Splore
Future of Fund Management with Technology (SFF 2024 fireside)
Singapore FinTech Festival
Fireside chat speaker
Work · Menyala → Splore · account updated 12 October 2026
Splore.
From venture-studio exploration to an AI business: aligning investment decisions, functional leaders and product delivery.
Previously: Splore, CEO & Director, February 2023–2025 (project kickoff November 2022); Menyala, Resident Builder, August 2022–January 2023.
The business problem
A new AI venture has to turn an opportunity into a product and a business. The decisions span investment, customer needs, technology and the organisation that will carry the work.
The leadership decisions
The leadership problem I worked on was connecting those decisions: a clear venture direction, senior stakeholder alignment and functional heads who could own delivery. The account below is my retrospective, rather than a third-party case study.
The team and delivery
I led functional heads across technology, product, AI/ML and MLOps, and sales. This work combined the venture-studio stage with the responsibilities of operating Splore as CEO.
Outcomes and evidence
Menyala: Resident Builder at Temasek’s venture studio. I took Splore from project kickoff to greenlight in about four months, aligning senior studio and investment stakeholders. Splore became Menyala’s first exit; customers, product, IP and part of the team moved to Model ML.
Splore: I led functional heads for technology, product, AI/ML and MLOps, and sales. The technology group had 10 engineers; the product lead managed two product managers and a designer, and the AI group had two engineers. Recurring revenue per client grew fourfold.
What I take from the work
A venture’s progress depends on how business, product and technical decisions meet. I now distinguish the work I lead with teams from the independent systems I build to test ideas.