Organising People: MLM and Sustainable Business Models

Solares IRS: Pioneering M.I.C.E. in Africa

When I first arrived in Mauritius in 2005, it wasn’t just the turquoise coastline or the gentle rhythm of Flic-en-Flac that drew me in—it was the possibility. A possibility to build something that went beyond real estate, something that could reshape the island’s economic horizon.

“I was commissioned to help lead the vision behind one of the first approved Integrated Resort Scheme (IRS) projects in the country, Solares IRS. From the beginning, the mission wasn’t simply to sell luxury housing units. The Cheekhooree Brothers, whose family legacy is rooted in generations of sugar cane farming, saw this land not only as a valuable inheritance, but as a platform for transformation. Together, we wanted to create an economic catalyst, a place that could attract ideas, investment, and people of influence.

The vision for Solares was bold and holistic. It wasn’t a single development, it was an ecosystem. The project blueprint included three casinos, a world-class shopping mall, concert halls, luxury hotels, and dedicated technology parks to attract digital and innovation-based enterprises. We also designed a hospital and medical centres, fully optimised for medical tourism, recognising Mauritius’s potential to become a regional wellness and recovery destination.

And because accessibility underpins inclusivity, we put in place an innovative island-wide transport arrangement. Visitors from all corners of Mauritius, whether from Port Louis, Curepipe, Mahébourg or Goodlands, could reach Solares with ease via a network of free shuttle buses. This was not just about convenience; it was about democratising access, ensuring that Solares belonged not only to those who could drive there, but to everyone who had a reason to participate, be it for work, entertainment, learning, or trade.

Of course, working within the IRS framework required a keen eye for practicality. With the scheme mandating that all residential units be priced at a minimum of USD 500,000, we had to ensure that value matched regulation. To make the equation work, for both investors and residents, we designed many of the apartments as dual-key units. This configuration allowed owners to maximise returns and flexibility: living in one section while renting the other, or accommodating extended family, guests, or caretakers without compromising privacy. It was a solution rooted in both economic logic and lifestyle adaptability.

That’s where M.I.C.E., Meetings, Incentives, Conferences, and Exhibitions, came into focus for us. In the global tourism landscape, M.I.C.E. is a powerful force. It brings not just affluent travellers, but decision-makers, entrepreneurs, and global leaders. When done right, M.I.C.E. tourism turns a destination into a crossroads of innovation and influence.

Solares IRS was envisioned as more than a high-end development. We imagined a space where CEOs would retreat with their boards, where international delegates could meet under palm trees instead of sterile conference halls, and where ideas would be exchanged over Mauritian sunsets. A place where hospitality meets enterprise.

I’ve seen what M.I.C.E. can do when it’s integrated into the DNA of a place. Visitors don’t just come for a night, they extend their stays, bring families, explore the island, and invest. Every event becomes an opportunity for local chefs, artisans, musicians, and service providers to shine. And every delegate that leaves Mauritius carries a story, and often, a reason to return.

We wanted Solares to spark that cycle. The kind of place that draws conferences on sustainability, digital innovation, and African-Asian business cooperation. A venue where investors don’t just look at brochures, they walk the sugarcane fields, meet the people, and taste the culture.

The Cheekhooree Brothers understood this intuitively. They didn’t just want buildings on their ancestral land, they wanted legacy. And legacy, as we agreed, is built not on concrete, but on contribution.

That’s why we focused on integrating infrastructure that could support high-calibre events: multi-purpose pavilions, green-certified meeting spaces, curated gardens for private launches, and seamless access to regional airports. But beyond bricks and logistics, we prioritised storytelling, crafting an experience that positioned Mauritius not only as a postcard paradise, but as a serious, sophisticated hub for global dialogue.

One key takeaway from doing this project: it takes unity. True unity, between visionaries, landowners, policymakers, planners, and local communities. Without alignment among the key players and stakeholders, the potential falls apart. Determination is not a luxury in this line of work, it is a necessity. And yes, it takes guts. Guts to challenge old habits, to imagine differently, and to stay the course when the road bends more than expected.

M.I.C.E. within an IRS context, I’ve learned, is about more than hospitality. It’s about nation-building. It creates employment, demands talent, strengthens sectors like logistics and marketing, and elevates service standards across the board. When paired with strong local partnerships, like the one I found in the Cheekhooree family, it becomes a platform for shared prosperity.

