Restaurants are under pressure like never before like rising costs, staff shortages, shrinking margins, and systems that were never designed for today’s pace of business. 



We speak with Squall Tan, CEO of FeedMe, about how a simple frustration with slow service and wrong orders led to the creation of a full F&B operating system now used across the region.



Squall shares how FeedMe evolved from a homegrown POS into an integrated platform that helps restaurants automate ordering, reduce operational blind spots, and make smarter, data-driven decisions.



From why most F&B businesses fail, to how AI is reshaping restaurant operations and what it takes to scale a food-tech company across Asia, this is a discussion on how technology is quietly redefining the F&B industry.

Restaurants are under pressure like never before like rising costs, staff shortages, shrinking margins, and systems that were never designed for today’s pace of business. We speak with Squall Tan, CEO of FeedMe, about how a simple frustration with slow service and wrong orders led to the creation of a full F&amp;B operating system now used across the region.Squall shares how FeedMe evolved from a homegrown POS into an integrated platform that helps restaurants automate ordering, reduce operational blind spots, and make smarter, data-driven decisions.From why most F&amp;B businesses fail, to how AI is reshaping restaurant operations and what it takes to scale a food-tech company across Asia, this is a discussion on how technology is quietly redefining the F&amp;B industry.

The flagship entrepreneurship show on BFM, featuring personal business stories from early stage start-ups, all the way to billionaire octogenarians in Malaysia and abroad. Notable guests include Martin Cooper (father of the mobile phone), Julian Assange (founder of WikiLeaks), Ralph Henry Baer (father of video games), Tony Buzan (Mindmap Guru), Isaac Tigrett (Hard Rock Cafe founder), Robert Kiyosaki (Financial Guru), Nick Vujicic (motivational speaker) and more. Tap into this valuable resource of shared experiences for the SME industry, which also touches on news, issues and trends affecting the business community and beyond.

Open For Business

Discover fresh concepts, tackle obstacles, and unleash growth - Open For Business is the dynamic show where BFM engages with entrepreneurs, business leaders, and industry trailblazers, igniting inspiration, sparking success, and exploring new business models.

FeedMe: The Operating System For Better Dining

In late November, Costco filed a lawsuit against the Trump administration over the “Liberation Day tariffs", and the White House remained surprisingly silent.



BFM speaks with Bryan DeAngelis of Penta Group to decode this "quiet rebellion." Corporate America is finally "unbending the knee," but they are doing it with a new playbook: filing lawsuits based strictly on business logic while avoiding the public shaming that bruises the President's ego.



We discuss:




The Costco Strategy: Why the retailer’s decision to sue quietly after Thanksgiving, relying on "brand math" rather than PR stunts, possibly saved them from a Truth Social firestorm.


The "Business Lane": How companies are learning to push back against policies like tariffs by framing them strictly as shareholder protection rather than political opposition.


Political Volatility & Populism: With the President's poll numbers sinking, Bryan explains why the administration is leaning harder into populist rhetoric (like the attack on institutional housing investors) to regain momentum.


The 2026 Midterm Outlook: Why "razor-thin" margins in Congress mean Democrats could flip the House even before November, and how this gridlock will force the President to rule almost exclusively through Executive Orders.

The Erosion of Authority: From GOP resignations to state-level defiance on redistricting, we analyse whether the White House is losing its grip on its own party.

In late November, Costco filed a lawsuit against the Trump administration over the “Liberation Day tariffs", and the White House remained surprisingly silent.BFM speaks with Bryan DeAngelis of Penta Group to decode this "quiet rebellion." Corporate America is finally "unbending the knee," but they are doing it with a new playbook: filing lawsuits based strictly on business logic while avoiding the public shaming that bruises the President's ego.We discuss:<ul><li>The Costco Strategy: Why the retailer’s decision to sue quietly after Thanksgiving, relying on "brand math" rather than PR stunts, possibly saved them from a Truth Social firestorm.</li><li>The "Business Lane": How companies are learning to push back against policies like tariffs by framing them strictly as shareholder protection rather than political opposition.</li><li>Political Volatility &amp; Populism: With the President's poll numbers sinking, Bryan explains why the administration is leaning harder into populist rhetoric (like the attack on institutional housing investors) to regain momentum.</li><li>The 2026 Midterm Outlook: Why "razor-thin" margins in Congress mean Democrats could flip the House even before November, and how this gridlock will force the President to rule almost exclusively through Executive Orders.</li></ul>The Erosion of Authority: From GOP resignations to state-level defiance on redistricting, we analyse whether the White House is losing its grip on its own party.

Suing Trump’s White House: Has Costco Cracked the Code?

In 2015, advertising veterans Chantelle Teoh and Kelvin Long grew tired of the generic, "embarrassing" souvenirs found at Central Market. They wanted products that actually spoke the language of Malaysians, literally.



Starting with a single t-shirt design complaining about cigarette prices ("Mahal Bro"), APOM (A Piece of Malaysia) has grown from a bazaar pop-up into a 7-figure retail brand with five stores, including Bangsar Village and The Campus, Ampang.



The husband-and-wife duo joins BFM  to discuss the journey from "Bazaars to Bangunan." We explore how they navigate the "Dreamer vs. Integrator" dynamic as a married couple, the operational PTSD of the 2020 pandemic, and why they believe the future of retail lies in data-driven humor.



We discuss:




The Origin Story: Moving from the "Doof" bean bag business to APOM as a creative release from client work.


Product Market Fit: How they tested witty designs like the "Mahal Bro" and "Jalan Bapak Kau" shirts at bazaars to validate the concept before committing to a lease.


