VALLARIS

VALLARIS VALLARIS™ Helps Investors Multiply FastWealth™ Through Mergers & Acquisitions. VALLARIS™ helps investors Multiply FastWealth™ Through Mergers & Acquisitions.

Businesses work with us to discover new paths to extraordinary wealth through mergers & acquisitions. "Siong Yoong and the team have been invaluable partners. I am happy to announce that we had a smooth and successful listing that raised HKD 46.5 million!"

- Dr. Alan Tan Cher Sen, Director | Republic Healthcare Holdings Pte. Ltd. Looking to raise capital? Please fill out this form. I'd love to get in touch if you qualify. https://lnkd.in/gb8rqrjd

Every founder asks "What's my valuation?" first.Wrong question.You own 20% of the company. That doesn't mean you get 20%...
18/08/2026

Every founder asks "What's my valuation?" first.

Wrong question.

You own 20% of the company. That doesn't mean you get 20% of the exit.

Liquidation preference sits ahead of you in the waterfall. So does participating preferred. Each clause negotiated in a room you weren't powerful enough to be in yet.

$10M exit. $8M eaten by 1x participating preferred. You expected $2M. You got $0.

The cap table doesn't lie. The term sheet does.

Read the liquidation waterfall before you sign.

You don't lose at the exit. You lose at the term sheet, three years earlier.

If investors have stopped leaning in, it's not because you've run out of opportunities.It's because you've delayed too m...
14/08/2026

If investors have stopped leaning in, it's not because you've run out of opportunities.

It's because you've delayed too many hard decisions.

Founders rarely wake up one day and make a terrible decision.

Instead, they postpone one.

Then another.

The underperforming leader gets one more quarter.

The pricing change gets pushed to next month.

The enterprise customer gets another custom feature.

The new market waits until "things settle down."

None of these decisions feels expensive in the moment.

Together, they slowly chip away at your fundability.

Because investors don't just fund the business in front of them.

They fund the quality of the decisions that built it.

The founders who consistently raise capital don't postpone difficult operating decisions.

They do what it takes to pass an investor's checklist instead of providing an excuse.

Three reminders for founders:

- Every delayed decision has a hidden cost.
- Every priority you refuse to kill weakens the business investors are evaluating.
- Speed of conviction is one of the strongest signals of founder quality.

AI hasn't just changed how businesses operate.It has changed how customers make decisions.They research before they reac...
11/08/2026

AI hasn't just changed how businesses operate.

It has changed how customers make decisions.

They research before they reach out.

Compare before they book a demo.

Ask AI before they ask your sales team.

Yet many companies are still investing in the same playbook that worked five years ago.

Longer demos.

More outbound.

Meanwhile, the buying journey has already moved on.

Three questions every CEO should ask:

- Which part of our buying journey has AI made unnecessary?

- If a customer starts researching today, do they find us first or our competitors?

- Are we making it easier to sell, or easier to buy?

Wishing Singapore a Happy 61st Birthday!
09/08/2026

Wishing Singapore a Happy 61st Birthday!

One number tells me how sophisticated a founder is at fundraising.Months of runway.Not ARR.Not valuation.Not the size of...
06/08/2026

One number tells me how sophisticated a founder is at fundraising.

Months of runway.

Not ARR.

Not valuation.

Not the size of the last round.

Runway.

More than 24 months?

You probably raised too much at too low a valuation.

Less than 6 months?

You waited too long and lost leverage.

Fundraising is a full-time job.

The best founders don't start raising when they need money.

They start raising while they still have options.

That is why I like founders who stay between 6 and 24 months of runway.

Enough time to run a competitive process.

Enough urgency to stay disciplined.

Capital is cheapest when you don't desperately need it.

Three reminders for founders:

- Raise before you have to.

- Never raise for more than 24 months of runway.

- Never let your runway fall below 6 months.

The number of months left in your bank account says more about your fundraising discipline than most pitch decks ever will.

It used to take 12-18 months from cold introduction to first cheque.Cold intro, conference hallway, a network built a de...
03/08/2026

It used to take 12-18 months from cold introduction to first cheque.

Cold intro, conference hallway, a network built a decade ago, then wait around for the right investor to walk through the door.

It takes much less time now.

Founders can now blast a hundred investors with one AI-written email that's personalized at scale.

So now every inbox looks like a warm intro.

The one thing that used to separate a serious founder from someone spraying and praying? Gone.

The good founders don't need your network either.

They're getting found through data now, hiring patterns, usage growth, cap table changes, all visible before they ever pick up the phone.