And yes, the residences matter. But what gives those homes lasting value isn’t just the view, it’s the vibrancy of what happens around them: the conferences that inspire, the partnerships that take root, the events that bring the world a little closer to Mauritius.

For me, Solares isn’t just a project. It’s a belief that real estate can carry a soul. That development doesn’t have to be extractive, it can be expansive, inclusive, and deeply human. And it all began in 2005, with a vision shared by a few sugar cane farmers and a team of professionals, acting as dreamer from abroad...”

Democratising Education: Aeternum University

“We believe that a new university, through Project Aeternum, can be far more than a national institution. If we build it with clarity of purpose and bold vision, it can become a transformative force—democratising education not only for Malaysia, but for our region and the wider world. Our goal is to connect educational networks across ASEAN and the OIC. But we also see this university reaching beyond, serving China, India, and Africa—regions with growing populations and urgent educational needs. In doing so, Malaysia can help define a new, inclusive model of higher learning—rooted in access, equity, and global relevance.

This vision is made real through the dedication of its founder, Kee Siang Lim, whose role is nothing short of catalytic. As the architect of Project Aeternum, Kee Siang brings a rare combination of discipline, foresight, and deep compassion. He sees education not merely as a pathway to success, but as a force for justice and human upliftment. His vision is to create a university where no learner is left behind; where economic status, geography, or background never limits anyone’s potential to learn, grow, and contribute.

Kee Siang envisions a university grounded in Asian values, yet global in ambition. One that reflects the pluralistic spirit of Malaysia while serving as a launchpad for students from the Global South. Under his stewardship, Project Aeternum is designed to be lean but high-impact, committed to rigorous academic standards yet fuelled by digital innovation and meaningful institutional partnerships. His leadership rests on a simple, profound belief: education must be both excellent and accessible.

This vision arrives at the right moment. Across Southeast Asia, demand for higher education is rising fast. Many universities are already overcrowded. Rural and underprivileged students still face barriers—distance, cost, and lack of opportunity. We have spoken to countless individuals who long to learn, yet cannot afford the journey. With this new university, we can change that. We can deliver hybrid classes, harness online platforms, and establish satellite campuses beyond the cities. These efforts will help bring education to the very doorsteps of those who need it most.

But access alone is not enough. We see this university as an engine of economic growth. Universities generate employment, attract research funding, and spark entrepreneurial ecosystems. By focusing on emerging fields—such as renewable energy, artificial intelligence, and sustainable agriculture—we can align talent development with the needs of tomorrow’s industries. This will enhance Malaysia’s competitiveness on the global stage.

Yet a university is more than a place of study. It is a meeting ground of ideas, cultures, and leadership. Malaysia’s rich diversity grants us a unique advantage here. We want this university to reflect who we are—a truly multicultural institution. It must welcome students from every background and teach in Bahasa Malaysia, English, Mandarin, and Tamil. Our diversity is not simply a strength, it is a story we are proud to share with the world.

Malaysia has long played a leadership role within ASEAN. But we believe we are also ready to lead within the Islamic world. As an active member of the OIC, we can serve countries where access to quality education remains scarce. Project Aeternum can offer programmes in Islamic finance, halal industry development, and ethical leadership—areas where Malaysia already excels. We can open doors for students from nations like Indonesia, Pakistan, Egypt, and Nigeria—supporting them to build futures grounded in knowledge and innovation.

We also see extraordinary potential for South–South collaboration. By partnering with universities and ministries in fellow developing nations, we can co-create joint degrees, shared research agendas, and dynamic exchange programmes. Together, we can tackle common challenges such as climate change, food security, and digital inclusion. This is how we grow stronger—not through competition, but through collaboration.

Our reach must extend beyond the familiar. We believe Malaysia can become a centre for students from China, India, and across the African continent. These regions face surging demand for higher education, and many local institutions are under strain. Malaysia offers a compelling alternative: affordable, English-medium education, with global recognition and cultural alignment. We can play a vital role in human capital development in Africa. We can deepen academic ties with India and China. We can become trusted partners for the next generation of global leaders.

We also understand that education is more than credentials—it is diplomacy in action. Through Project Aeternum, we can host international conferences, cultural festivals, and student exchanges. We can foster peace, mutual understanding, and shared values. This is soft power at its most authentic, people connecting through learning.