Retail Operations: The reality of scaling from selling single items to managing hundreds of SKUs, warehousing, and the financial "flywheel" of margins and Opex.


The Co-Founder Dynamic: How a husband-and-wife team functions by respecting the split between the "Dreamer" and the "Integrator".


The Cringe Filter: The difficult product development cycle of walking the fine line between witty cultural commentary and "cringey" humor.


The "Blast" Campaign: How they pivoted during the pandemic lockdowns to support 14 local designers when tourism vanished overnight.


Future Vision: The plan to expand beyond KL and build a "Departmental Store" concept to house top-quality Malaysian goods.

In 2015, advertising veterans Chantelle Teoh and Kelvin Long grew tired of the generic, "embarrassing" souvenirs found at Central Market. They wanted products that actually spoke the language of Malaysians, literally.Starting with a single t-shirt design complaining about cigarette prices ("Mahal Bro"), APOM (A Piece of Malaysia) has grown from a bazaar pop-up into a 7-figure retail brand with five stores, including Bangsar Village and The Campus, Ampang.The husband-and-wife duo joins BFM&nbsp; to discuss the journey from "Bazaars to Bangunan." We explore how they navigate the "Dreamer vs. Integrator" dynamic as a married couple, the operational PTSD of the 2020 pandemic, and why they believe the future of retail lies in data-driven humor.We discuss:<ul><li>The Origin Story: Moving from the "Doof" bean bag business to APOM as a creative release from client work.</li><li>Product Market Fit: How they tested witty designs like the "Mahal Bro" and "Jalan Bapak Kau" shirts at bazaars to validate the concept before committing to a lease.</li><li>Retail Operations: The reality of scaling from selling single items to managing hundreds of SKUs, warehousing, and the financial "flywheel" of margins and Opex.</li><li>The Co-Founder Dynamic: How a husband-and-wife team functions by respecting the split between the "Dreamer" and the "Integrator".</li><li>The Cringe Filter: The difficult product development cycle of walking the fine line between witty cultural commentary and "cringey" humor.</li><li>The "Blast" Campaign: How they pivoted during the pandemic lockdowns to support 14 local designers when tourism vanished overnight.</li><li>Future Vision: The plan to expand beyond KL and build a "Departmental Store" concept to house top-quality Malaysian goods.</li></ul>

10 Years of APOM: From Selling Tees to “Rebranding Malaysia”

Founded in 2018, Sagtec Global Limited was a three-person operation in Kuala Lumpur, aiming to digitise Malaysia's F&B sector. Fast forward to March 2025, and Sagtec listed on the NASDAQ at an IPO price of $3.60. But the public markets have been unforgiving, the stock has since lost nearly 50% of its value.



Kevin joins BFM to unpack the realities of a NASDAQ listing. We discuss why he spent $2.1 million (nearly 30% of his raised capital) on listing fees, why he chose the US over a local exchange for "branding and credibility," and how he plans to recover shareholder confidence.



We discuss:




The Origin Story: Why Kevin quit a stable job in 2018 to digitize an industry still relying on handwritten orders, and how the pandemic became his biggest tailwind.


The NASDAQ Reality Check: Why list in the US? Kevin defends the decision as a branding play to open doors in markets like Thailand, despite the stock’s poor performance and lack of US investor understanding.


The $2.1 Million Lesson: The true cost of listing and why Kevin admits he underestimated the need for Investor Relations (IR) post-IPO.


From SaaS to RaaS: The shift to "Robot-as-a-Service." How Sagtec plans to deploy robotic arms for cooking and prep to generate recurring revenue from multi-chain restaurants.


The AI Pivot: Is it just buzzwords? Kevin explains how they are integrating AI not for chat, but for data analytics, helping restaurant owners identify best-selling items and peak hours automatically.


Risk Management: Addressing the concentration risk where 3 customers make up 60% of revenue and 2 vendors account for 60% of costs, and the plan to diversify through direct sales.

Founded in 2018, Sagtec Global Limited was a three-person operation in Kuala Lumpur, aiming to digitise Malaysia's F&amp;B sector. Fast forward to March 2025, and Sagtec listed on the NASDAQ at an IPO price of $3.60. But the public markets have been unforgiving, the stock has since lost nearly 50% of its value.Kevin joins BFM to unpack the realities of a NASDAQ listing. We discuss why he spent $2.1 million (nearly 30% of his raised capital) on listing fees, why he chose the US over a local exchange for "branding and credibility," and how he plans to recover shareholder confidence.We discuss:<ul><li>The Origin Story: Why Kevin quit a stable job in 2018 to digitize an industry still relying on handwritten orders, and how the pandemic became his biggest tailwind.</li><li>The NASDAQ Reality Check: Why list in the US? Kevin defends the decision as a branding play to open doors in markets like Thailand, despite the stock’s poor performance and lack of US investor understanding.</li><li>The $2.1 Million Lesson: The true cost of listing and why Kevin admits he underestimated the need for Investor Relations (IR) post-IPO.</li><li>From SaaS to RaaS: The shift to "Robot-as-a-Service." How Sagtec plans to deploy robotic arms for cooking and prep to generate recurring revenue from multi-chain restaurants.</li><li>The AI Pivot: Is it just buzzwords? Kevin explains how they are integrating AI not for chat, but for data analytics, helping restaurant owners identify best-selling items and peak hours automatically.</li><li>Risk Management: Addressing the concentration risk where 3 customers make up 60% of revenue and 2 vendors account for 60% of costs, and the plan to diversify through direct sales.</li></ul>

FeedMe: The Operating System For Better Dining

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