Relationship sourcing worked when information was scarce. Knowing the right person was the edge.

That's gone. Information is everywhere now, so the edge belongs to whoever can act on it fastest.

A few things I'd actually change:

1. Stop treating your network as the whole system. It's still good for trust and for diligence. It's just not where you find the deal first anymore.

2. Find a way to see signal before it goes public. Hiring velocity, product usage, funding chatter, most of it is trackable before anyone pitches you.

3. Push qualification earlier. If you're still waiting on the warm intro, someone already built the pipeline that flagged this founder months ago.

I don't think relationships stop mattering. They stop being the first thing that matters.

Your customers may never visit your website again.For the last 20 years, the customer journey looked like this:Search.Cl...
03/08/2026

Your customers may never visit your website again.

For the last 20 years, the customer journey looked like this:

Search.
Click.
Browse.
Buy.

Most businesses were built around winning those clicks.

Better SEO.

More content.

More website traffic.

AI is quietly changing that.

Today, a customer can ask:

"Who are the best M&A advisors for manufacturing companies?"

Or:

"Which accounting software should a startup use?"

And get an answer without opening ten tabs.

Without reading your blog.

Without even knowing your company exists.

The customer journey is becoming:

Ask.
Receive.
Decide.

Distribution is being rewritten.

If customers stop searching and start asking, your website matters less.

Your reputation matters more.

Your authority matters more.

Your ability to be recommended matters more.

The businesses that win in the AI era won't necessarily be the ones with the most traffic.

They'll be the ones that become the obvious answer.

Three lessons:

1. Discovery is changing.
Customers are moving from search engines to answer engines.

2. Traffic is becoming less valuable.
Being recommended is becoming more valuable.

3. Brand is being redefined.
In an AI world, a strong brand is simply a company that gets mentioned when nobody is looking at websites.

The question is no longer:

"How do customers find us?"

It's:

Will AI mention us when customers ask?

How intelligent founders negotiate SAFE agreement floor and cap in their agreement?Nobody explains what a non-priced rou...
30/07/2026

How intelligent founders negotiate SAFE agreement floor and cap in their agreement?

Nobody explains what a non-priced round actually does to your cap table.

A non-priced round doesn't skip the valuation conversation. It just delays it.

Two numbers decide how it plays out: the floor and the cap.

The floor is the lowest price your shares can convert at.

It protects the investor if your company's value drops before the next round. They still get shares at that price, no matter how bad things get.

The cap is the highest valuation your shares can convert at, even if your next round prices you way above it.

It protects the investor from missing out on your upside.

You raise at 50 Million. Their cap says 10 Million. They convert as if your company was only ever worth 10 Million.

Set the cap too low, and you've handed away tomorrow's upside at today's price.

Miss the floor, and you don't notice your downside protection was one sided from day one.

Best practices before you sign:

1. Model conversion at the cap, not at your hoped for valuation. That's the number that actually plays out if you succeed.

2. Track every non-priced instrument you stack. Each one carries its own floor and cap, and they all convert together at your next priced round.

3. Negotiate the cap like it's a valuation, because it is one. You just won't feel the impact until later.

Some businesses run out of opportunities.Many run out of focus.Every new product feels like growth.Until it steals resou...
29/07/2026

Some businesses run out of opportunities.
Many run out of focus.

Every new product feels like growth.
Until it steals resources from the one that actually compounds.

Lego wasn't saved by innovation.
It was saved by ruthless focus.

Growth isn't just about what you build.
It's also about what you choose to kill.

The customers growing your revenue may be destroying your business.I once looked at a company that had doubled its reven...
27/07/2026

The customers growing your revenue may be destroying your business.

I once looked at a company that had doubled its revenue in three years.

Impressive on paper.

Until we realised a small group of customers generated almost all the profit.

The rest generated most of the complexity.

Custom features.

Constant negotiations.

Endless support.

The founder had optimised for revenue.

Not for quality of revenue.

Three lessons:

1. Not all revenue is equal.
Some customers add profit. Others add complexity.

2. Customers shape your company.
Every "yes" pulls your business in a certain direction.

3. Growth is sometimes subtraction.
The right customers matter more than more customers.

Address

Marina Bay Financial Centre Tower 1, #11-01, 8 Marina Boulevard
Singapore
018981

Opening Hours

Monday 08:30 - 17:30
Tuesday 08:30 - 17:30
Wednesday 08:30 - 17:30
Thursday 08:30 - 17:30
Friday 08:30 - 17:30

Telephone

+6598204808

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