For this university to succeed, it must be built for the future. It must be digital-first, equipped with robust online infrastructure and open-access resources. We must reach those who are remote, those who work, and those who live on the margins. We will offer flexible admissions, scholarships, and support for learners on non-traditional paths.

Industry collaboration will be vital. Our courses must align with the realities of the world beyond graduation. Our students must leave prepared—not just intellectually, but practically. Ready to adapt. Ready to lead.

Academically, our focus must be future-facing. We want this university to become a global leader in sustainability, climate science, food systems, and public health. Malaysia already holds expertise in these fields. We now have the chance to deepen it, to lead critical research, and to prepare future leaders for these urgent domains.

In building Project Aeternum, we are not merely creating a university. We are shaping a shared vision—for Malaysia, for our region, and for the world. A university that embodies our values, celebrates our diversity, and reflects our commitment to inclusive progress. And with Kee Siang Lim at the helm, as founder and visionary, we are not simply building a school; we are building a legacy. A global benchmark for education that is inclusive, forward-looking, and truly transformative...”

民主化教育: 永恆大學 Aeternum University

“我們相信, 一所嶄新的大學, 透過 ‘永恆計畫’ Project Aeternum, 能夠超越國家機構的界限, 成為一股深遠的改變力量。只要我們懷抱清晰的目標與堅定的遠見, 它就能推動教育民主化, 不僅為馬來西亞, 也為整個區域, 甚至更廣大的世界。我們的目標是連接東協 ASEAN 與伊斯蘭合作組織 OIC 之間的教育網絡, 但我們也看見這所大學能更進一步, 服務中國、印度與非洲, 這些地區人口迅速增長, 教育需求殷切。透過這個平台, 馬來西亞有機會定義一種全新的包容性高等教育模式, 以 ‘可及性’、’公平性’ 與 ‘全球關聯性’ 為核心的教育典範。

這個願景得以實現, 來自於創辦人林其祥 Kee Siang Lim 的奉獻與推動, 他的角色無疑是整個計畫的催化劑。作為 ‘永恆計畫’ 的設計者, 林其祥具備罕見的紀律、遠見與深切的人文關懷。他視教育不僅是通往成功的道路, 更是一種正義的力量, 一種提升人類尊嚴的工具。他的願景, 是建立一所 ‘不遺落任何一位學習者’ 的大學, 一所不讓經濟地位、地理限制或出身背景成為障礙的學府。

林其祥所構想的大學, 根植於亞洲價值, 卻擁有全球視野。他希望這所大學能反映馬來西亞多元文化的精神, 同時成為全球南方國家學生的啟程平台。在他的領導下, ‘永恆計畫’ 將採取精簡高效的策略, 堅守嚴謹的學術標準, 同時結合數位創新與機構夥伴合作。他的領導信念很簡單, 也很深刻: 教育必須既卓越, 又可及。

這樣的時機來得恰到好處。整個東南亞對高等教育的需求迅速攀升, 許多大學已經人滿為患。來自鄉村與弱勢社群的學生仍面臨重重障礙, 距離遙遠、費用高昂、機會稀缺。我們遇過無數渴望學習的人, 卻因為無法負擔而被迫放棄夢想。透過這所新大學, 我們可以改變現狀。我們將提供混合式課程、活用線上學習平台, 並在大城市以外設立衛星校區, 讓教育真正進入每一個需要它的社群。

但只有可及性還不夠。我們也視這所大學為經濟發展的引擎。大學能創造就業、吸引研究經費, 並啟動創新與創業的生態系。若我們聚焦於未來產業, 如再生能源、人工智慧、永續農業等領域, 我們就能培養契合未來需求的人才, 進一步提升馬來西亞在全球的競爭力。

然而, 一所大學的價值, 遠超過學術研究或職涯訓練。它是思想、文化與領導力交匯的所在。馬來西亞豐富的多元文化, 正賦予我們得天獨厚的優勢。我們希望這所大學能充分反映我們的身份, 真正包容多元的學府。它應歡迎所有背景的學生, 並使用馬來語、英語、華語與淡米爾語進行教學。我們的多樣性不只是優勢, 更是我們與世界分享的故事。

