Startup & Accelerator Programs
Plug and Play is one of the world's largest innovation platforms. When I joined the Financial Services team as the first hire, I built local operations while owning the full lifecycle of the fintech and insurtech accelerators. This included program design and execution, mentor matching, and the strategic introductions that turned startup pitches into corporate partnerships, pilots, and investment opportunities.
Over three years, I scaled the multi-cohort platform to connect over 250 organizations. The reputation we built influenced how global teams standardized their operations and positioned the Singapore office as a key hub for regional innovation and expansion.
The Challenge
Running these programs was a constant balancing act. I was managing startups with different needs and timelines, corporate partners with different strategic priorities, and a large mentor network giving their time voluntarily, all while maintaining high standards across startup selection, enterprise engagement, and overall program experience.
The deeper challenge was the speed gap. Startups move quickly while corporates move more cautiously, and my role was to act as the clutch between the two. At the same time, limited visibility into pipeline performance made it harder to spot where things were stalling, which meant building better systems and staying close to each relationship to keep momentum moving forward.
The Process
End-to-End Program Ownership: Owned the full accelerator lifecycle across the fintech and insurtech verticals, working closely with each corporate partner to understand their priorities. Built the matching and introduction process around strategic priorities, facilitating hundreds of curated introductions and structured deep dives.
Startup Evaluation & Coaching: Supported startup due diligence and selection across multiple cohorts, and coached over 80% of startups one-on-one. Helped founders refine their value propositions, navigate the complexities of enterprise sales, and position themselves for meaningful outcomes.
Corporate Innovation Consulting: Worked closely with corporate partners to help them define and articulate their innovation priorities before any startup introductions were made. This involved facilitating design thinking workshops, asking the right questions, and challenging assumptions about what they were actually looking for. This ensured higher-quality conversations, better startup matching, and stronger conversion into pilots.
Ecosystem Continuity & Scale: Kept the network active and warm beyond formal program cycles through dedicated LinkedIn groups, monthly newsletters, and office hours with over 40 industry experts. Planned and executed more than 80 events with regional offices and programs to drive visibility, connections, and ecosystem growth.
Data & Team Enablement: Built analytics dashboards to improve pipeline visibility and track program performance. As the team grew, I helped onboard and train new members, contributing to a more scalable and structured operation that eventually influenced how our global offices standardized their own programs.
The Results
The accelerator scaled to support over 130 startups across multiple cohorts, facilitating more than 800 curated introductions between founders, corporate partners, and investors. These efforts led to commercial engagements and investments, turning early conversations into business outcomes and strategic investments.
Across all programs, we maintained an average NPS of 75, reflecting a consistently strong experience for both founders and executives. We also delivered more than 80 events, including the APAC Summit and Circle of CEOs, reaching over 2,800 participants while continuing to grow the broader ecosystem through newsletters and community channels.
Some of these collaborations translated into tangible impact. Three of our most successful outcomes include:
Tokio Marine x Wiz.AI: Tokio Marine Indonesia deployed Wiz.AI's generative AI voice solution to transform their customer service operations. The results were so seamless that 95% of customers couldn't tell they were speaking to an AI agent, with faster response times, higher satisfaction scores, and a more efficient contact centre overall.
MSIG x Bluesheets: MSIG Singapore partnered with Bluesheets to automate their claims processing workflows. Within a month, processing time dropped from 5 hours to 2, claims operating expenses fell by 18%, and the team was freed from manual file handling entirely, with improved fraud detection capabilities as an added benefit.
MSIG x Ancileo: MSIG Asia invested in Ancileo and formed a regional partnership to accelerate travel insurance growth. Together, they aim to deliver more personalized, seamless travel protection experiences and simplify claims, strengthening digital innovation and customer value across Asia.
2,800+
Ecosystem Participants Engaged
800+
Curated Introductions
130+
Startups Managed
Failures & Lessons
When I launched the office hours program, we brought in exceptional mentors from corporate partners, investors, and industry leaders. However, the initial sessions missed the mark. Founders approached them as pitch opportunities while mentors expected advisory conversations. The misaligned expectations frustrated both sides, and engagement dropped quickly.
I realized the issue wasn't the quality of the participants, but a lack of clear expectations. To fix this, I gathered feedback and redesigned the format. I required founders to clarify why they requested to meet each mentor and the questions they hoped to explore, then shared this context in advance so mentors could come prepared. I also reinforced that these sessions were advisory rather than sales-focused.
This shift improved the quality of conversations and engagement, and many grew into deeper relationships. Mentors began making warm introductions to their personal networks, opening up new growth opportunities that far exceeded the original scope of the program. It was an early lesson I’ve carried forward: well-designed programs only work when expectations are clearly aligned from the start.
Conclusion
Building this ecosystem from the ground up taught me that the best accelerator programs are not just well-run events, but trust networks. During my time at Plug and Play, the programs evolved into a repeatable model that consistently delivered meaningful outcomes for the startups, corporates, and mentors who kept coming back.
The true value of a venture program is not the size of the database, but the quality of the filter. Maintaining a strong NPS across cohorts while delivering commercial outcomes served as the most direct proof that our approach worked. By focusing on thoughtful matching and rigorous follow-through, we scaled these programs into a high-impact model that gave everyone involved much clearer visibility into the pipeline and what was actually moving forward. This experience reinforced my belief that when the fundamentals are right, the ecosystem becomes a self-sustaining engine for growth.
