Name: 風險投資公司創始人：人工智能是全球性的--它不是保麗龍 (VC Founder: AI Is Global — And It’s Not a Bubble)
Uploaded: 2025-11-04T18:34:30.000Z
Duration: 39 min 47 s

基礎被動語態

This episode of beyond the Valley is sponsored by the Singapore Week of Innovation and Technology by Enterprise.

本集《Valley 之外》由 Enterprise 的新加坡創新科技週贊助播出。

情態副詞

Singapore investors are always on the hunt for the next big opportunity, especially when it comes to tech.

新加坡的投資者總是在尋找下一個大機會，尤其是在 tech 方面。

Over the past decade, an increasing amount of that attention has shifted toward Asia.

在過去十年裡，越來越多的關注點轉向了亞洲。

At the heart of this story is Singapore, a small city state that's become a major gateway for companies and investors looking to tap into Asia's booming tech market.

這個故事的核心是新加坡，一個小小的城市國家，已經成為許多公司和投資者進入亞洲蓬勃發展的科技市場的重要門戶。

But how did Singapore build this reputation and what makes it such a critical player in the global tech landscape?

但新加坡是如何建立起這個聲譽的？又是什麼讓它在全球科技格局中扮演如此關鍵的角色？

大家好，歡迎來到《Valley 之外》。

I'm Arjun Karpel and this is the third episode in a three part series exploring Singapore's rise as an Asian tech hub.

我是 Arjun Karpel，這是我們探討新加坡如何崛起成為亞洲科技中心三部曲系列的第三集。

From serving as a home to major investors to becoming a key outpost for the world's biggest tech firms, I'll unpack how Singapore has carved out its role in in an ever changing industry.

從成為眾多投資者的家園，到成為全球頂尖科技公司的重要據點，我將深入解析新加坡如何在不斷變化的行業中確立自己的角色。

My guest for this episode is a global tech investor based out of Singapore who's been in the city state for more than a decade, Magnus Grimlund, CEO of Antler.

本集的嘉賓是一位常駐新加坡的全球科技投資者，他在這個城市國家已待了十多年，他是 Antler 的執行長 Magnus Grimlund。

Magnus, thanks so much for joining me today.

Magnus，非常感謝你今天加入我們。

So Magnus, I just want to start with your experience in this region because you moved out here in around 2012 to and you co founded Zlora, this online fashion retailer.

Magnus，我想先從你在這個區域的經驗聊起，因為你大約在 2012 年搬到這裡，共同創辦了 Zlora 這家線上時尚零售商。

When you made that move, what excited you about the region?

當初你做出這個決定時，是什麼讓你對這個區域感到興奮？

For a while I've been wanting to build something and we saw this huge opportunity here where the e commerce customer experience was really bad.

我一直想做點什麼，我們看到這裡有巨大的機會，因為電子商務的客戶體驗真的很糟糕。

Like it was much worse than when I was in college a decade earlier.

就像比我十年前讀大學時還要差很多。

And on top of that, you're in an environment with 600, 700 million people, the fastest digitization the world has ever seen, the fastest middle class growth, very stably growing economies.

此外，你身處一個擁有六七億人口的環境，擁有世界上最快的數位化進程、最快的х中產階級成長，以及非常穩定成長的經濟體。

So, so you knew this was a huge opportunity.

所以，所以你知道這是一個巨大的機會。

So we left to set it up here and obviously we faced some challenges you wouldn't have in some other markets.

是以我們就搬來這裡設立，當然，我們也遇到了一些在其他市場可能不會遇到的挑戰。

You couldn't plug into an existing logistics network in the same way, payment systems and so on.

你無法像在其他地方一樣，直接接入現有的物流網絡、支付系統等等。

So there was a lot of infrastructure work on top of this billionaire e commerce business.

所以，除了這個數十億美元的電子商務業務之外，還有很多基礎建設的工作要做。

So from that experience, I mean, how has that shaped or helped you move into investing?

Vậy, từ kinh nghiệm đó, ý bạn là, nó đã định hình hoặc giúp bạn chuyển sang đầu tư như thế nào?

Well, so what was very exciting is that we sold the company back in 2015 to global fashion Group and as we went through that, a lot of the people we have worked with left to set up the next generation great businesses in the region.

嗯，令人興奮的是，我們在 2015 年將公司賣給了 global fashion Group，在這個過程中，我們許多共事的夥伴都離開去在這個區域創辦下一代的優秀企業。

So you have Nadeem and Kevin, you built Gojek $23 billion IPO out of Indonesia.

所以你有 Nadeem 和 Kevin，你們從印尼創辦了價值 230 億美元 IPO 的 Gojek。

They used to work for us, we had shopping.

