Tapping emerging opportunities in the maritime industry – that is what we’re going to talk about today.

Founded in Norway in 1861, our guest is the corporate investment arm of Wilhelmsen. Wilhelmsen, for context, has one of the world’s largest maritime networks on call 24/7 to provide essential products and services to the merchant fleet. 

With thousands of employees spread across close to 60 countries, the company is said to supply crew and technical management to the largest and most complex vessels ever to sail. 

But perhaps what is more exciting about this century old global maritime industry group is how it is leveraging the startup ecosystem to sieve out new opportunities and pockets of growth.

For one thing, Wilhelmsen came up with a joint venture with German engineering firm thyssenkrupp called Pelagus 3D to use 3D printing technologies to make custom, standard and obsolete spare parts on-demand. 

The question is – how far will corporate venture initiatives help position the firm for future, and ride the wave of the transforming maritime industry?

Meanwhile, Singapore had in 2021 set out its ambitions to make the country the Silicon Valley of maritime technology, raising its 2025 target for the number of maritime startups up from 100 to 150. 

So what opportunities does the geographical market present for old-timers and legacy firms like Wilhelmsen?

On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Nakul Malhotra, Vice President, Emerging Opportunities Portfolio, Maritime Services, Wilhelmsen.

Tapping emerging opportunities in the maritime industry – that is what we’re going to talk about today.
Founded in Norway in 1861, our guest is the corporate investment arm of Wilhelmsen. Wilhelmsen, for context, has one of the world’s largest maritime networks on call 24/7 to provide essential products and services to the merchant fleet. 
With thousands of employees spread across close to 60 countries, the company is said to supply crew and technical management to the largest and most complex vessels ever to sail. 
But perhaps what is more exciting about this century old global maritime industry group is how it is leveraging the startup ecosystem to sieve out new opportunities and pockets of growth.
For one thing, Wilhelmsen came up with a joint venture with German engineering firm thyssenkrupp called Pelagus 3D to use 3D printing technologies to make custom, standard and obsolete spare parts on-demand. 
The question is – how far will corporate venture initiatives help position the firm for future, and ride the wave of the transforming maritime industry?
Meanwhile, Singapore had in 2021 set out its ambitions to make the country the Silicon Valley of maritime technology, raising its 2025 target for the number of maritime startups up from 100 to 150. 
So what opportunities does the geographical market present for old-timers and legacy firms like Wilhelmsen?
On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Nakul Malhotra, Vice President, Emerging Opportunities Portfolio, Maritime Services, Wilhelmsen.

We speak with businesses, industry leaders, venture capitalists and startups on their assessment of the business environment they're in, and what the future holds for them.

We speak with businesses, industry leaders, venture capitalists and startups on their assessment of the business environment they're in, and what the future holds for them.

Under The Radar

From politics to pop culture, we've got it all. Get ready to immerse yourself in the world of business, lifestyle, culture, travel, and sports.

From politics to pop culture, we've got it all. Get ready to immerse yourself in the world of business, lifestyle, culture, travel, and sports.

The Evening Runway with Hongbin Jeong, Roshan Gidwani and Chua Tian Tian

Under the Radar: How are legacy firms in the maritime industry tapping the startup ecosystem for future growth – Wilhelmsen sheds light on the matter.

It’s all about taking your beauty into your hands “because you’re worth it”. 

Sounds familiar? You might have by now guessed who we’re speaking to for today’s discussion  – yes, it is indeed personal care and cosmetics giant L’Oreal. 

On that note – did you know that the tagline was coined in 1971 by a 23-year-old female copywriter at a Manhattan ad agency McCann. 

But taglines and branding aside, L’Oreal positions itself as a leader of the beauty tech world, with the century-old firm boasting a workforce of 86,000 employees across 150 countries, 

The company has a portfolio of 36 international brands split into four divisions, namely (1) Luxe, (2) Consumer Products, (3) Dermatological Beauty and (4) Professional Products. 

Some of the brands include Kiehl’s Lancome, Ralph Lauren, Biotherm, Shu Uemura, Urban Decay, L’Oreal Paris, Prada Beauty, Garnier and Maybelline New York. 

At a global level, L’Oreal had in April this year reported a 9.4 per cent increase in Q1 sales on a like-for-like basis, exceeding analysts’ expectations. 

