Navigating Southeast Asia: Jeremy Au on Building, Investing, and Career Pivots - E720
episode
BRAVE Southeast Asia Tech: Singapore, Indonesia, Vietnam, Philippines, Thailand & Malaysia Startups, Founders & Venture Capital VC (English)
54 min
1 speaker
8 chapters
transcribed 20 days ago
Transcript
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Transcript generated automatically by AI and may contain errors.
What motivated Jeremy to move between founder, VC, and operator roles?
Edric here, producer from Brave. First off, if you've been following the Brave Podcast, thank you so much for your support. And if it's your first time tuning in, please check out our latest episodes on YouTube, Spotify, Apple Podcasts. Or simply head over to our website, BraveC.com. Now, Jeremy was recently a guest on Rohit Malhotra's show, Lifestyle Mastery, to talk about the moves between Founder, VC and operator and what he's actually learned from each seat. We thought you'd enjoy this particular episode. So two of the points that you should be listening for in this uh podcast would be Rowhit on why syndicate leads who haven't returned capital are now piling into OpenAI and Anthropic Secondaries, and Jeremy on why Angel Investic is an Olympic level race, not a pass-fail test.
You know, they cover three things every founder has to get right. The product. The team and the business. The Southeast Asia story that isn't being told at ground level. Why coaching someone and investing in someone are two completely different prisms and much more. So please support our friend Rohit, head over to the Lifestyle Mastery and give him a follow. And let us know what you thought about the episode in the comments. And please enjoy.
Awesome. You know, uh Jeremy, you you you you've had a very interesting journey. You've you founded uh Kosikin, uh then you became a VC at Pongxel, uh and then you uh went back as an operator um as a CO of Lu of Lucent and now you've taken a the CO seat. So what pulled you back into the operator chair each time and why are you uh you know back in the CO role?
How does Jeremy define the three essentials every founder must get right?
So life is uh you know really about, you know, what you build and who you do it with. And I think that's really what has always inspired me. I've always been in a builder role. Um, you know, whether it was at Bain and consulting, very much you know, learning uh the basics and foundations. So, you know, at that point I was just uh building slide decks, I guess, uh and analysis models. But since then, you know, I've always been drawn to places where I can build um and really be surrounded by a great culture of folks and I think even at Bain as a management consultant, there was an incredible caliber team um that you get to be part of. And I I've been um really um lucky to be able to be part of so many uh teams in terms of startups and building culture.
Um and, you know, for the rules that you mentioned, uh, you know, when I was um A founder for education tech startup, you know, that grew from pre C to C to C Res A. Whether it was uh you know building uh at Lucent's right as the chief operating officer and growing that out, whether it was a VC and chief of staff um for Amongstoo Ventures, which was a series A VC fund and helping them grow and build um a lot of the internal systems and tools, but also investing as well. I think all of these were from my perspective, all had the opportunity and the similarities of getting to build. build uh and do it with um great people of great culture. Very interesting. And um and y you built Kosik in um during uh our days, uh before it got acquired.
So what did founder Choni teach you um that I investors seed could not, you know, uh what were some of the learnings back then? I think that Building companies are really hard. Um, I think they're really, really, really, really hard. And um I think that there is a difference between I think building a product, um, building a team and building a business. Um and those three things, um, when you, you know. Fire on all cylinders on all three of those. I think that's when um, you know, something uh larger than itself gets to build and compound. Um, so I think for me, zooming out of looking at all of the various companies that I've been part of, um, I think obviously startup building a product, right? Um, and that's gonna be about
Do people want to buy it? Right. And will people pay money for it? And Um, I think it's shocking how many companies and founders actually never really solve this issue, right? Because, you know, it's not just uh
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Chapters
8 chapters
1
What motivated Jeremy to move between founder, VC, and operator roles?
0:00–1:45
2
How does Jeremy define the three essentials every founder must get right?
1:45–4:54
3
What challenges and lessons emerged while scaling a US clinic group into Asia?
4:54–10:54
4
Why is the Southeast Asia startup story still under‑reported at the ground level?
10:54–15:18
5
Why does Jeremy compare angel investing to an Olympic‑level race?
15:18–19:47
6
How do coaching and investing differ, and why does it matter for founders?
19:47–24:45
7
What two‑by‑two framework does Jeremy use to advise emerging VCs with no returns?
24:45–29:06
8
What is the ‘comfort crisis’ and why is the 2 % idea important for high‑performing teams?
29:06–54:49
Speakers
1 identifiedMore from BRAVE Southeast Asia Tech: Singapore, Indonesia, Vietnam, Philippines, Thailand & Malaysia Startups, Founders & Venture Capital VC (English)
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