他們以前是跟我們一起工作的，我們有 shopping。

Chris Fangebilt, Shopee used to be part of Solora, Stashaway, Lockgard, Ora Shopback.

Chris Fangebilt，Shopee 以前是 Solora 的一部分，Stashaway、Lockgard、Ora Shopback。

Like really great companies coming out of Zalora and on top of that across global Fashion Group.

像是從 Zalora 和 global fashion Group 裡出來的真正優秀公司。

We operated all over the world, in South America, in Europe, in the Middle east and other places.

我們在全球各地營運，包括南美洲、歐洲、中東等地。

And we saw the same thing there, like Tabby out of the Middle east which is one of the fast growing businesses there.

我們在那裡也看到了同樣的情況，像是來自中東的 Tabby，它是當地發展最快的企業之一。

Hosamara we built that used to be part of our team and and Faraz who runs Noon.

Hosamara，我們建立的公司，以前是我們團隊的一員，還有負責 Noon 的 Faraz。

So we had this tremendous access to amazing founders all over the world and saw two things really.

所以我們有機會接觸到全球各地很棒的創辦人，並且看到了兩件事。

A, there's this high concentration of talent in informally successful businesses and you see that everywhere.

A，在非正式成功的企業中，人才高度集中，這點到處可見。

像是 PayPal 的地圖就是個很好的例子。

Or you go to Stockholm with Spotify or you go to London with Revolut, wherever it might be.

或者你去到斯德哥爾摩有 Spotify，或是倫敦有 Revolut， wherever it might be。

And the other thing you saw is that innovation is becoming more decentralized, right?

另一件事是，創新正在變得更加分散化，對吧？

The concentration of innovation value creation in Silicon Valley has been reducing every year over the last decade.

過去十年來，矽谷在創新價值創造方面的集中度逐年降低。

And you know, when we started building Solora, I think there was 38 cities in the world that built a unicorn.

還有你知道的，當我們開始建立 Solora 的時候，我認為全球只有 38 個城市誕生了獨角獸公司。

We have access to great talent and we're like, hey, we were on the back founders in building great companies all over the world.

我們有機會接觸到很棒的人才，然後我們就想，嘿，我們在世界各地協助創辦很棒的公司。

And what was behind the decision to set up shop here for your investment firm Antler in Singapore?

那你們投資公司 Antler 決定在新加坡設立據點的背後原因是什麼呢？

Well, so first of all, Singapore is a great place to build out of, right?

嗯，首先，新加坡是個很棒的創業地點，對吧？

Regulatory is great, easy to set up companies to access capital, great place to access talent, great global connectivity.

法規很完善，容易設立公司、取得資金，也是個接觸人才的好地方，還有絕佳的全球連結性。

所以它本身就是個很棒的地方。

But we did evaluate or do we do this first in the U.S.

但我們確實評估過，或者說，我們要先在美國這麼做嗎？

我們要先在別的地方這麼做嗎？

But the added advantage was that I built my last company out of here.

不過，額外的優勢是，我之前的公司就是在這裡創立的。

So we knew the ecosystem here really, really well.

所以我們對這裡的生態系非常非常瞭解。

我們可以接觸到很棒的創辦人人才。

We knew the VCs was a great way to get going, but

我們知道創投是很棒的啟動方式，但是

But if you look at the global team, they sit all over the world, some are in the us, some in Europe, some are here.

但如果看看我們的全球團隊，他們遍佈世界各地，有些在美國，有些在歐洲，有些在這裡。

And we're now, you know, active in 27 locations globally.

而我們現在，你知道的，在全球 27 個據點都很活躍。

How would you assess the current ecosystem in Asia?

你會怎麼評估亞洲目前的生態系？

Because it's such a diverse set of countries right around the region.

因為這個區域有這麼多樣的國家。

And you know, you look at China and that's got its own internal ecosystem companies, VCs.

你知道的，看看中國，它有自己內部的生態系公司、創投。

And then you across kind of Southeast Asia.

So many different countries with different systems and so, so much fragmentation.

有這麼多不同的國家，有不同的系統，所以有非常非常多的碎片化。

So, so what, what, what is it like building a company here and investing here?

那麼，在這裡建立公司和投資，情況是怎麼樣的呢？

Well, so first of all, your observation I think is, is great and there are, that gives so many opportunities, right?

嗯，首先，你的觀察我認為很棒，而且這也帶來了這麼多機會，對吧？

In China you can really build anything like in, within certain technologies.

在中國，你真的可以在某些技術領域內建立任何東西。

They're, they're leading in the world right now.

You go to India, you, you know there's close to like a million engineers being educated every year.

你去印度，你知道每年有將近百萬的工程師在受教育。

Like it's the biggest pipeline of engineers in the world.