馬來西亞長期在東協擔任教育領導者的角色。我們也相信, 我們已準備好在伊斯蘭世界中扮演更重要的角色。作為 OIC 的活躍成員, 我們有能力支援那些教育資源不足的國家。’永恆計畫’ 將開設伊斯蘭金融、清真產業發展、倫理領導等課程, 這些領域正是馬來西亞所擅長的。我們可以為印尼、巴基斯坦、埃及與奈及利亞等國的學生開啟知識與創新的大門。

同時, 我們也看見 ‘南南合作’ 的巨大潛力。透過與其他發展中國家的大學與教育部門合作, 我們可以共同開設雙聯學位、啟動合作研究與學生交流計畫。我們可以一同面對氣候變遷、糧食安全與數位包容等全球挑戰。我們的成長, 來自於合作, 而非競爭。

我們的觸角不應止步於熟悉的區域。我們相信, 馬來西亞可以成為中國、印度與整個非洲大陸學生的學習中心。這些地區對高等教育的需求日益增加, 而當地教育體系正承受巨大壓力。馬來西亞提供一個具吸引力的選擇, 學費合理、英文授課、全球認可, 並擁有文化上的親和力。我們可以協助非洲培養人力資本, 深化與中印兩國的學術連結, 成為下一代可信賴的教育夥伴。

我們也深知, 教育不只是學歷與就業, 它更是一種外交實踐。透過 ‘永恆計畫’, 我們能舉辦國際會議、文化節與交流活動, 促進和平、理解與共享價值觀。這是最具意義的軟實力, 透過學習建立人與人之間的連結。

要讓這所大學真正成功, 我們必須為未來而建。它必須具備強大的數位基礎設施與開放學習資源。我們要觸及偏鄉學生、在職成人與處於社會邊緣的學習者。我們將提供彈性的入學制度、獎學金與支持機制, 讓每條學習道路都被看見、被接納。

產業合作亦不可或缺。我們的課程必須貼近市場現實, 讓學生不僅具備知識, 更具備實務能力與適應變化的韌性。

在學術上, 我們將聚焦於未來所需的領域。我們希望這所大學能在永續發展、氣候科學、糧食體系與公共健康領域成為全球領航者。馬來西亞在這些領域已有深厚的基礎, 現在正是深化、突破與領導的時機。

在打造  ‘永恆計畫’ 的過程中, 我們不只是創建一所大學。我們是在形塑一個願景, 為馬來西亞、為這個區域、也為世界。我們希望這所大學能展現我們的價值、擁抱我們的多元, 並實踐我們對包容性進步的承諾。有林其祥作為創辦人與靈魂人物的引領, 我們不只是在建造一所學校；我們正在締造一段傳承, 一個具備包容性、前瞻性與全球影響力的教育典範...”

From Incubator to Unicorn Farmer: The Story Behind the Name

“Many expected me to step into retirement in 2017, and yes, that I did. I became a farmer, albeit one that farms ‘unicorn’. Being called a ‘unicorn farmer’ wasn’t just a whimsical nickname—it was a reflection of my journey and achievements in the world of startups and entrepreneurship. The term ‘unicorn’ denotes a privately held startup valued at over $1 billion, while ‘farmer’ suggests someone who nurtures and cultivates growth. Combining these ideas, ‘unicorn farmer’ describes someone like me who not only spots high-potential startups but also helps them evolve into billion-dollar successes.

The first step in my journey as a ‘unicorn farmer’ involves identifying startups with exceptional potential. Although leaving behind the days of CommerceNet more than nine years behind then, 2017 was refreshingly important. For once, I was choosing my own portfolio rather than that of others. This requires a keen eye for emerging trends and an understanding of what makes a startup stand out. “Who controls access to deal flows, who wins.” This is extremely clear to me. With this, I have elected to work with events organisers globally, regardless of their personal agenda(s). By sharing selflessly, yes, the key here, selfless; I can start building relationships with these potential candidates. Still, one must have the power of imagination, assuming everything is possible; and patience to listen out to every ideas presented. Over the years, I’ve honed my ability to recognise promising ventures early on. It’s about spotting those unique ideas and innovative solutions that could one day make a significant impact and achieve remarkable growth.

