Chief Change Officer - #299 Chris Quek: Building the Next Gen, Starting With His Own

Episode Date: April 14, 2025

Chris Quek isn’t just building startups—he’s building a generation. In this second half of his story, he shares how selling his inheritance became the launchpad for Thrive, a VC firm that invests in Southeast Asia’s overlooked next-gen entrepreneurs. From structuring value-aligned startups to teaching his kids the principles behind technology, Chris shows how legacy isn’t something you receive—it’s something you design. For Gen Xers navigating intergenerational tension, personal ambition, and regional impact, this episode delivers both hard-won wisdom and a hopeful blueprint.>>From Closure to Creation“I didn’t inherit a business—I shut it down.”Chris shares the emotional closure with his father, the sale of the family factory, and how he turned personal loss into a new professional beginning.>>Southeast Asia’s Family Business Wake-Up Call“We raised a generation of lawyers and bankers—but who’s left to run the businesses?”He explains how Singapore’s success came at a cost: the erosion of entrepreneurial drive—and why he’s now building the bridge back.>>Designing a VC That Feeds the Ecosystem“Our investors are second-gen family owners. Our startups solve their problems.”Chris outlines Thrive’s unique model: a purpose-built flywheel that connects capital, tech, and legacy businesses in Southeast Asia.>>Capital with a Conscience“We backed a ride-hailing company where drivers take home 40% more pay.”From AgriMax to Tata, Chris shares examples of startups Thrive has funded that combine profitability with real, human impact.>>Fatherhood, Values, and the Next Next Gen“I don’t teach my kids my methods—I teach them my values.”Chris opens up about parenting three children under 13, mentoring with intention, and why good values—not rigid playbooks—are what truly last._____________________Connect with us:Host: Vince Chan | Guest: Christopher Quek  --Chief Change Officer--Change Ambitiously. Outgrow Yourself.Open a World of Expansive Human Intelligencefor Transformation Gurus, Black Sheep,Unsung Visionaries & Bold Hearts.12 Million+ All-Time Downloads.Reaching 80+ Countries Daily.Global Top 3% Podcast.Top 10 US Business.Top 1 US Careers.>>>140,000+ are outgrowing. Act Today.<<<

Hi, everyone. Welcome to our show, Chief Change Officer. I'm Vince Chen, your ambitious human host. Our show is a modernist community for change progressives in organizational and human transformation from around the world. In this episode and the last, I'm talking to Christopher Kwak, a third generation member of a well-established family business in Singapore. Against his father's expectations, he left the family business and his home country to pursue entrepreneurship in Malaysia, where he became an e-commerce entrepreneur. Upon returning to Singapore, he sold his inheritance to raise the set-up capital

for his venture capital firm. Chris wants to be his own man. We've explored his journey of transformation in two parts. The last episode focused on his pursuit of his own identity, his desires, his actions, the why and the how. In this episode, we'll dive into his work as a VC investor, building up the entrepreneurial ecosystem in Singapore and Southeast Asia. We'll discuss the legacy he hopes to create for his country and the region. And we'll talk about his expectations for his children as a father at age 46. I recall you wrote an article titled, Is Singapore Still Relevant After 50 Years?

Here's an Entrepreneurial View. So you returned to Singapore after Malaysia built up the startup ecosystem and founded your venture capital house. Could you share with us your experience during this time? Yeah, so it was quite an interesting season in 2015 where Singapore celebrated its 50th birthday as a nation. And it somehow triggered me a lot about how Singapore was evolving itself. Singapore evolved to solve all the necessity where it built a whole nation, a workforce of engineers,

scientists, bankers, lawyers, doctors, specialists, if you want to call it. You name it, they are there. But what actually happened was we started losing a whole generation of entrepreneurs. When I did just back up envelope, just checking around with people, next-gen families, I found that they're very successful entrepreneurs, had children who are doctors or lawyers or bankers. And I was like, then who's going to take over your business? And they themselves had no clue.

And one of the biggest challenge that Singapore is going to face is the lack of entrepreneurship, if I might say. Entrepreneurship drives economic activity. Entrepreneurs are the ones that pull resources together and generate that economic activity. When you look at Singapore many years ago, when it was founded in 1819, it was the merchants that plied the trade and entrepreneurial trading was the biggest thing.

