries and meeting investor obligations under their respective licences. The proposed arrangement would be a closed-loop business-to-business system for approved institutional participants. Retail clients would not be involved. Luno Malaysia Country Manager Scarlett Chai said UMYR could support the digital asset ecosystem as it develops greater institutional capabilities. She said the proposed Ringgit-backed settlement instrument would demonstrate how on-chain liquidity and real-time delivery-versus-payment settlement could operate within Malaysia’s regulatory framework. Halogen Capital Founder and CEO Hann Liew said settlement was a key next step for tokenised funds. He said testing UMYR with licensed partners could support faster and safer fund operations for institutional participants. Kenanga Investors CEO Datuk Wira Ismitz Matthew De Alwis said the initiative would complement the firm’s asset tokenisation efforts. He said combining tokenised assets with new settlement infrastructure could help the industry realise the benefits of tokenisation, building on the launch of Myrra and Malaysia’s first tokenised funds. The collaboration remains exploratory. Any launch of UMYR will be subject to regulatory discussions and final agreements between the parties. Luno is a recognised market operator for digital asset exchange activities, while Halogen Capital and Kenanga Investors hold Capital Markets Services Licences.

A business can have a strong product, experienced people and a credible track record, yet still struggle to win customers online. Being good at what it does offers little advantage if potential buyers cannot understand its value or find it in the first place.  That gap is where Khalifah Media Networks (M) Sdn Bhd has positioned its business. The digital growth and content solutions company combines strategic marketing, video production and content development to help organisations attract audiences, build trust and generate customer enquiries.  Managing Director and CEO of Khalifah Media Networks (M) Sdn Bhd – Mohd Huzaifah Bin Muntalip. Its clients include SMEs, healthcare providers, corporations and government-linked organisations. Across these sectors, the company’s focus is connecting creative work with commercial objectives: greater visibility, clearer positioning and enquiries that are more relevant to the business.  For Khalifah Media Networks, producing content is the beginning of that process.    Distribution Decides Who Gets Seen  The company’s approach rests on a simple observation: good content needs an effective route to its audience.  Its own expression is more colourful: “If content is KING, distribution is KONG.” Behind the phrase sits a practical concern. Investment in production delivers limited value when the resulting work reaches too few of the people it was intended to influence.  Khalifah Media Networks therefore considers how content will be distributed alongside what it will communicate. The aim is to connect a client’s expertise with the questions, interests and motivations of prospective customers.  That requires understanding the business before developing the campaign. Its business model, customer psychology and growth objectives inform the creative direction, while testing helps the team assess what audiences respond to.    More Content, Harder Choices  The market gap the company first identified was between industry knowledge and digital communication capability. Businesses understood their products but often struggled to explain them consistently online.  Its assessment today is that the challenge has shifted towards differentiation. Clients need to decide what deserves attention, how to communicate it and when to educate, reassure or make a direct sales appeal.  Confusing those purposes can weaken a campaign. A message intended to build familiarity asks something different of an audience from one designed to prompt an immediate enquiry.  Khalifah Media Networks is building its role around making those choices clearer. Its ambition is to become a strategic growth partner, supported by specialised expertise and repeatable methods.    Building Capacity Through Systems  Delivering that ambition creates an internal challenge. As the organisation grows, maintaining alignment across teams becomes more demanding.  In a smaller business, people remain close to decisions and can resolve questions quickly. Expansion introduces more handovers, responsibilities and opportunities for expectations to diverge.  The company has responded by investing in documentation, processes, delegation structures and leadership development. Leadership attention has increasingly shifted towards building a team capable of maintaining standards independently.  Over the past 12 to 18 months, it has also prioritised systems and workflow automation over simply adding manpower.  That decision required upfront spending and slower short-term returns. The intended benefit is a more productive operation with fewer inefficiencies and less resource wastage.    A More Valuable Agency  Changing consumer behaviour, AI and automation, and demand for measurable outcomes are shaping the company’s investment priorities.  Its test for new spending is whether it creates greater client value while improving the business’s ability to scale. That directs resources towards technology, proprietary frameworks, stronger analysis and capabilities that can support recurring partnerships.  Growth is consequently measured through client outcomes, operational efficiency and team development alongside revenue. The company is selective about opportunities that could stretch quality or weaken its culture.  Its next phase will depend on turning strategic thinking into methods that teams can apply consistently, while retaining room for experimentation.  For Khalifah Media Networks, the commercial test remains whether the attention its work earns develops into trust, useful enquiries and stronger customer relationships. That is the result it wants clients to buy.