Once I’ve identified these high-potential startups, my next role is to nurture their growth. It is about ensuring the seeds are well selected and planted. It is about time and patience. This part of the journey is akin to farming—I provide the necessary resources, mentorship, and guidance to help these startups thrive. I work closely with them to refine their business models, enhance their products or services, and build strong teams. My goal is to create an environment where these startups can flourish and tackle the challenges of scaling successfully.

Transforming potential into reality is where the true challenge and excitement lie. Guiding a startup from its early stages to a unicorn status involves navigating numerous obstacles, from market competition to financial hurdles. I take pride in supporting these ventures through their growth phases, leveraging my experience to help them achieve that coveted billion-dollar valuation. This process is incredibly rewarding, as it represents turning innovative ideas into successful, high-impact businesses.

Being labeled a ‘unicorn farmer’ also reflects the track record of success. It means to consistently achieved remarkable outcomes by helping startups reach unicorn status. This reputation is built on a history of successful ventures and the ability to replicate that success. It’s gratifying to know that these achievements contribute to a broader narrative of innovation and growth within the entrepreneurial ecosystem.

My role as a ‘unicorn farmer’ extends beyond individual startups. It influences the broader startup ecosystem, inspiring other entrepreneurs, investors, and industry leaders. It is about M&A, financial engineering, and willingness to deploy your best resources to feed the candidates. By demonstrating how to nurture and scale high-potential ventures, I hope  to set a standard for excellence and innovation. These success stories become models for others to follow, amplifying the impact on the industry and shaping the future of entrepreneurship...”

從孵化器到獨角獸農場主: 名稱背後的故事

“許多人預期我會在2017年退休, 的確, 我也這麼做了。我成為了一名農場主, 雖然我種的是 ’獨角獸’。被稱為 ‘獨角獸農場主’ 不僅僅是一個有趣的暱稱, 它反映了我在創業世界中的旅程和成就。‘獨角獸’指的是估值超過10億美元的私營初創公司, 而‘農場主’則暗示著某人培養和促進成長。將這些概念結合起來, ‘獨角獸農場主’ 形容的就是像我這樣的人, 我不僅能夠發掘高潛力的初創公司, 還能幫助它們發展成為價值十億美元的成功企業。

作為’獨角獸農場主’的第一步是識別具有卓越潛力的初創公司。儘管我當時已經離開了 CommerceNet 超過九年, 但 2017 年對我來說仍然是非常重要的一年。這一次, 我選擇了自己的投資組合, 而不是他人的。這需要敏銳的眼光來識別新興趨勢, 以及了解什麼讓一個初創公司脫穎而出。「誰控制了交易流, 誰就贏。」這點我非常清楚。基於這一點, 我選擇與全球的活動組織者合作, 不論他們的個人議程如何。通過無私的分享, 確實, 這裡的關鍵是 ‘無私’; 我可以開始與這些潛在候選人建立關係。當然, 也需要具備想像力, 假設一切皆有可能; 以及耐心傾聽每一個提出的想法。多年來, 我已經磨練了早期識別有前景的企業的能力。這是關於識別那些獨特的創意和創新解決方案, 這些可能會在未來產生顯著影響並實現顯著增長。

一旦我識別了這些高潛力的初創公司, 我的下一個角色就是培養它們的成長。這涉及確保選擇和種植的種子都是優良的。這是關於時間和耐心。這一過程類似於農業——我提供必要的資源、指導和建議, 幫助這些初創公司繁榮發展。我與他們緊密合作, 完善他們的商業模型, 提升他們的產品或服務, 並建立強大的團隊。我的目標是創造一個讓這些初創公司能夠茁壯成長並成功面對擴展挑戰的環境。

將潛力轉化為現實是挑戰和興奮所在。指導一個初創公司從早期階段到成為獨角獸狀態涉及克服眾多障礙, 從市場競爭到財務挑戰。我為支持這些企業在成長階段感到驕傲, 利用我的經驗幫助它們實現那夢寐以求的十億美元估值。這一過程極具回報, 因為它代表了將創新想法轉化為成功且具高影響力的業務。

被稱為 ‘獨角獸農場主’ 也反映了一定的成功履歷。這意味著可持續實現了卓越的成果, 幫助初創公司達到獨角獸地位。這個聲譽建立在成功的企業歷史和可重複這些成功的能力上。知道這些的成就為創業生態系統中的創新和增長貢獻了更廣泛的敘事, 讓我感到欣慰。

我作為 ‘獨角獸農場主’ 的角色超越了單個初創公司。它影響了更廣泛的初創生態系統, 激勵了其他創業者、投資者和行業領袖。這涉及到併購、財務工程以及願意投入最佳資源以滋養候選人。通過展示如何培養和擴展高潛力的企業, 我希望可樹立了一個卓越和創新的標準。這些成功故事成為了他人效法的榜樣, 擴大了我對行業的影響力, 並塑造了創業的未來...”

