After more than two decades of investing...
I believe we’ve found the next big hidden opportunity:


Most LPs exploring venture capital funds as an investment vehicle are concerned with media sentiment.

"Capital at risk"
"Growth at all costs"
"Long-term"

The numbers don't lie. If well managed, venture investing reaps very attractive ROI versus most other alternatives.

And, you won't even need to find the next unicorn to do that.

Today, sustainable, sticky growth is the holy grail for any investment office looking for longevity with attractive returns.

Some years ago my partner, Murli, and I started Tin Men Capital in pursuit of that.

Our fund's unique focus:
- B2B and Enterprise Tech Startups
- With a strong focus in Southeast Asia
- Who are in Series A stage and beyond

Our thesis:
SouthEast Asia's legacy industries are still largely undigitised.
B2B tech in large TAM > High-gross margins > Sticky recurring revenue > Quicker pathway to profitability

We've already proven that these ideas our sound with measured results from our inaugural fund.

Family offices and institutions that work with us appreciate our ethos in running the fund:

⚙️ DISCIPLINED DEAL-SOURCING : 
Carefully scrutinising every deal for the right valuations, founder mix, and expertise. No exceptions.

⚙️ HIGH-CONVICTION: 
We only invest in a handful of teams that apply. Sounds counterintuitive, but It's seeing above-market returns with below-average failure rates.

⚙️ EXPERIENCED B2B OPERATORS AT THE HELM: 
Murli and I bring collectively more than 40 years of experience in investing and management, having sat on boards and brokered large M&As. Our thoughts have also been featured on TechInAsia, Peak Magazine, and more.

Some of our portfolio companies:

🔵 Hubble (Series B)
Resource management platform for parties in the construction value chain to track and optimise processes

🔵  Zipline (Series A)
Australia's #1 workplace management platform for the aged care and health sectors

🔵  GlobalTix (Series A)
Software and marketplace software for tourism attraction operators and travel product distributors 

We’re always on the lookout for new partners and startups to join us.

If keen to chat, shoot me a DM/email or head over to our website to drop us a line.

Jeremy Tan

Hepmil’s exit has been in the headlines for weeks.

They just minted a 20x win in SEA.
Yet, many people are asking the wrong questions.

A homegrown SEA company acquired by Publicis Groupe.
Its earliest angels reportedly walked away with 20x+ returns.
That doesn’t happen often in our region.

Interestingly, in offline circles, many were quick to focus on “how much.”

I think the first instinct should be simpler:
🔸Celebrate the success.

A win for a homegrown company is a win for the ecosystem.
And this one carries an important signal.

It shows younger, aspiring founders:
You don’t need to build a unicorn to build something meaningful.

Too many give up because they feel they can’t match the glamorous stories they see online.

Hepmil built a business that achieved a very respectable exit.
It also nudges the ecosystem toward something we need more of.

Confidence in M&A as a viable exit pathway.

Selfishly as a VC, I hope this encourages more people to take the leap.
To build, to create jobs, and to bring new growth back to the region.

Will every company be VC-backable?
Probably not.

And that’s perfectly fine.

Every solid company created, VC-funded or not, adds resilience to SEA’s economy .

We should celebrate that.
And we should still encourage them to try.

A win is still a win.
And the ecosystem needs many more of them.

Backing brilliant B2B founders 🦓 in Southeast Asia | Co-founder at Tin Men Capital | Linkedin Top Voice

I hesitate each time someone asks me for career advice.

Just last week, we had a team lunch to thank our intern who’s finishing up her time at Tin Men Capital.

She asked me,
“What do you think I should do?”
“What would you do if you were me?”

This is NOT the first time I get these questions.
But it still gives me pause.

Because what I hear is someone looking for the answer.
A formula.
A truth to copy and treat as gospel.

That scares me.
Reality is life doesn’t work like that.

Each person's life and path is unique.

↳ Different opportunities and social backgrounds 
↳ Personal loves, dislikes, and motivations 
↳ Life events that happen at different times

Context, timing, and opportunities all differ.
What’s right for one may be completely wrong for another.