Sales for the quarter came in at 11.24 billion euros or US$11.98 billion for the three months to March, easing concerns over an economic slowdown in the world's two largest economies of the US and China. But how far did Singapore contribute to the numbers?

The latest showing also comes as the firm’s mass market range and dermatological products compensated for weakness in the luxury segment. But how far is this the case in Singapore, and what does the current economic uncertainty mean for the firm’s push into the luxury sector?

Meanwhile, L’Oreal had announced a number of agreements with institutions in Singapore to develop youth-led innovation. But what can we expect on this front?

On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Tomas Hruska, Managing Director of L’Oréal Singapore and Malaysia.

It’s all about taking your beauty into your hands “because you’re worth it”. 
Sounds familiar? You might have by now guessed who we’re speaking to for today’s discussion  – yes, it is indeed personal care and cosmetics giant L’Oreal. 
On that note – did you know that the tagline was coined in 1971 by a 23-year-old female copywriter at a Manhattan ad agency McCann. 
But taglines and branding aside, L’Oreal positions itself as a leader of the beauty tech world, with the century-old firm boasting a workforce of 86,000 employees across 150 countries, 
The company has a portfolio of 36 international brands split into four divisions, namely (1) Luxe, (2) Consumer Products, (3) Dermatological Beauty and (4) Professional Products. 
Some of the brands include Kiehl’s Lancome, Ralph Lauren, Biotherm, Shu Uemura, Urban Decay, L’Oreal Paris, Prada Beauty, Garnier and Maybelline New York. 
At a global level, L’Oreal had in April this year reported a 9.4 per cent increase in Q1 sales on a like-for-like basis, exceeding analysts’ expectations. 
Sales for the quarter came in at 11.24 billion euros or US$11.98 billion for the three months to March, easing concerns over an economic slowdown in the world's two largest economies of the US and China. But how far did Singapore contribute to the numbers?
The latest showing also comes as the firm’s mass market range and dermatological products compensated for weakness in the luxury segment. But how far is this the case in Singapore, and what does the current economic uncertainty mean for the firm’s push into the luxury sector?
Meanwhile, L’Oreal had announced a number of agreements with institutions in Singapore to develop youth-led innovation. But what can we expect on this front?
On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Tomas Hruska, Managing Director of L’Oréal Singapore and Malaysia.

Under the Radar: L’Oreal Singapore on being at the intersection of beauty and technology and its move to tap the luxury segment

We’re going to take you to the skies today, not by using a plane but by getting you to hop on a flying car instead! 

Announced in 2021 as an evolution of Hyundai Motor Group’s urban air mobility business, our guest Supernal is on the quest to develop an electric vertical take-off and landing (or eVTOL) vehicle, as well as the accompanying ground-to-air ecosystem to support the emerging industry. 

The company prides itself as harnessing world class manufacturing, automation, supply chain and R&D expertise to make what it calls the new and efficient transportation option widely accessible in the coming decades. 

What that means to the firm, is that it is focused on building the right product and market fit, more so than rushing to be the first to market. 

To this end, the company had in January unveiled its electric vertical take-off and landing vehicle concept at one of the largest technology events globally, the 2024 Consumer Electronics show. 

It was also at the sidelines of this event that the company said it would commercialise the S-A2 aircraft by 2028 in South Korea and the US. So when will the vehicles be commercially available in Sunny Singapore? 

Speaking of Singapore, Supernal had in February this year inked agreements with the Singapore Economic Development Board and the Civil Aviation Authority of Singapore to further develop advanced air mobility capabilities and expertise in both Singapore and Asia Pacific. 

But what can we expect from both sides when it comes to creating regulatory frameworks in the nascent industry and building an ecosystem of support infrastructure for urban air mobility networks?

And how important is Singapore as both a demand market and a testbed for Supernal given its population density? 

On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Diana Cooper, Chief Partnerships and Policy Officer, Supernal.