A lot of merchants were there, a lot of entrepreneurs were there with generating economic activity. And my personal fear was that if you don't actually infuse Singapore with a continual breed of entrepreneurs, that would spell trouble for the country down the road, where you will have to start to give your economic privilege, authority over to the giant MNCs, which were hiring all the people. And I felt that was a personal motivation on my side that could we actually build a

whole group of entrepreneurs. And that was the original intent. And very interestingly, now that I've looked at it 11 years, it's evolved to a whole generation of entrepreneurs across Southeast Asia. And why did I decide to expand that whole vision? Was because when I looked at how India and China were developed, they developed really fast. They had really skilled entrepreneurs to really build their economies up.

But here in Southeast Asia, it's a little bit more complicated. It's not homogeneous, the first thing that we know. Ten nations, very diverse groups of ethnicities, and it was very fragmented. And one of the biggest, very interesting points that I like to note, resonates a lot to me as a next-gen family business owner was 92% of all businesses in Southeast Asia are family-run businesses. From your micro SMEs, people who are one-man, two-man show, to your Bitcoin grommets like your CP group, your ally-ers, your Samporn suppliers and all that. And I realized that it is really essential is to understand the DNA of the entrepreneurs,

which are mainly the next generation of entrepreneurs. And to really expand on that vision, to really incorporate them as part of this whole regional vision, as I call it, where we are starting to, in how I say, mentor, guide, build up this next-gen entrepreneurs with the latest technologies, the latest kind of mindset, and to really make sure that they have a certain set of very good values that they can follow, for example, the ESG value set,

that will really change the way that Southeast Asia is being developed. So I think this is just a little bit of a personal want that I really want to see in my vision down the road is like a whole group of next-generation entrepreneurs running together side by side with me helping each other out, whether they are from Malaysia, Indonesia, Thailand, or Philippines, and sharing best practices so that businesses start to grow and they can make a very positive impact

back to the people of Southeast Asia. I read in your presentation that 92% of businesses in Southeast Asia are family-run. I'd like to dig deeper into the unique challenges these next-gen family business owners face. Could you explain a bit more, especially for listeners who may not be from this part of the world or who don't have experience with family businesses? I think it would be helpful for us to understand the specific challenges because some people might assume, oh they all have money so what's the situation? What are the real challenges they face?

If I may just do a small comparison where against Europe versus Southeast Asia, they got quite a challenges they face. or run, if I have to put that into contact. And Europe is what I call a very established and developed way of intergenerational family businesses. A number of them have reached maybe six to seven generations by now. Some of them, like the Vinayak families, are 14 generations. But when you look back here into Southeast Asia, it is still very young. At most, like the Indonesians, it has moved down to the fourth generation. And the context here that you will see is that the next-gen business owners are having very different challenges from that of their parents.

And the unfortunate thing is that the parents are also very new as entrepreneurs. The evolution of how family businesses are in Southeast Asia versus Europe is still very nascent at this point. So what are the very interesting challenges? I actually have a network of over 300 family business owners across Southeast Asia. And there's a way these common themes that start first. Number one, how do I talk to my parents? How do I have a good working relationship with my parents and a family relationship back at home?

Number two, I don't like the way that my parents are doing things and I need to transform this business. How do I convince my parents I can transform this business well? And what do I do next to transform this business to make sure that it survives and is in tune with the current trends and interests? And so it leads down to what I'm doing right now as a venture capitalist at Thrice. And basically for us, our goal is to be that bridge between family businesses and technology startups with very good solutions and to actually add on these technology solutions into

the family businesses. So I'm actually, if you put it this way, we're creating a little interesting ecosystem where TRIVE is really invested by the family businesses. It is for the family businesses because the startups that we bring in, the technologies that bring in, are being integrated into the families operations itself. I just a little bit of that, that elements that we are seeing here is that we, I really understand the challenges that these next gens are facing. We do number one, the solution, which is of course the technical solutions, getting the startups to support them.