Over time, I’ve only found a few things that hold true. 

What I told her:
🔹 Life will throw you curveballs. Play the cards you’re dealt and adapt. 
🔹 Gratitude is the gateway to happiness. 
🔹 Priorities and desires change with time. 
🔹 Pay attention to global shifts. Macro forces often shape personal outcomes. 
🔹 When you take advice, listen for the context behind it.

In the end, being able to choose your own path is a privilege in itself.
The rest is just figuring out how to make it work for you.

I still don’t have perfect advice.
But maybe that’s the point.
No one should.

The best any of us can do is stay curious.
Stay adaptable.

Keep building a life that makes sense to us.

To me, that’s how we end up in fulfilling careers and more importantly a happy life.

Agree?

Talks about #startup, #investing, #fundraising, #familyoffice, and #venturecapital

Tin Men Capital

Tuan Le

I just got into KL.

The last time we were here together was five years ago,
Right after we led Hubble’s Series A at Tin Men Capital

We flew in to meet a co-investor and closed the round on that trip.

When we headed back to Singapore in Feb 2020,
We didn’t know it would be our last time travelling for a while.

Today, I got to travel with SJ Lin again.
We chose to drive in this time.

It’s cathartic to spend some quality, uninterrupted catching up and dreaming up the future of Hubble.Build.
Five years felt like a lifetime.

A pandemic.
A funding winter.
More ups and downs than we expected.

And I’m thankful for the friendship and partnership we’ve built through all of it.

I’ve learnt a lot from founders like SJ.
I admire the way they stay steady under pressure, even when the environment is tough.

This time, we’re meeting investors and customers.
Wish us luck.

Hello KL, looking forward to building with you!

Valuation is not validation. 
It never was.

Years ago, I found myself increasingly irritated by one thing:
SEA’s obsession with unicorns.

At the height of the last VC boom, we started treating valuation as validation.
If you weren’t a unicorn, you weren’t “winning.”

That mindset did real damage.

It really pressured founders to grow at all cost.
Pushing investors to raise too much capital and overpay.

Worse, the ecosystem began to equate success with size.
And apply a playbook unsuitable for this region.

A billion-dollar label does NOT make a company valuable.

The irony is, some of those “unicorns” weren’t built on the strongest foundations.
They grew fast, often without the fundamentals to sustain it.
Burning through capital and momentum along the way.

Then the layoffs and contagion ensues.

What’s worth celebrating are quieter, steadier outcomes.

Founders who build sustainable businesses.
Teams that get acquired / exited for the right reasons.
Companies that scale responsibly and stay alive through cycles.

Those outcomes compound.
Exits brings about DPI and capital recycling.
They build the foundation of a resilient ecosystem.

Years later, that obsession has started to fade.
And that’s a good thing.

I’m much more optimistic now.
With our region setting up better benchmarks,
And founders embracing audacity and confidence to build for this region.

It’s a healthier kind of ambition.
That’s what will define this next cycle.

—
P.S. This is a snippet from our Unfair Advantage podcast. 

🎧 Now streaming on all major podcast platforms:
🟢 Spotify: https://lnkd.in/gEig_89f
⚪️ Apple Podcasts: https://lnkd.in/gECJhtSS
🔴 YouTube: https://lnkd.in/g8bfShYA

I’ll be in KL, Malaysia this week - looking to connect with founders/ investors.

Tin Men Capital will host a casual networking drinks session on Wednesday evening. (19th November)

I’ll be sharing some thoughts about the evolving Southeast Asia startup ecosystem with a focus on the big part Malaysia plays in it.

It’ll be a great opportunity to trade insights and stories with other folks in the space to learn and unwind. 

You’ll get to hear from both founders on the ground and investors to get a pulse of where things are heading.

Possibly get inspired on new directions before the year’s out to set 2026 strong.

I expect some really great conversations and a fun evening.

Will be joined by a friend: First Move’s GP - Audra Pakalnyte.