We’re going to take you to the skies today, not by using a plane but by getting you to hop on a flying car instead! 
Announced in 2021 as an evolution of Hyundai Motor Group’s urban air mobility business, our guest Supernal is on the quest to develop an electric vertical take-off and landing (or eVTOL) vehicle, as well as the accompanying ground-to-air ecosystem to support the emerging industry. 
The company prides itself as harnessing world class manufacturing, automation, supply chain and R&amp;D expertise to make what it calls the new and efficient transportation option widely accessible in the coming decades. 
What that means to the firm, is that it is focused on building the right product and market fit, more so than rushing to be the first to market. 
To this end, the company had in January unveiled its electric vertical take-off and landing vehicle concept at one of the largest technology events globally, the 2024 Consumer Electronics show. 
It was also at the sidelines of this event that the company said it would commercialise the S-A2 aircraft by 2028 in South Korea and the US. So when will the vehicles be commercially available in Sunny Singapore? 
Speaking of Singapore, Supernal had in February this year inked agreements with the Singapore Economic Development Board and the Civil Aviation Authority of Singapore to further develop advanced air mobility capabilities and expertise in both Singapore and Asia Pacific. 
But what can we expect from both sides when it comes to creating regulatory frameworks in the nascent industry and building an ecosystem of support infrastructure for urban air mobility networks?
And how important is Singapore as both a demand market and a testbed for Supernal given its population density? 
On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Diana Cooper, Chief Partnerships and Policy Officer, Supernal.

Under the Radar: Supernal on agreements with EDB, CAAS and the role of Singapore in building an ecosystem of support infrastructure, creating regulatory frameworks for urban air mobility networks

Transforming the real estate agency business to better relate to customers and tap demand from younger homebuyers. That’s what we’re going to talk about today.

Launched in February 2000, our guest OrangeTee aspires to be a reputable, dynamic and fast growing real estate enterprise in Singapore. 

The firm prides itself on building trust and long-term relationships and its ability to embrace the old and new to thrive in the realty space. 

More notably, the associate agencies of OrangeTee and Edmund Tie & Company had in 2017 merged to form OrangeTee and Tie, a move that puts the workforce of the combined entity of over 4,050 property agents. 

Now, OrangeTee is an interesting company to look at because of a number of things. First of all, the company had a leadership reshuffle at the start of this year, where it appointed a new CEO, Justin Quek, who thereafter headed a brand refresh at the company in a bid to underline the firm’s commitment to simplify the real estate experience. 

More importantly, the firm also appears to be on the charm offensive to tap a growing group of younger homebuyers and increase productivity. 

One way it is doing so, is by engaging younger property agents and enabling agents to increase the transaction size of their deals. It is also in the midst of an internal revamp to make the once “agent-centric” business a more “consumer-centric” one, with a consumer-focused “Property Festival” in store for Q3. 

But how much money can the firm unlock by tapping the younger demographic and what challenges does the company face given the amount of cooperation needed from its thousands of agents to transform the way the firm sells houses?

On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Justin Quek, Chief Executive Officer, OrangeTee. 

Transforming the real estate agency business to better relate to customers and tap demand from younger homebuyers. That’s what we’re going to talk about today.
Launched in February 2000, our guest OrangeTee aspires to be a reputable, dynamic and fast growing real estate enterprise in Singapore. 
The firm prides itself on building trust and long-term relationships and its ability to embrace the old and new to thrive in the realty space. 
More notably, the associate agencies of OrangeTee and Edmund Tie &amp; Company had in 2017 merged to form OrangeTee and Tie, a move that puts the workforce of the combined entity of over 4,050 property agents. 
Now, OrangeTee is an interesting company to look at because of a number of things. First of all, the company had a leadership reshuffle at the start of this year, where it appointed a new CEO, Justin Quek, who thereafter headed a brand refresh at the company in a bid to underline the firm’s commitment to simplify the real estate experience. 
More importantly, the firm also appears to be on the charm offensive to tap a growing group of younger homebuyers and increase productivity. 
One way it is doing so, is by engaging younger property agents and enabling agents to increase the transaction size of their deals. It is also in the midst of an internal revamp to make the once “agent-centric” business a more “consumer-centric” one, with a consumer-focused “Property Festival” in store for Q3. 
But how much money can the firm unlock by tapping the younger demographic and what challenges does the company face given the amount of cooperation needed from its thousands of agents to transform the way the firm sells houses?
On Under the Radar, The Evening Runway’s finance presenter Chua Tian Tian posed these questions to Justin Quek, Chief Executive Officer, OrangeTee.

Under the Radar: Making OrangeTee more productive to capture younger homebuyers - its CEO on how the agent-centric business is revamping internally to pursue future growth

Under the Radar: How are legacy firms in the maritime industry tapping the startup ecosystem for future growth – Wilhelmsen sheds light on the matter.

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