But the next step that we also get involved with them is also counseling them, advising them and showing them best practices of how other next-gen do it. When I look at your business model for Trith as a VC, it strikes me as quite smart. There are tons of VCs out there, but as I prepared for this interview and read about your approach, I realized how clever it is. So for those who may not be familiar with how venture capital works. VCs don't just invest their own money. They also raise money from investors, and then as fiduciaries, managing that pool of money by investing in high-growth potential businesses. The objective is for these businesses to succeed, generate returns, and provide profits back

to the investors. What stands out about your model, Chris, is that you've built a strong network with the next generation of family business owners. These individuals have capital, and you are able to raise money from them. They don't have to commit a massive amount of money. Perhaps each might allocate a million dollars or so, maybe even low seven-figure sum. But with the right scale, even a half-million dollar check could add up significantly as limited partners in your fund. Your fund has deployed about $40 million so far,

investing in technologies with next-gen solutions that could be highly relevant to these family businesses. This creates a cycle of synergy. You raise funds, invest in technology, and these technologies can in turn serve as solutions for the businesses of your investors. It's a cycle that keeps the entire engine moving along smoothly, allowing you to continue raising funds and investing in technology that benefits everyone involved.

I must say the whole setup makes a lot of sense to me. Thank you very much for a full big endorsing. This model, Vince. It speaks a lot of weight when you share that with me and it helps to affirm that what we're doing is right. In fact, I would have to admit to you that while that is our major goal, is to build this whole ecosystem of next gen, we also have a little bit of our fun where we get to pick on kind of pet projects that we want to get very deeply involved. I have been really fortunate

to have this opportunity to invest in this company called TADA, which is the third largest ride-hailing in Southeast Asia. Think of your Uber, think of your Grab. Tata is number three across Southeast Asia and it's highly profitable. But the reason why we went in wasn't because it was just profitable. We went in because we wanted a positive impact to humans and we found that also resonated with a lot of next-gen business owners who were educated in the Western War and they wanted to make sure that there's a little bit more shunt in their businesses. And we had a number of investors that came in to support this particular investment, K-Link. And the reason why we love this one was that driver, that a partner driver that is part of TADA earns 1.4 times more than its competitors

when they use the TADA platform. And that's because TADA platform does not charge any commissions to the drivers. I guess this is just something that we felt really good that we're making a difference to humans. The average person in Southeast Asia who is driving their main occupation is about private right-hailing. And knowing that they are taking back 1.4 times more back home by supporting their families,

it was something that I felt was really important. It found actually extra meaning to me. Not to say that our current main agenda is not delivering also the outcomes that we're expecting. But this is just a really interesting story that I wanted to share that I feel very happy to note that despite earning less revenue, we're still so highly profitable.

And it just speaks a little bit about the nimbleness of some of the startups that we invested in. We also have another example where we integrated a technology into, one of our startup technologies into a family business. So basically we have another company called AgriMax. It helps to increase crop yields by 20 to 60%. And that means that if you are a farmer, with the same amount of time and effort, you get 20 to 60 percent more food supply. Of

course, the story of food security, fantastic. Check off that list, that's great. But I think the other great thing was that there was this particular family business that took on AgriMax technology as a client and they started seeing more and more produce and because of the produce that they have, they decided that they don't need to charge too high a fee to the next stage of consumers or to your wholesale distributors and that kind of pricing, lowered pricing, helped to really make things a little bit more affordable. Especially for this family business, they operate in a very large

nation in Southeast Asia. And they decided that they will sell at a lower price of all their food produced to a certain much poorer province, if I would say. And because of the technology that AgriMax gave it to them by helping them to increase those crop yields, it's totally taught people in that society that they could actually put more food on the table because their produce has decided to become slightly cheaper. I'm just giving a little bit of some of the very interesting things

that we did not expect. We more or less knew that, okay, AgriMax we invest is because you're going to see more increase in crop use, better food supplies, everyone gets to have food on the table. That's great. But what we didn't realize that what this family business did was that it took that technology, have more food, more quantity and decided to sell it cheaper to a poorer province where those villagers were now able to obtain more quantity of food for their families. So I think that was a little bit of a very interesting heartwarming

stories that we see on and off here and there And the best part about it, we're making money as well. It's not that we are not doing well, we're making money. It's just that we have made things more efficient to the way that society works in Southeast Asia. And yeah, I think that was just some of the very interesting anecdotes that we've been going through our venture capital journey, not just investing in the company, not just helping them grow, commercialize the business,