Malaysian businesses can now offer DuitNow Pay through Razorpay Curlec’s online checkout platform, providing customers with a simpler and more convenient way to complete online transactions. The Bank Negara Malaysia-licensed payment gateway is among the first few participants in Payments Network Malaysia’s (PayNet) network to introduce the service to local businesses, supporting efforts to improve Malaysia’s digital payment ecosystem. DuitNow Pay brings participating banks and e-wallets together under a single checkout option, allowing customers to choose their preferred payment method without having to navigate multiple payment options. Through the service, customers can search for their preferred bank or e-wallet and authorise payments directly through their financial institution’s platform or mobile application. Once the transaction is completed, customers are redirected to the merchant’s website without needing to enter their card details during checkout. The simplified process is designed to reduce unnecessary steps, improve payment convenience and provide a smoother online shopping experience for consumers. For businesses, the integration offers an additional payment solution that can help streamline transactions and potentially reduce checkout abandonment, particularly as more Malaysians turn to digital payment methods for everyday purchases. Razorpay Curlec said the integration also positions its merchants to benefit from future enhancements introduced by PayNet without requiring major changes to their existing payment systems. Among the planned features are saved payments and recurring payment capabilities, which would allow customers to manage subscriptions, instalment payments and scheduled bills more conveniently. These additional services are expected to become available to Razorpay Curlec merchants through their existing integration once PayNet officially introduces the features. Kevin Lee, Country Head and Chief Executive Officer of Razorpay Curlec, said the payment experience has become an increasingly important factor in helping businesses attract and retain customers. “Payments have become a competitive advantage, not just the last step of a transaction. Every unnecessary click at checkout is an opportunity lost with a customer,” he said. Lee explained that DuitNow Pay aims to remove unnecessary steps in the checkout process while allowing businesses to benefit from new payment capabilities as they become available. “DuitNow Pay removes that friction, and because we have built directly on PayNet’s payment infrastructure rather than around it, our merchants will be able to pick up new capabilities as PayNet brings them to market, with zero extra work,” he added. Meanwhile, PayNet Chief Executive Officer Praveen Rajan said the collaboration demonstrates how Malaysia’s shared national payment infrastructure can support innovation and improve payment experiences for both merchants and consumers. “Razorpay Curlec’s integration with DuitNow Pay demonstrates how participants can build on shared national infrastructure to deliver better payment experiences for businesses and consumers, allowing innovation to scale across the ecosystem,” he said. Rajan added that improving the online checkout experience could create more opportunities for digital commerce while maintaining the security standards expected by Malaysian consumers. “By improving the online checkout journey, DuitNow Pay helps unlock new digital commerce use cases while maintaining the security and trust Malaysians expect from their financial institutions,” he said. The introduction of DuitNow Pay comes as Malaysia continues to experience strong growth in digital payment adoption, supported by increasing consumer preference for cashless transactions and the expansion of online commerce. According to PayNet, its network processed 8.44 billion transactions in 2025, while non-bank transactions recorded a 71.7% increase compared with the previous year. Bank Negara Malaysia also reported that electronic payment transactions reached 18.4 billion in 2025, representing a 25% increase from 2024. The figures highlight the growing importance of digital payment infrastructure in supporting Malaysia’s increasingly cashless economy. As businesses continue to expand their online presence, payment providers are focusing on solutions that offer greater convenience, security and flexibility for consumers. For Razorpay Curlec, the DuitNow Pay integration strengthens its payment offerings for Malaysian merchants while supporting wider adoption of digital transactions. The collaboration with PayNet also reflects ongoing efforts to create a more connected payment ecosystem, where businesses can access multiple payment methods through a simplified checkout experience. With additional features such as recurring payments and saved payment options planned for future implementation, DuitNow Pay is expected to provide businesses with more ways to manage customer transactions. The latest development marks another step towards improving online payment accessibility in Malaysia, helping merchants offer a more seamless checkout experience while supporting the country’s continued growth in digital commerce.

An approval sits in an inbox. A sales update remains in a spreadsheet. Another department holds the information needed to move a customer’s request forward. For organisations pursuing artificial intelligence, these everyday disconnects present a more immediate challenge: getting the underlying business processes to work together.  Managing Director of Infra Mobile Digital Sdn Bhd (IMD) – Tina Leon. Infra Mobile Digital Sdn Bhd (IMD) has built its proposition around that problem. Established in 2015, the Malaysian property technology and AI digital transformation company helps organisations connect workflows, data and people, creating the operational foundations on which automation and AI can deliver useful results.  Its principal market is property development, where a single customer journey involves numerous departments and handovers. Lead generation, booking, approvals, billing, construction, vacant possession and defect management each produce information that other teams need. When those functions operate separately, delays and duplicated work can accumulate.  IMD’s ProSales platform, commercialised in 2019, was developed to address this fragmentation within the Malaysian property lifecycle. Together with SERO-AI®, its ecosystem supports connected operations, business intelligence and AI-assisted workflows.  The company’s approach starts with examining how work actually happens. Teams identify where information originates, who authorises decisions and where progress stalls. Workflows are then standardised and relevant data connected before automation is introduced.  That sequence reflects a central conviction: AI cannot compensate for unclear responsibilities, unreliable data or employees who lack confidence in a system.    The Work Behind the Software  For IMD, implementation involves close engagement with sales, administration, finance, project and customer care teams, as well as management. Understanding their interdependencies helps determine how a system should be configured and how its results should be assessed.  The work continues after launch through training, customer support and workflow refinement. This ongoing involvement is central to the company’s definition of responsible growth: ensuring that a technology investment remains useful once the initial deployment is complete.  It also explains why workforce readiness has become a strategic priority. Installing technology can happen relatively quickly; changing established habits and improving data discipline require sustained attention.  IMD established its Practical Lab to give employees hands-on experience with operational use cases. The environment allows participants to practise connected workflows and develop capabilities in automation, data and AI, linking learning directly to the tasks they perform.  Internally, the company has strengthened responsibilities across product development, implementation, training and customer success to maintain service quality as it expands.    Making Transformation Repeatable  IMD evaluates investment opportunities against three considerations: whether they address a recurring operational problem, can produce measurable improvement and can be scaled across multiple clients.  That directs resources towards research and development, integration, governance and implementation capability. Priority applications include faster customer responses, workflow automation, connected data and better management visibility.  Its growth ambitions extend to SMEs and other businesses with complex operational requirements. The opportunity is to apply methods developed in property technology to organisations facing similar problems of fragmented information and manual coordination.  Doing so requires IMD to make its own delivery model more repeatable. Sector-specific programmes, consistent implementation standards and stronger impact measurement will be necessary as the company moves from individual projects towards broader adoption of its ecosystem.  The commercial objective includes reliable recurring revenue and stronger Malaysian-developed intellectual property. Client outcomes remain the intended measure of progress: employees using systems effectively, management gaining clearer information and operations becoming more productive.  For IMD, the case for AI begins with a practical question about the working day. Where does a task slow down, and what would help it move? Its next phase rests on answering that question consistently, then giving organisations the systems and skills to act on it.