The Evolution of Incubation: Bridging Tradition and Innovation

In the rapidly evolving landscape of entrepreneurship and technology, incubation has emerged as a crucial process for nurturing new ideas and fostering growth. Incubation was something every aspiring mentor deemed himself worthy. CommerceNet no differs. Infact, today's CommerceNet deals with more than just plain technology companies but technology application into some of the most traditional and diehard conservative businesses.

While incubation initially focused primarily on technology startups, today’s incubation programs have expanded their scope significantly. CommerceNet, once a platform dedicated to technology companies, now embodies a broader mission. Modern incubation programs are making a tangible impact on traditional sectors by integrating advanced technology into established practices. It integrates cutting-edge technology into some of the most traditional and conservative industries, demonstrating a profound shift in how incubation is approached.

Traditionally, incubation programs were designed to support technology startups, offering resources like funding, mentorship, and office space to help fledgling companies navigate the early stages of development. These programs focused on fostering innovation within the tech sector, nurturing ideas from conception to market launch.

However, the landscape has changed dramatically. Today’s incubation efforts are no longer confined to technology alone. They now encompass a wide array of industries, including those that have historically been resistant to change. This shift is driven by the recognition that technology can provide transformative solutions to longstanding challenges within traditional sectors.

CommerceNet is a prime example of this evolution. Originally a platform dedicated to advancing technology companies, CommerceNet has expanded its focus to include technology applications in traditionally conservative industries. This shift reflects a deeper understanding of how technology can revolutionise even the most established sectors.

By integrating advanced technological solutions into traditional businesses, CommerceNet helps these industries modernise and stay competitive. This includes sectors such as manufacturing, agriculture, and retail, which have often been slow to adopt new technologies. Through CommerceNet’s programs, these industries can leverage technology to improve efficiency, enhance customer experiences, and drive innovation.

The application of technology in traditional industries can have a profound impact. For example, in manufacturing, advanced technologies such as automation and data analytics can optimise production processes, reduce costs, and improve quality control. In agriculture, technologies like precision farming and smart irrigation systems can increase crop yields and sustainability. Retail businesses can use technology for better inventory management, personalised customer experiences, and streamlined operations.

CommerceNet’s approach acknowledges that innovation is not limited to tech-centric startups but can also invigorate sectors resistant to change. By providing traditional businesses with access to technological advancements, CommerceNet helps bridge the gap between established practices and modern solutions.

Mentorship remains a cornerstone of successful incubation, and its role has evolved alongside the industry’s shift. Today’s mentors in programs like CommerceNet not only offer guidance on startup fundamentals but also provide insights into the integration of technology within traditional business frameworks. This includes advising on digital transformation strategies, helping businesses navigate technological adoption, and fostering a culture of innovation within established organisations.

ITCN Asia: The Catalyst of Pakistan BPO

Today is the eve of 7th ITCN Asia in Karachi. Looking back to ITCN Asia's birth, I wonder how many souls out there realised its importance and catalyst for Karachi's economy, especially at that time when the city badly needed the economic boost.

It was not too long ago at the 3rd quarter of Year 2000 when CommerceNet Singapore planned to organise a CommerceNet Asia meeting and conference in Karachi. Yes, Karachi - to be held in end March 2001. The general view then for CommerceNet was this: if India is doing so well in software export and BPO, there are no reason why Pakistan cannot replicate it. Many tech companies in Pakistan then was at its infancy. Then, there is also the question of Karachi vs Lahore. We settled for Karachi for its superior air connectivity, hotels and exposition halls.