talking to the family businesses to become client, but really reaching the end consumer. Realizing that impact that we gave to the end consumer is something so significantly different now. We didn't realize that kind of ripple down effect would have been so much bigger than we thought it was. In fact, we are talking to a second gen family where this person is just transforming

his whole family business towards FMCG's brand. And I can't say too much yet, but when it comes, I will definitely announce that. And it's really exciting to see Southeast Asia is not only being supported by Southeast Asia entrepreneurs, but you're getting international entrepreneurs deciding to say that Southeast Asia is a great market. I'm going to try to do something about it. I'm trying to make a change in the way Southeast Asia operates.

And it's always for the better. It's exciting to me to know that we are starting to embrace companies even as far as going out of Southeast Asia. And I always feel that there are going to be very interesting dynamics as we engage more of these second gens that's coming out from other parts of outside of Southeast Asia. And I already can say is that there are diversity of views, the diversity of mindsets, are just going to improve things better. And they're going to be sharing a lot of best practices

over to the next generation business owners here in Southeast Asia. And I think that really excites me where you get two of them together, they have a conversation and person A teaches person B what he has been doing and person B says, I'm going to bring this back over to my family business to endorse. To apply it, to work on it and see the improvement.

So it's exciting to see that kind of a network effect that we are seeing not just for our startups, but the next gens who are entrepreneurs themselves. They are also somewhat in the sense a pseudo kind of startup founders themselves, trying to transform a business to become something very vastly different. Yeah, I think that's the really exciting thing about being an entrepreneur and also supporting entrepreneurs because you are just happily living in your own world,

coming up with new ideas, brainstorming to find the best solution. I think that really is something that excites me a lot. You've accomplished a lot over the years. I'm curious, how does your father see your growth and development? Looking back, you did not follow the path he expected.

And over years, you've gone through many changes. If I heard you correctly, you even sold your inheritance to start Triath and raise the capital to build the fund. If I were in your father's shoes, how would I feel seeing my son try out so many different things and achieve so much? Well still striving for more. Had he said anything to you about your journey so far? How does your family view your transformation?

When you talk to fellow next-gen business owners, there is a lot of emotions that will come out of where we describe this whole relationship with our parents. It's complex because it's personal and it's business at the same time, right? I wanted to also point out, in a very interesting way, I left, when I left the whole business, it was a point that it took many years for my father to really accept who I was,

being an entrepreneur in my own right, but not taking on his legacy. And it was a close ending where he's currently now in a morgue's retired mode and he decided to sell off that particular factory that I was there 20 years ago and they finally have sold it So I think that was a bit of a closure So if you ever tell me that

Oh, you can always rely on going back to your family business I will tell you that's not possible because I forced that door to be closed because he didn't have another person to take over that business. It was quite an emotional turmoil. In fact, during my days when I was in Malaysia, because I will come back over the weekend and my father and I would not see eye to eye on a lot of things. And I would try to share with him about what I'm doing at e-commerce, but he didn't believe in it. But one of the really important things that I was very fortunate, I was very blessed, was that he still supported. In fact, when I sold my inheritance,

my mom came to him and said that, your son wants to do his own thing. Are you going to block him or are you going to support him? And in fact, my dad got my family friend, he introduced him, our family friend to come and support me and that without that support initially, I don't think I had enough funding to start off my investments in a tribe. So if you look at it, at the whole thing, my father has been a mentor, but he has also been a very difficult traditional Asian man, Asian patriarch with that

iron fist. And one thing I realized because of my self-development, because of even doing extra self-enrichment courses by taking a CAIA and a CFA at the same time, I found myself becoming more useful. And to the point that when he now talks to me about the side businesses that he's doing, he's asking me as his advisor, and no longer as the son where he looks down on. Because that is actually very typical of Asian generation

kind of businesses, families. You will see that parents will naturally always think that they are naturally more experienced, they're smarter. But I've seen this radical change in my father. And I realized that if I didn't go out on my own, worked on my own, he would have never given me that respect. And I went back to my friend,

my high school friend, I told him about it, and he told me, I think you truly found what you were looking for, which is endorsement from your own father. And I think that is really a lot of next-gen, sometimes where people think that they have, they think they have really a lot of next-gen. Sometimes where people think that they have done a lot, but they always crave for the approval of their parents. And so I think I went through that.