A vehicle’s journey from factory to driver involves more than transport and a showroom handover. Accessories must be fitted, finishes inspected and vehicles maintained while awaiting delivery. For automotive brands, the quality of that work can shape a customer’s first impression before the engine is started.  Vision Automotive Technology (M) Sdn. Bhd. has built its business around these less visible stages of vehicle ownership. With more than 23 years of experience, the Malaysian company provides services that help automotive businesses prepare, maintain and restore vehicles throughout their working lives.  Managing Director & CEO of  Vision Automotive Technology (M) Sdn. Bhd. – YBhg. Dato’ Dr. Samanan Ratnam. Its portfolio covers original equipment manufacturer (OEM) automotive accessories, Pre-Delivery Inspection (PDI) installations, body and paint repair, vehicle detailing and Long Storage Maintenance (LSM). Imported vehicles and electric vehicles are areas of particular focus as it develops its capabilities.  Customers include manufacturers, authorised dealerships, multinational corporations, government agencies and fleet operators. The company names Sime Darby Group, DRB-HICOM, Johor Corporation, Bermaz Auto and the Malaysian Civil Defence Force among the organisations it has served.  The range of customers reflects a common requirement: vehicles need to be ready when they are needed. For a dealership, delays can complicate handovers. For a fleet operator, downtime can interrupt service delivery. For an automotive brand, inconsistent preparation risks undermining the experience promised by the product.  Vision Automotive Technology’s proposition is to coordinate services around that requirement. Its role extends from fitting accessories before delivery to restoring damaged bodywork and maintaining vehicles in storage. Each activity supports the condition, presentation and availability of an asset.  The company’s attention to LSM illustrates how its service mix is developing. Vehicles awaiting their next stage in the distribution process still require care. By expanding this capability for imported and electric vehicles, the business aims to address customer requirements that extend outside conventional workshop activity.  Its strategic direction follows three considerations: changes in the automotive industry, the practical needs of customers and the durability of the business itself. Investment decisions are assessed against whether they solve a customer problem, strengthen competitiveness and offer a credible route to profitable growth.  That framework imposes boundaries. The company says it avoids opportunities outside its automotive expertise and does not pursue expansion that would compromise quality or established relationships. Its preferred measure of progress combines stronger capabilities, dependable execution and continued customer confidence.  The commercial logic is rooted in repeat business. Automotive clients need partners who understand their operating requirements and can deliver consistently across assignments. Familiarity with those requirements can make coordination more effective, particularly when schedules change or unexpected work arises.  Much of the effort remains invisible to the end customer. Planning, inspections, workmanship and coordination precede the completed installation or polished vehicle. Vision Automotive Technology says its processes are intended to meet OEM standards while maintaining consistency across its services.  For a business offering several connected services, that consistency is a management task. Customers may encounter different teams at different stages, but expect the same standard of work and communication. The company’s ambition to become an integrated provider depends on making those transitions reliable.  Its next phase therefore involves organisational development alongside service expansion. It is strengthening leadership, investing in employee development and adopting digital technologies, while improving operating systems intended to support efficiency and customer experience.  The emphasis on people is particularly relevant to its positioning. Equipment and service menus can be replicated; the judgement and discipline required to deliver work consistently must be developed within teams. Accountability matters when a vehicle passes between preparation, repair, detailing and delivery.  Vision Automotive Technology wants to build a broader regional reputation from that foundation. Its immediate task is to ensure that expanding capabilities remain supported by stronger systems and skilled employees. In an industry where attention naturally gravitates towards the latest model, its opportunity lies in making every stage around the vehicle work more reliably. That is a quieter proposition than selling cars, but one closely tied to the confidence with which they reach their owners.