這就像是世界上最大的工程師人才庫。

Very fast growing, economy is stable, the public markets are becoming great.

經濟發展非常快速且穩定，公開市場也變得越來越好。

I think you had that process there where the first wave of tech companies were building mostly for India and now they're building for the world.

我認為你們經歷了這樣的過程，第一波的科技公司主要為印度而建，現在他們則為全世界而建。

You go to Japan where you have a very advanced economy where you can also build everything.

你去日本，那裡有非常先進的經濟體，你也可以在那裡建立任何東西。

Very liquid markets like the, the, the public markets there behave a little bit similar to what you see in the US you go to Korea where you have, you know, world leading companies being built across very different industries from, you know, Blackpink and Netflix shows to, you know, very advanced technology, shipbuilding and so on.

市場非常活躍，那裡的公開市場表現有點像你在美國看到的，你去韓國，那裡有來自不同行業的世界級公司，從 Blackpink 和 Netflix 節目，到非常先進的科技、造船等等。

And then in Southeast Asia you have very different places with very different type of talent, right?

然後在東南亞，有許多不同的地方，擁有非常不同類型的人才，對吧？

Like in Vietnam you have a tremendous amount of tech talent.

像在越南，就有非常大量的科技人才。

In the Philippines you have a convent culture which is very close to the US In Malaysia you can attract incredible talent in the same way as you can here in Singapore.

在菲律賓，你有非常貼近美國的文化，在馬來西亞，你可以像在這裡新加坡一樣吸引到驚人的優秀人才。

Obviously it's one of the most favorable kind of business environments in the world, right?

顯然，這是世界上最有利的商業環境之一，對吧？

So you have this plethora of opportunities.

So I think if you want to build here in the region, you got to kind of acknowledge that and take advantage of those different strengths, right?

所以我想，如果你想在這個區域發展，你得承認這一點，並利用這些不同的優勢，對吧？

So for example, we built Selora, we set up our tech team in Vietnam, we set up the headquarter here.

所以舉例來說，我們創辦 Selora，我們在越南設立了我們的 tech team，總部設在這裡。

You had a big part of the team in Malaysia, a big part of the team in the Philippines.

你們的團隊有很大一部分在馬來西亞，也有一大部分在菲律賓。

And you use this differences as an advantage.

Now the tricky part is obviously the cultures are different all across, right?

現在比較棘手的部分是，顯然各地的文化都不同，對吧？

So it's a little bit more difficult than just launching into big US market.

所以這比直接進入美國大市場要稍微困難一些。

But those issues we have in Europe as well, right, like the culture in France, the way you buy things and the way you brand things and also regulation is different than in Germany and so on.

不過歐洲也有類似的狀況，對吧？像是法國的文化、你們的購物方式、品牌行銷方式，還有法規都跟德國不一樣等等。

但在亞洲，你也會看到類似的情況，對吧？

So when we built it was more fragmented, like we had to have a Quite tailored operation to each country.

所以我們剛開始建立業務時，情況比較零散，我們必須針對每個國家進行量身打造的營運。

Now you can, you can more and more kind of access all of Asia as one market when it comes to certain things because regulation is getting unified and there are, you know, a lot of cooperation between the governments.

現在你可以，你可以越來越多地將整個亞洲視為一個市場，尤其是在某些方面，因為法規正在統一，而且政府之間也有很多合作。

So I think that we're entering into a really, really interesting time here in the region where, you know, within some technologies, for probably the first time in a long time, the leading companies are coming out of here on top of obviously accessing a market which is the fastest growing in the world with, you know, if you can include India and China, it's, you know, half of the world's population.

所以我認為我們正進入一個非常非常有趣的時期，在這個區域，你知道的，在某些科技領域，可能是很長一段時間以來第一次，領先的公司正出自這裡，而且顯然也進入了世界上成長最快的市場，你知道的，如果包含印度和中國，那就是全球一半的人口。

I'm going to exclude China for a moment out of my next question because, you know, I know that the founders there are instantly have a go global mindset and they want to be global companies.

我接下來的問題暫時會排除中國，因為我知道那裡的創辦人天生就有一種全球化的思維，他們想成為全球性的公司。

But for other founders in the region, are they beginning companies with that mindset as well to go global, given, you know, already Asia is a big market if you put all the countries combined.

但是對於這個區域的其他創辦人來說，他們在創立公司時是否也有這種走向全球的思維呢？畢竟，你知道的，如果把所有亞洲國家加起來，亞洲本身就是一個很大的市場了。

字幕列表影片播放

風險投資公司創始人：人工智能是全球性的--它不是保麗龍 (VC Founder: AI Is Global — And It’s Not a Bubble)

episode

incredible

mindset

insane