Startup & Accelerator Programs
Plug and Play is one of the world's largest innovation platforms. When I joined the Financial Services team as the first hire, I built local operations while owning the full lifecycle of the fintech and insurtech accelerators. This included program design and execution, mentor matching, and the strategic introductions that turned startup pitches into corporate partnerships, pilots, and investment opportunities.
Over three years, I scaled the multi-cohort platform to connect over 250 organizations. The reputation we built influenced how global teams standardized their operations and positioned the Singapore office as a key hub for regional innovation and expansion.
Headquarters
Ottawa, Ontario, Canada
Founded
2006
Industry
E-commerce
Revenue
$1.578 billion (2019)
Company size
5,000+
Running these programs was a constant balancing act. I was managing startups with different needs and timelines, corporate partners with different strategic priorities, and a large mentor network giving their time voluntarily, all while maintaining high standards across startup selection, enterprise engagement, and overall program experience.
The deeper challenge was the speed gap. Startups move quickly while corporates move more cautiously, and my role was to act as the clutch between the two. At the same time, limited visibility into pipeline performance made it harder to spot where things were stalling, which meant building better systems and staying close to each relationship to keep momentum moving forward.
The Challenge
The Process
End-to-End Program Ownership: Owned the full accelerator lifecycle across the fintech and insurtech verticals, working closely with each corporate partner to understand their priorities. Built the matching and introduction process around strategic priorities, facilitating hundreds of curated introductions and structured deep dives.
Startup Evaluation & Coaching: Supported startup due diligence and selection across multiple cohorts, and coached over 80% of startups one-on-one. Helped founders refine their value propositions, navigate the complexities of enterprise sales, and position themselves for meaningful outcomes.
Corporate Innovation Consulting: Worked closely with corporate partners to help them define and articulate their innovation priorities before any startup introductions were made. This involved facilitating design thinking workshops, asking the right questions, and challenging assumptions about what they were actually looking for. This ensured higher-quality conversations, better startup matching, and stronger conversion into pilots.
Ecosystem Continuity & Scale: Kept the network active and warm beyond formal program cycles through dedicated LinkedIn groups, monthly newsletters, and office hours with over 40 industry experts. Planned and executed more than 50 events with regional offices and programs to drive visibility, connections, and ecosystem growth.
Data & Team Enablement: Built analytics dashboards to improve pipeline visibility and track program performance. As the team grew, I helped onboard and train new members, contributing to a more scalable and structured operation that eventually influenced how our global offices standardized their own programs.
The Results
The accelerator scaled to support over 130 startups across multiple cohorts, facilitating more than 800 curated introductions between founders, corporate partners, and investors. These efforts led to commercial engagements and investments, turning early conversations into business outcomes and strategic investments.
Across all programs, we maintained an average NPS of 75, reflecting a consistently strong experience for both founders and executives. We also delivered more than 80 events, including the APAC Summit and Circle of CEOs, reaching over 2,800 participants while continuing to grow the broader ecosystem through newsletters and community channels.
Some of these collaborations translated into tangible impact. Two of our most successful outcomes include:
Tokio Marine x Wiz.AI: Tokio Marine Indonesia deployed Wiz.AI's generative AI voice solution to transform their customer service operations. The results were so seamless that 95% of customers couldn't tell they were speaking to an AI agent, with faster response times, higher satisfaction scores, and a more efficient contact centre overall.
MSIG x Bluesheets: MSIG Singapore partnered with Bluesheets to automate their claims processing workflows. Within a month, processing time dropped from 5 hours to 2, claims operating expenses fell by 18%, and the team was freed from manual file handling entirely, with improved fraud detection capabilities as an added benefit.
MSIG x Ancileo: MSIG Asia invested in Ancileo and formed a regional partnership to accelerate travel insurance growth. Together, they aim to deliver more personalized, seamless travel protection experiences and simplify claims, strengthening digital innovation and customer value across Asia.
2,800+
Ecosystem Participants Engaged
800+
Startups Managed
100+
Curated Introductions
Failures & Lessons
When I launched the office hours program, we brought in exceptional mentors from corporate partners, investors, and industry leaders. However, the initial sessions missed the mark. Founders approached them as pitch opportunities while mentors expected advisory conversations. The misaligned expectations frustrated both sides, and engagement dropped quickly.
I realized the issue wasn't the quality of the participants, but a lack of clear expectations. To fix this, I gathered feedback and redesigned the format. I required founders to clarify why they requested to meet each mentor and the questions they hoped to explore, then shared this context in advance so mentors could come prepared. I also reinforced that these sessions were advisory rather than sales-focused.
This shift improved the quality of conversations and engagement, and many grew into deeper relationships. Mentors began making warm introductions to their personal networks, opening up new growth opportunities that far exceeded the original scope of the program. It was an early lesson I’ve carried forward: well-designed programs only work when expectations are clearly aligned from the start.
Conclusion
Building this ecosystem from the ground up taught me that the best accelerator programs are not just well-run events, but trust networks. During my time at Plug and Play, the programs evolved into a repeatable model that consistently delivered meaningful outcomes for the startups, corporates, and mentors who kept coming back.
The true value of a venture program is not the size of the database, but the quality of the filter. Maintaining a strong NPS across cohorts while delivering commercial outcomes served as the most direct proof that our approach worked. By focusing on thoughtful matching and rigorous follow-through, we scaled these programs into a high-impact model that gave everyone involved much clearer visibility into the pipeline and what was actually moving forward. This experience reinforced my belief that when the fundamentals are right, the ecosystem becomes a self-sustaining engine for growth.