Most professional networking events fail because they focus on collecting business cards rather than building genuine connections. Jude Ashvin realised this after experiencing a highly curated after-work social event in Belgium. Drawing on his background managing the business and logistics for the Malaysian live band Rhythm Nation, he decided to bring this refined approach home to Kuala Lumpur to tackle the growing epidemic of professional loneliness.



Launched in January 2025, Just After Work is a networking platform designed specifically for the evening post-work window. Instead of sterile hotel ballrooms, the platform hosts vetted attendees at carefully selected venues to ensure high-quality interactions. 



Jude talks to us about how Just After Work successfully vets and matches attendees to create a high-trust environment, the rollout of recurring concepts like Padel & Connect and The Women's Circle, and their upcoming regional expansion into Jakarta and Singapore ahead of a major networking festival in 2027.

Most professional networking events fail because they focus on collecting business cards rather than building genuine connections. Jude Ashvin realised this after experiencing a highly curated after-work social event in Belgium. Drawing on his background managing the business and logistics for the Malaysian live band Rhythm Nation, he decided to bring this refined approach home to Kuala Lumpur to tackle the growing epidemic of professional loneliness.Launched in January 2025, Just After Work is a networking platform designed specifically for the evening post-work window. Instead of sterile hotel ballrooms, the platform hosts vetted attendees at carefully selected venues to ensure high-quality interactions.&nbsp;Jude talks to us about how Just After Work successfully vets and matches attendees to create a high-trust environment, the rollout of recurring concepts like Padel &amp; Connect and The Women's Circle, and their upcoming regional expansion into Jakarta and Singapore ahead of a major networking festival in 2027.

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.

Why Networking Is Broken, and What Happens When You Fix the Room

When Mathew Howe was last on Open For Business in July 2024, Grobrix had just announced its partnership with Green City Growers in Boston and was projecting 500% quarterly revenue growth from its Farming-as-a-Service subscription model. The question then was whether a banker-turned-urban-farmer with a patented Lego-inspired green wall system could build a serious commercial business across Singapore, Kuala Lumpur, and North America.



Two years on, the answer is coming into focus.



Grobrix now manages over 70 commercial farming locations across Singapore, KL, and Boston. Clients include CBRE, LinkedIn, and W Hotels. Annual recurring revenue has crossed $1 million. And the company is rolling out Grobrix 2.0: an IoT and cloud-connected version of the wall that allows remote monitoring and control of each farm from anywhere in the world.



But the story Mathew most wants to tell is not about technology. It is about what happens when a corporate office grows its own food, and why he believes urban farming is the most underrated tool in the corporate wellness playbook.

When Mathew Howe was last on Open For Business in July 2024, Grobrix had just announced its partnership with Green City Growers in Boston and was projecting 500% quarterly revenue growth from its Farming-as-a-Service subscription model. The question then was whether a banker-turned-urban-farmer with a patented Lego-inspired green wall system could build a serious commercial business across Singapore, Kuala Lumpur, and North America.Two years on, the answer is coming into focus.Grobrix now manages over 70 commercial farming locations across Singapore, KL, and Boston. Clients include CBRE, LinkedIn, and W Hotels. Annual recurring revenue has crossed $1 million. And the company is rolling out Grobrix 2.0: an IoT and cloud-connected version of the wall that allows remote monitoring and control of each farm from anywhere in the world.But the story Mathew most wants to tell is not about technology. It is about what happens when a corporate office grows its own food, and why he believes urban farming is the most underrated tool in the corporate wellness playbook.

The Sustainability Metric You Can Actually Taste

Hagen Chen originally built a fully bootstrapped, seven-figure F&B group starting with Toast Maker, a healthy sandwich and coffee concept for busy professionals. However, his latest venture marks a significant pivot. Stepping away from health-focused cafe fare, Hagen recently launched Jiran-jiran, a brand new community-centric concept dedicated to serving traditional Malaysian nasi lemak.