I was craving for the approval of my father, and he doesn't say it, he's never expressed it. But the point that really comes to me and ask me for my network, for my advice, I know that there has been a significant change of acceptance and the way he perceives me. I can definitely resonate with the Chinese mindset and culture you mentioned earlier.

A lot of my friends grew up to become doctors, lawyers or accountants. Those expected professional paths. I'm actually a trained accountant. That was my first job. But over time, I changed directions. While I don't have your kind of family background, my parents also had expectations for me.

At some point, I made certain moves to fulfill those expectations. But eventually, I broke free from them. I can really relate to that desire to break free, the persistence it takes, and the actions required to make it happen. The tagline for this show is Make Change Ambitiously, which is all about building your own legacy and creating your own path rather than following a standard playbook. In your story and journey so far, I see those elements very clearly. I'm sure your father, your friends, and everyone who has supported you along the way, see it too.

Thank you for really subtly summarizing that in just a short sentence. Really, it does speak into my life. So really thank you, Vince, for saying that. It's been 26 years in the making. So I still believe that I'm evolving. I'm still learning more in terms of understanding my identity. And if I might put it, enjoying the journey as I go along.

I think that a lot of, I know it's a bit cliche, it's about enjoying the journey, not the end goal. It's just about enjoying the journey and I think for me that is what I am relishing at this moment. I wouldn't say that life is a bit of roses. I, while I may have described everything, it sounds like it was really sweet. There were a lot of massive challenges and running your own business, running other startups, just helping other startups run businesses. There are very high chances of failure.

And I think that is something that I've learned to adapt. And I would have been very different if I just worked for my father, where I don't really see it as a very kind of sheltered way of running a business. You have teams of people behind you. When it comes to doing it on your own, you really have to navigate it on your own, but it really builds that resilience in you. One last question.

Since we've talked about intergenerational wealth, and we're now living in an era of intergenerational wealth. And we're now living in an era of intergenerational workforce. I'm curious, you are a father yourself. So what are your expectations for your children as they grow up? In terms of their identity, the careers and their lives, what do you hope for them?

Let's web up our conversation by looking into the future, not just from a business perspective, but in terms of your children's lives. I think this would be a nice way to close our discussion. I guess for me, it's really about tossing my values for me is really about passing my values rather than being so rigid about my processes. So when I say about values is that I truly believe in positive impact. I believe that we're not here on this earth just to enjoy extravagant lifestyles. I wouldn't say I have an extravagant lifestyle, but I'm just saying that while we can have that, I feel that most important is that leave something that is very positive for your generation.

I do not know what would my children's generation face in terms of the world. Maybe we're talking about climate change, food security, but I hope that they don't become the liability of the world. But I'm sure there'll be the world. Maybe we're talking about climate change, food security, but I hope that they don't become the liability of the world. But I'm sure there will be a solution. And I think that is something that I inculcate into my children. In fact, that I am also starting them young. My youngest daughter is nine, second one is 11, and the third one is 13. And I share with them basically what I do. And they already know how to use the apps.

And I'm also explaining to them the origins behind it. And it's to get them to really understand perspectives and context rather than just be consumers. And I feel that is what I want to pass to them. Because I feel personally that if I would try to teach them that, oh, this is daddy's way of doing things, it's going to be outdated in the next five years. And, but values shouldn't change. Values, good values that in Asia, we have thousands of generations, thousands of years of great values, great teachings, and they have been brought over throughout the generations. And it's still evergreen. It's still very important. Feeling of piety, for example, doing good to society.

And I think that's something I just wanted to end on, that anybody who wants to help the next generation or feel for the next generation is being a mentor of values rather than a mentor of processes. So I'm just gonna end it there and I hope that will give some further thoughts for anybody who has been listening that make a difference. It can be even just but that is already a very significant impact to society. Third, don't forget to subscribe to our show, leave us top-rated reviews, check out our website and follow me on social media. I'm Vince Chen, your ambitious human host. Until next time, take care. Music