There are limited slots - so I’d recommend applying early.
(Will attach the link in the comments.)

Looking forward to seeing you there!

Last week, I had the privilege of meeting several KL-based founders over drinks.
I came away genuinely excited.

They possessed this maturity, grit, and quiet confidence.
A quiet confidence powered by their conviction: 
“I’ll focus on what works, instead of chasing valuations or unicorn labels.”

I’ve always felt that the lack of a “safety net” is a crucible that forges strong founder mentality.

And you see this in many of Malaysia’s homegrown companies.
Sunway, Dialog Group, OSK.

I can’t wait to see the next crop of founders rising from Malaysia.
From what I’ve seen, the ones I met are already setting the pace for their tech ecosystem.

Singapore was built to avoid failure.
But our progress - our very survival depends on it.

Yet, we still treat failure like a scar.
Here, it’s partly culturally ingrained.

We were raised on the idea that we’re a small island,
With no resources and can’t afford to fail.

That mindset made sense when survival was top priority.

But over time, it manifested into something else.
A quiet fear of getting things wrong.

Across the region, failure is viewed very different.

In Malaysia, for instance.
Many built their businesses without the safety nets we have.

No government backing.
No currency stability.
No guaranteed support.

For them, the only path was forward.
Failure wasn’t shameful.

It was part of the process.

I’ve seen the same pattern with founders too.
The resilient ones study their missteps.
Every failed pilot, missed forecast, or wrong hire becomes data for the next decision.

That rhythm of trial and error builds staying power over time.

We should see it that way.
Failure can be a stepping stone to greater things.

It's proof of learning.
It's a showcase of progress in motion.

Don't shy from failure. Accept it as a part of the journey.

---
🎧 From Unfair Advantage with myco-founder Murli Ravi
(a Tin Men Capital Podcast)

We bring voices from across the ecosystem to understand what drives the region’s B2B growth.

Now streaming on all major podcast platforms: 
🟢 Spotify: https://lnkd.in/gEig_89f 
⚪️ Apple Podcasts: https://lnkd.in/gECJhtSS
🔴 YouTube: https://lnkd.in/g8bfShYA

Ingrained in Tin Men Capital's mission is to play a key role in building a thriving eco-system.

For SEA and for many generations to come.

It is that north star that fuel's Murli and my conviction and provides light at the darkest moment.

Earlier this week, I had the great pleasure of being invited to a small VC roundtable led by MOS Dinesh Vasu Dash,
together with other Singapore-based VCs.

We were invited to share views on the recommendations being shaped for the Economic Strategy Review.

I hope the candid views of all the VCs attending is useful for the policymakers in attendance.

Stoked that we can play a part in shaping vital policies.

What I appreciated most was how seriously the government is taking this role.
And I hope we’ll see more of these discussions happening even after the recommendations are announced and rolled out.

If we want founders to feel confident building here,
The right policies and financial infrastructure need to be in place, with frequent calibrations.

Whilst we are going through a reset now, we are starting at a higher base and that should be celebrated.

And I’m optimistic.

I believe we’ll get there at a much faster pace, with Singapore well-positioned to lead.

Big thanks to MOS Dinesh, Cindy Khoo, Heng-Tong CHOO, Emily Liew, Alvin Cai for the kind invitation.

And great catching up with friendly faces too:
Jixun Foo, Edgar Hardless, Arrif Ziaudeen, Jeremy Loh PhD Shailendra J Singh, B. Paul Santos and Dickson Loo.

Onwards!

Founders, don’t trade “nice” for “formidable.”

You can be both.

Mean founders might win once.
Nice founders win every round after.

I’ve been around this ecosystem long enough to see both.

Some founders think you need to squeeze every deal, underpay talent, or push for harsh terms to get ahead.
Some are unnecessarily antagonistic.

And yes, they might capture a little value in the moment.

But over time, it backfires.