Seeding an international conference then was not an easy task at all. Not in a country like Pakistan, especially in Year 2001. Hurdles and mindset had to be changed. Firstly the name itself: Information Technology, Commerce Network Asia, hence ITCN Asia was coined to reflect CommerceNet Asia meeting and conference to be held in Karachi Sheraton Hotel and Towers. Then there is also the need for an international exhibition. We managed to get PICO Art as the contractor with ECG of Singapore investing the princely sum required to start Pakistan operations. Allies need to be won, mindset needs to be changed, sceptic needs to be overcome, and red tapes needs to be cut. With the strength of volunteers students, civil servants, and dedicated workers, ITCN Asia 2001 was a reality.

It wasn't the event that matters, but the ability to serve as a rally call to move the entire IT sector forward. The dotcom bubble bust did not help the situation at all, but the spirit of ITCN Asia had magnified and somehow was successfully maintained for the 7th year in a row. That, in Pakistan is an achievement by itself! Things are getting better in Karachi by the day. Very soon ITCN Asia may just fade into just another trade show and just another conference. But it sure had earned the desired returns from the initial investment, at least a meaningful returns for the investing party.

NGIP - NexGen Industry Park

When SMEs are struggling to make ends meet, I think something is wrong somewhere. Either these guys have got it all wrong, producing something that no one needs, or they are hosted in a wrong place...

With the numerous feedback received by CommerceNet, sometimes it is not difficult at all to put some basic plan into action. A taskforce comprising of CommerceNet Consulting Partners (CPs) started working on a solution. We codenamed it the NexGen solutions. We are designing some kind of a support network - a kind of 'management software' embedded into an industry park 'hardware'. Here, the focus is on entrepreneur and task centric environment - immersed in a controlled holistic live, work and play environment: technologies, feedback mechanism, business support solutions, data repositories, rapid prototyping and mentoring networks are fused into a seamless package. 

Something as simple as NexGen was often overlooked: our tendency to overcomplicate things did not help. When I fist saw the solutions proposed, i was dumbfounded: there is no rocket science in the whole thing, all existing technologies. Simple things like the tenancy mix is that of a logical business ecosystem. The focus is to overcome the failure often imbued into existing industry park configuration. They had all planned to fail. Some failed to plan. Here, the needs of businesses drive the planning, the needs of coexistence and survivalism determines the deployment of resources. Often this approach outclassed the often abused dictum of competition (and that supposedly resulting efficiency). A whole new way of working and pricing resources result. One that is sustainable, not only for the businesses, but that for the next generation as well. NexGen will someday grow into a powerful franchise. CommerceNet is proud to be associated with it. I am proud to be involved. It is one vision that is more gentle to humanity and also to the mother earth.

Happy Earth Day.

Water For Life

It had not escaped my attention that there is a severe shortage of potable water everywhere I traveled. Even within Singapore, water supply is an issue.

On the other hand, water as a resource - suffers from the lack of affordable, simple, proven technology that allows it to be transformed from raw water to potable water in an instant. Here I was lucky enough to visit TK Cosmic Holdings Sdn Bhd in Ipoh, Malaysia whereby they concentrated their Research and Development in developing affordable and reliable 'safe water' and 'quality water' solutions for emerging countries. These solutions are also suitable for rural areas of developed countries where applicable.

The company had grown from being an OEM suppliers to others, into a full fledge entity with their own R&D and products development. The company is starting their own brand with market penetration into countries like Iran, Pakistan and even Singapore! Critical to their successful thinking is that they are focusing on the last mile. Yes, municipal water can be treated, but if the delivery channel is contaminated, it very often goes back to zero. Also, they pumped contaminated river water as well as contaminated ground water as their input source: all raw water transformed into WHO compliance potable water.

The market for the company can generally be segregated into 'Safe' water and 'Quality' water. In most country, 'Safe' water is all that matters. In this case, 'Safe' is defined as compliance with WHO standards. 'Quality' water is water that had been polished to the right ORP and pH level. The level of population growth in many developing countries are alarming. The need for potable clean water is growing at an unprecedented rate. Unless there is a change to human being's behaviour pattern and physiological structure: our demand for clean water is always there: this market is constantly relevant. It is a critical resources that is getting more and more scarce.

The whole world is indeed in a water crisis - and here, we have a bright company valued currently at only USD 2.3 million. This is a gem of investment, going for a song!

Resources Recovery and Recycling

Kinta Recovery and Recyling (KRR) may be a small set-up by international standard. What amazes me is the way the business model of the company: one that focuses and 'wrapped' around services to humanity and environment.