What makes Jiran-jiran particularly unique is how it was created. Hagen set himself an intense operational challenge to conceptualise, build, and launch the entire brand from scratch in exactly 60 days. This rapid execution ties directly into his core business thesis. He argues that a food brand's true competition is not the similar shop down the street, but the entire timeframe of a person's hunger. If a business fails to satisfy a hidden need within that specific window, they lose the customer completely.



Hagen joins us to discuss the intense reality of successfully launching a restaurant concept in under two months, the operational mechanics of running a central kitchen to support a multi-brand group, and what healthy food brands often get wrong about the local market.

Hagen Chen originally built a fully bootstrapped, seven-figure F&amp;B group starting with Toast Maker, a healthy sandwich and coffee concept for busy professionals. However, his latest venture marks a significant pivot. Stepping away from health-focused cafe fare, Hagen recently launched Jiran-jiran, a brand new community-centric concept dedicated to serving traditional Malaysian nasi lemak.What makes Jiran-jiran particularly unique is how it was created. Hagen set himself an intense operational challenge to conceptualise, build, and launch the entire brand from scratch in exactly 60 days. This rapid execution ties directly into his core business thesis. He argues that a food brand's true competition is not the similar shop down the street, but the entire timeframe of a person's hunger. If a business fails to satisfy a hidden need within that specific window, they lose the customer completely.Hagen joins us to discuss the intense reality of successfully launching a restaurant concept in under two months, the operational mechanics of running a central kitchen to support a multi-brand group, and what healthy food brands often get wrong about the local market.

Why A ‘Big Health’ Entrepreneur Built A Nasi Lemak Brand

Most cafes do not survive ten years, and those that do typically rely on relentless expansion to stay afloat. Naj & Belle reached this rare milestone by doing the exact opposite. Founded in 2015 by Annabelle Liau and Datuk Najib Hamid of The Serai Group, the premium dessert and dining cafe launched in Subang with a foundation built on a deep family passion for hospitality. Famous for introducing Malaysia's first Watermelon Cake, the brand quickly expanded to a second outlet in Bangsar and began aggressively pushing toward a third, fourth, and eventually fifth location.



That is when Bryan Chen, armed with a culinary background and years of watching the founders build the brand, made a critical intervention. Recognising the operational strain of rapid scaling, he made the difficult call to halt expansion, close underperforming locations, and completely overhaul their internal systems. By choosing to scale back and tighten their backend operations, the team prioritised business health over top-line growth. Today, Naj & Belle stands as a fully bootstrapped, seven-figure, family-run enterprise operating two highly sustainable outlets.



Second-generation operators and Directors Bryan and Leora Chen talk to us about what it actually costs to manage premium food margins and labour, why they deliberately walked away from a multi-outlet expansion strategy, and their strategic plans for the next decade, which include a growing events arm, halal certification, and the dream of opening in Penang.

Most cafes do not survive ten years, and those that do typically rely on relentless expansion to stay afloat. Naj &amp; Belle reached this rare milestone by doing the exact opposite. Founded in 2015 by Annabelle Liau and Datuk Najib Hamid of The Serai Group, the premium dessert and dining cafe launched in Subang with a foundation built on a deep family passion for hospitality. Famous for introducing Malaysia's first Watermelon Cake, the brand quickly expanded to a second outlet in Bangsar and began aggressively pushing toward a third, fourth, and eventually fifth location.That is when Bryan Chen, armed with a culinary background and years of watching the founders build the brand, made a critical intervention. Recognising the operational strain of rapid scaling, he made the difficult call to halt expansion, close underperforming locations, and completely overhaul their internal systems. By choosing to scale back and tighten their backend operations, the team prioritised business health over top-line growth. Today, Naj &amp; Belle stands as a fully bootstrapped, seven-figure, family-run enterprise operating two highly sustainable outlets.Second-generation operators and Directors Bryan and Leora Chen talk to us about what it actually costs to manage premium food margins and labour, why they deliberately walked away from a multi-outlet expansion strategy, and their strategic plans for the next decade, which include a growing events arm, halal certification, and the dream of opening in Penang.

Why Networking Is Broken, and What Happens When You Fix the Room

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