In startups, the game is compounding.
🔸Company value ≈ Initial value × (1 + growth rate)^t

Shave a little off your growth rate every time you mistreat a hire, frustrate a partner, or shortchange a customer.
And those “wins” quickly turn into losses.

On the flip side, I’ve seen founders who:
✅ Pay fairly and on time
✅ Fix customer problems without excuses
✅ Treat partners like long-term allies

They build reputations that compound.

Hiring gets easier.
Deals close faster.
Investors lean in.

And in Southeast Asia, backchannels travel faster than revenue.
Your reputation is often the first due diligence that gets done.

The point isn’t to be “soft.”
Or to just to protect your growth rate.
It’s more basic than that.

Really, just don’t be a jerk.

Being decent should be the default.
Being formidable makes it  even more powerful.

That combination wins almost every time.
That’s how you compound.

What goes around comes around. 
Costs nothing to be nice.

They say Cash is the lifeblood of any startup. There's a good reason why.

As the ecosystem matures, founders have become much more financially aware.

They’re reading their numbers better.
Tracking recurring revenue, churn, ACV, margins.
That progress matters.

But I still meet teams who aren't as aware of cashflow management.

Take this example:

🔸A company doing $10M ARR, growing 100% YoY, with 80% gross margins.
Everything looked solid.

🔸Then the finance lead pulled up their collections report.
Only $2M had been collected at the gross profit level.

🔸Most customers paid every six months, with 90-day terms.
Several invoices were still overdue.

✅The books said healthy growth.
❌The bank account told another story.

This is probably an extreme example, but the point still stands.

Cashflow management may seem as a afterthought as we prioritise booking revenue,
Yet it often decides survival.

-Trading off contract size for faster payments
-Appointing someone accountable for collections
-Negotiating better terms with suppliers

Each move compounds over time.

More predictability.
More breathing room.
More control.

Good cash discipline rarely makes headlines. 
That is… until you run out of money.

But it keeps companies alive long enough to earn them.

Cash is king.
Founders should treat it that way.

Several years ago, I attended a course that asked us to “be unreasonable.”
That didn’t sit well with me at first.

In my upbringing, being “unreasonable” meant being difficult.
But that was NOT what they meant.

Starting a company is not for the faint-hearted.
It is REASONABLE for most people to not try, or to give up.

If you want to be a constructive disruptor and a changemaker, you have to be UNREASONABLE.

If we want different results, we have to take unreasonable actions.

Becoming an entrepreneur helped me understand this fully.
And embrace it.

I know many of us are going through a tough time right now.
For the trailblazers out there, you know who you are, keep going:

🧲 Make that cold call you’ve been dreading
🧲 Open your mouth and ask for the funding you need
🧲 Quit that job (the safety blanket) that’s holding you back

What’s one UNREASONBLE action you can take today?

For years, we’ve glorified one outcome for startups of any size.

Going public. Listing on a major stock exchange.

I get why this was the case.
It’s what most of us grew up reading about.

The glorious bell-ringing and confetti.
Those splashy headlines.
It felt like the mark of success.

But Southeast Asia doesn’t quite work that way.

Public liquidity lives offshore.
Markets are much more fragmented.
It takes longer to build scale needed for IPO.

Trouble is, when everything revolves around IPOs as the only option,
Other good outcomes get overlooked.

Founders keep building for windows that don’t open.
Funds hold on for longer than they should.
And solid M&A paths get ignored, even when they make perfect sense.

The truth is, M&A has driven a significant part of returns .

Done right, it rewards founders, recycles talent and capital,
And keeps momentum in the ecosystem.

We don’t talk about it enough, because it’s less flashy.
But we’re seeing it start to take off.

What would help now are doable fixes.

Building bridges with acquirers' corp dev team.
Cleaner cap tables.
Shift in local corporate mindset of "I will build it myself"

None of that’s out of reach.

We don’t need to chase Silicon Valley’s version of success.
We can design our own.

With the founders and investors already here,
Building outcomes that actually fit this region.

How do you define a good outcome in SEA today?

Startups are told to move fast.
(But they shouldn’t be doing so blindly.) 