I remembered reading an inspiration book that foretold: humanity should invest in investments and businesses that will cure the earth - the likes of top soil repair, waste disposal management and recycling, clean water resources etc. I often imagined that it may involved going to hard to find places, looking out for exotic businesses like these. Little did I realised that in Malaysia, a small company like KRR in Ipoh can become a true blue global beater.

It may not be too far fetched if I start to label KRR as a participant or key player in the 'petroleum industry'. Afterall, they should be known as 'petroleum resources recovery and recycling' business. Why? They are very efficient when it comes to recovering the waste plastic bags, and I am not talking about PET bottles which every other business is going after. I am talking about the humble waste plastic bags - yes the shopping bags. KRR had made a name for itself in a very short span of time in Ipoh. Today, they are a leader of plasting recovery, recyling and management.

It will not be long for a company like this to go global, I mean, once their efficiency out-process the waste plastics in the smaller towns. I remembered that cities like Karachi and Lahore are full of plastic waste strewn all along the roads and on empty fields. Perhaps one day the likes of KRR will have operations far beyond ASEAN into these markets. For the time being, the righ management will propel companies like KRR to uncharted heights: a kind of MNC focusing on plastic waste. KRR had just started going international, looking towards future presence in Maldives, Pakistan and Singapore for a start.

The investment into companies like is inexpensive. For USD 1 million, one can easily hold a substantial stake in KRR. In this busines, it is not money that counts. It is the kind of environment consciousness and service to humanity that matters, and money made is just a by-product, albeit a rewarding one that is!

A World Class University for Pakistan

How can a country with 150 million people do not have a single university that is within the 'top 100' ranking in the world?

I had the privileged to know Abdullah Dadabhoy for six years years now. His little outfit know as DIHE had grown into a respectable institution, with his first crop of graduating students convocating next year. We both shared a common sentiment, how Pakistan has got everything, and yet it has got nothing. I mean, what is happening to the talents? Where have they gone to? Everywhere! But not in Pakistan.

Abdullah Dadabhoy led a foundation that owns a piece of land in Hawkesbay - a full 250 acres which he gladly set aside for a university campus. Both of us agreed that if there is ever going to be a world class university in Pakistan, it will come from the private sector. It is no accident that DIHE is seeking recognition from Higher Education Commission of Pakistan to recognise it as one of the better institution in Pakistan.

It now seems odd to think how our relationship started. Two disparate parties from totally way out of the world got to meet, and shared a common vision. It was on 3 March 2001, when Pakistan was considered much more favourably then, before the September 11 crisis, that CommerceNet's task force spin-off, the Institute of E-Commerce (IOEC) signed a Memorandum of Understanding with Dadabhoy Foundation to work hand in hand with the foundation to assist in the growth of a forward looking institution, leading to a new university.

The foundation has just received their university charter from Sindh government and is working with IOEC to establish what will ultimately be known as Dadabhoy University at Hawkesbay, Karachi. IOEC was originally set to transfer the technical expertise, know-how, and experience in the field of Information Technology and teaching expertise in assisting the setting up of Dadabhoy University and will actively work on the curriculum development pertaining to the needs of 'new economy' sectors.

Dadabhoy Foundation was represented then by its Managing Trustee, Mr. Abdullah Dadabhoy. I was representing CommerceNet via its special IOEC task force then. We agreed that establishing Dadabhoy University on the 250 acres Hawkesbay land, owned by the foundation, may be the best thing that can happen to Pakistan. The project is to include the larger science park framework to be incorporated into the master planning.

It took us longer than expected. Trust indeed needs time to be formed, and work habits too needs to be synchronised. Abdullah was a busy man, and my scheduled is no help either. It was not until 2004 when we started seriously working on the core elements. I had outrightly criticised the original master plan for its amateurish and lackasaidal approach to university planning. I was surprised Abdullah took the criticism gentlemanly and agreed a total revamp for a world class university. Three full years after that stinging comment - the university campus was re-planned. We never looked back since. Each hurdle was taken with even greater positive stride.

Our bottom line is this: Pakistan needs a world class university. One that is ranked within 'top 100' in the world. And it will come from the private sector. Since we cannot lay our fate in the hands of others, we may as well do it ourselves. And do it right. If you intend to support a university for humanity, CommerceNet humbly suggests that you put your bet and efforts behind Dadabhoy University!