In our region, we’ve seen this happen too many times.

A company raises a big round.
Expands into three countries at once.
Hires 40 people in six months.

And for a while, it looks like progress.
But when you zoom in:

🚩 Unit economics were never validated
🚩 GTM wasn’t repeatable
🚩 Cash burn scaled faster than revenue
🚩 Leadership was running on “hope loops” 

In isolation, each decision looked reasonable.
Together, they formed a straight line to trouble.

And the ending is familiar.

Teams downsized. 
Markets exited. 
“Strategic reviews.”

None of them failed because they were slow.
They failed because they were accelerating in the wrong direction.

Speed magnifies whatever foundation you have.
If your model works, it’s momentum.
If it doesn’t, it creates destruction.

🟢 Validate before hiring
🟢 Prove one wedge before expanding
🟢 Treat cash with intention
🟢 Earn scale, don’t announce it

Founders who work this way still move fast.
They just don’t confuse it for progress.

In a region where capital can tighten quickly and markets change fast, 
Discipline is an advantage.

Know what’s actually working before you pour fuel on it.

As this year draws to a close, I am reflecting on my 2025 including my LinkedIn journey.

In 2025, I’ve shared 144 posts that reached 1.3M impressions.

These are my Top 10 ones on investing, startups and life:

1/ How to know you’re fundraise-ready?
https://lnkd.in/gzEqzQjX

2/ Startups - legacy players are coming for your lunch
https://lnkd.in/gPzmk9av

3/ Smaller VC funds could be the future of VC
https://lnkd.in/gGg-fnfp

4/ A new exit lane for Southeast Asia’s startups
https://lnkd.in/gEfUezpa

5/ One of the toughest markets I’ve seen for raising venture capital
https://lnkd.in/gSW_ftFv

6/ A founder faked receiving a term sheet from us
https://lnkd.in/g_xyHH7D

7/ The sweet spot valuation for SEA exits
https://lnkd.in/g-HRXUcp

8/ I keep hearing founders say they'll NEVER raise from a VC again
https://lnkd.in/gyUdNCq5

9/ How to spot and avoid ‘Zombie VCs’ when fundraising
https://lnkd.in/g_sHx4z2

10/ Most call for startups to do the impossible
https://lnkd.in/g4pkykYB

I’ve had a great time meeting founders, investors, and other like-minded people through these conversations.

If you’ve been following along, thank you. 
I hope the posts helped you in some way.

Which one was your favourite?

Before you break for the year, if I can make one request.
If there’s a topic you want me to unpack next, drop it in the comments. I’m always looking for good questions to dig into.

Circle M

As the founder of Circle M, I lead a boutique Digitalization and AI agency focused on helping SMEs thrive in a world of exponential change. Our mission is to unlock business value through pragmatic AI solutions, process automation, and voice agents—all tailored for real-world impact.

At Circle M, I design and oversee the delivery of intelligent workflows, automation systems, and data strategies that drive revenue, reduce costs, and elevate customer and employee experience. We combine platforms with AI agents, voice-driven interfaces, custom APIs, and curated tool stacks to help clients go from manual chaos to scalable precision.

My work spans diverse sectors—from FinTech and real estate to F&B, education, and B2B services—delivering solutions like AI-powered lead gen, Zoho automation, voice agents for customer interaction and AR collections, data enrichment, and multi-agent systems. I also integrate emerging technologies into business ecosystems through consultative roadmapping, workshops, and system implementation.

Circle M is your growth partner in digital transformation.

Focus Areas:
✔️ AI Workflow Automation
✔️ Voice Agents & Conversational AI
✔️ Zoho & Google Workspace Integration
✔️ Custom AI Agents & Multi-Agent Systems
✔️ B2B Lead Gen & Sales Ops Automation
✔️ Business & Ecosystem Strategy
✔️ Training & Change Enablement

Managing Director

SaintlyWays.com

C Steward

Singapore University of Social Sciences (SUSS)

Financial Markets
Risk Management for Finance and Technology
Marketing and A.I.

Adjunct Faculty

M-DAQ Global

- Venture Builder to innovate and drive new ventures for the M-DAQ group, culminating in the design, development and implementation of an all-in-one embedded finance platform for SMEs.

- Led and hired the internal founding team spanning business development, marketing, product, credit, operations, while working alongside internal technical teams.

- Established and drove strategic product decisions for product-market fit and communicating product innovations utilizing lean toolkits, business model canvas, value proposition canvas, and ecosystem games.

- Formulated strategic business growth plan with bottom-up financial projections, ecosystem partner acquisition, product mix and customer acquisition strategy for scaling up new venture to meet revenue targets. 

- Devised ecosystem strategy for go-to-market and execution: entails evaluating co-innovation potential and aligning incentives for product partnerships.

- Demonstrated astute commercial management by leading negotiations with key ecosystem partners, resulting in waived collateral requirements and substantial fee rebates in the first three years.

- Achieved solution sales to a listed company, generating substantial revenue for the company.

- Aligned internal teams utilizing OKRs as an execution tool. 

- Coached and established a Strengths-based culture.

- Engaged with regulators, government bodies and trade associations, such as MAS, ESG and IMDA for licensing, business support, and collaboration. Achieved significant funding and grant support. Accelerated the award of licenses.

General Manager

FINXFLO

- Led and established a sales management process for a global sales team of twenty.

Chief Growth Officer

MoolahSense

- Launched Singapore's first MAS-regulated Debt-Based Securities Crowdfunding platform marketplace, increasing SMEs' access to working capital.

- Achieved significant YoY CAGR in three years, installing the trusted platform in a leadership position with a significant market share of alternative SME financing.

- Successfully raised substantial invested funds through strategic alliances and valuable collaborations with High Net Worth Individuals (HNWI) , Venture Capital firms, Private Credit Funds.

- Implemented and refined marketing strategies through the combination of above-the-line and below-the-line marketing initiatives, via both traditional and digital marketing channels, to communicate value propositions of access and speed as competitive positioning for the SME segment and investor communities.

- Held the position of Responsible Officer and Licensed Representative registered with MAS since the company's inception, ensuring governance and full compliance with zero incidents on confidential data and investor suitability.

- Built an executive team and led a multifunctional team spanning Sales, Credit, Operations and Technology 

- Oversee leadership in finance, with keen attention to detail on financial reports to align with financial objectives, leading to the attainment of the most favorable cost-income ratio within the industry, outperforming peers.

- Coached and established a Strengths-based organization.

- MoolahSense was acquired in 2021.

Founder / Chief Executive Officer / Managing Director

Macquarie Group

- Institutional client coverage for Private Banks and Hedged Funds. 

- Syndicated highly structured commodities-fixed income transactions with off-take security agreements.

- Structured and traded FX and Credit Derivatives.

Vice President, FICC

BBVA

- Part of a start up team to boot up the Bank's Global Markets operations in Asia. 

- Responsible for business development and institutional coverage across a spectrum of clients: Central Banks, Wholesale Banks, Insurance Companies and Private Banks.

- Structured and traded FX, Rates and Credit Derivatives.

Vice President, Fixed Income Sales

BNP Paribas

- Sales and structuring providing institutional coverage in Fixed Income products for Private Banks, Retail Banks, Asset Managers and Hedged Funds in Singapore. 

- Structured and traded FX, Rates and Credit Derivatives. Notable transactions include Credit Linked Notes, First to Default Baskets, Market Access Notes and Hybrid Bonds that became prevalent during the period.

Vice President, Institutional Clients Group Asia

Standard Chartered Bank

- Responsible for the growth and distribution of the structured product business in the Wealth Management division of Singapore. 

- Coverage entailed structured notes, structured deposits and retail treasury sold through retail, priority, international and private banking channels. 

- Doubled the size of the business in 2 years. 

- Significantly expanded breadth and depth of product range, gaining industry-wide recognition for innovative products such as Retail bonds, Retail ELNs and Retail Structured Notes.

Senior Product Manager, Structured Products

🚀 Thrive in a Future of Exponential Change ✨ Managing Director • CxO • Entrepreneur • Keynote Speaker • Coach ✳ ICF ACC | CliftonStrengths | Agentic A.I. | Code Director | New Ventures | Digital Finance

𝐂𝐮𝐫𝐢𝐨𝐬𝐢𝐭𝐲 𝐚𝐧𝐝 𝐆𝐫𝐨𝐰𝐭𝐡

Curiosity has been the driving force in my career, fueling a passion for learning and tackling new challenges. Early on, I dove into quantitative finance, spending hours building financial models. This dedication paid off when my undergraduate thesis was published in a top finance journal, setting the foundation for my journey.

𝐅𝐫𝐨𝐦 𝐁𝐚𝐜𝐤 𝐎𝐟𝐟𝐢𝐜𝐞 𝐭𝐨 𝐅𝐫𝐨𝐧𝐭 𝐎𝐟𝐟𝐢𝐜𝐞

My path wasn’t conventional. I began in a back-office role during the SARS outbreak, a time of economic uncertainty. Realizing it wasn’t my calling, I earned certifications like FRM, CAIA, and a Masters in Financial Engineering, helping me transition into product management on the buy-side and then sales on the sell-side. Each step, though challenging, built my resilience.

𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫𝐢𝐚𝐥 𝐋𝐞𝐚𝐩

A few years later, I founded Singapore's first digital lending platform, pioneering SME financing. I also completed a postgrad diploma in finance law, equipping me to navigate regulatory requirements. Our platform became the first to secure an MAS license, transforming SME financing in the region.

𝐅𝐚𝐜𝐢𝐧𝐠 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐚𝐧𝐝 𝐆𝐫𝐨𝐰𝐭𝐡

Building a business brought its own set of challenges, from self-doubt to imposter syndrome. I often felt isolated under the pressure to appear confident. This led to a period of reflection, where I realized the need to focus on strengths over perfection.

𝐒𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐬-𝐁𝐚𝐬𝐞𝐝 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩

Discovering positive psychology changed everything. Focusing on my core strengths—Learner, Futuristic, Strategic, Analytical, and Ideation—allowed me to shift my approach from fixing weaknesses to maximizing what I do best.

𝐂𝐨𝐚𝐜𝐡𝐢𝐧𝐠 𝐟𝐨𝐫 𝐆𝐫𝐨𝐰𝐭𝐡

Now, as an Executive and Leadership Coach, I empower leaders to thrive through their strengths. My T.H.R.I.V.E. framework helps leaders build resilience and embrace change with authenticity and self-awareness.

𝑺𝒕𝒂𝒓𝒕 𝒘𝒊𝒕𝒉 𝒎𝒚 𝒇𝒓𝒆𝒆 𝒒𝒖𝒊𝒛 𝒕𝒐 𝒉𝒆𝒍𝒑 𝒚𝒐𝒖 𝒖𝒏𝒄𝒐𝒗𝒆𝒓 𝒚𝒐𝒖𝒓 𝒉𝒊𝒅𝒅𝒆𝒏 𝒕𝒂𝒍𝒆𝒏𝒕𝒔 𝒂𝒕 𝒘𝒐𝒓𝒌 𝒂𝒏𝒅 𝒆𝒎𝒃𝒂𝒓𝒌 𝒚𝒐𝒖𝒓 𝒋𝒐𝒖𝒓𝒏𝒆𝒚 𝒕𝒐 𝒑𝒆𝒂𝒌 𝒑𝒆𝒓𝒇𝒐𝒓𝒎𝒂𝒏𝒄𝒆 >>https://www.lawrenceyong.com/clues_to_talent

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Jeremy Tan

Lawrence Yong

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taplio

The Battle

Jeremy Tan

Lawrence Yong

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Jeremy Tan's LinkedIn Performance

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Performance ScoreJeremy Tan's LinkedIn Performance