In H1 2026, investment in Singapore’s fintech fell to a third of the previous year’s — the weakest stretch in a decade — meaning capital has concentrated in fewer, proven companies.

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This region values credibility much more and it can’t be built during several weeks before the nearest conference. 

Most founders plan their entry into Asia like into any other region and shape it around visibility. They assume that being in the room in front of the right people is the hardest part, and when it is done, they will quickly build partnership. However, in this region it is the easiest task.

In Asia, willingness to cooperate is formed from a long-term trust which can’t be built in a several weeks before the nearest industrial conference. It rests on results that can be checked, and leaders who can back up what their company has claimed elsewhere hold a much stronger position in the region than those who arrive with a strong story alone.

Venture capital in Asia is pickier
Singapore looks like the natural bridge into South-Eastern Asia with developed financial infrastructure and a mature venture market. For exactly that reason, investors here have become far more pickier about who they partner with.

In the first half of 2026, Singapore's fintech sector attracted three times less money compared with the previous year which made it the country's weakest months in a decade. It means that capital here has concentrated in a smaller number of larger companies with proven models, and investment discipline in Asia is amongst the sharpest in the world.

This completely changes how founders need to start any conversation with a regional investor. Any fund will receive hundreds of pitches, and all of them will compete for the same narrow attention, which is looking something predictable.

Telling a Singapore investor that a company is exploring opportunities in Asia signals that there was no internal preparation before the pitch. It is far more useful to decide in advance what the company wants from the region and to say so directly, like a licensing partner in a named market, or a distribution agreement with a specific type of counterparty, which would demonstrate the serious decision making behind the expansion .

The world's strictest regulation
Another important point is that many regulators in the Asian region treat licensing as an actual filter.

So far, the Monetary Authority of Singapore's (MAS) directory authorised only 38 major payment institutions to provide digital-payment-token services, which is an extremely small fracture of the market. Hong Kong, for example, is standing near, and granted two stablecoins licences out of 36 applications.

Singaporean authorities state that they want to support digital asset innovation and discourage cryptocurrency speculation, so it has built one of the strictest regimes anywhere. Founders who used to licensing being a simple formality will be unpleasantly surprised by the local rules.

The bar here is set so high that companies need to offer an outstanding product to have a chance of entering the market. This means that conversations with partners should include showing them the results of the work and actual achievements. Broad claims and loud words will quickly tell that a company is unlikely to receive a licence in the local market.

Founders should explain in detail who holds the assets and how reserves are audited, because without this they will lose the attention of decision makers who have thousands of other companies to look at.

The market trusts the locals
Founders should also account for a structural disadvantage that has nothing to do with product quality. Data shows that 80% of respondents in Singapore trust companies headquartered in their own country, whilst average trust in companies headquartered abroad stands at 52%. Two of three people are simply unwilling to trust people whose values, sources of information, approaches, or backgrounds differ from their own.

A foreign executive carries a double burden, as they need to prove that the product deserves the time and the capital and show that the company can share the values and compete with locals. Talking about global operations and experience in dozens of other markets does little to close that gap, because this scale will only present the company as foreign in the first place.

It is only a serious preparation that can convince investors that founders know what they are trying to achieve and how exactly they will win attention in such a competitive market. The company needs to build a presence in the region through industry associations or regulator-led programmes and not back on conferences and investors-meetings only.

Doing so, it will not instantly earn the trust of partners, but show that it has put real effort into understanding the market.

Credibility over visibility
In many other markets, visibility may indeed help to receive more clients and partner with investors or other players, but in Asia it would be almost useless. This region values credibility much more and it can’t be built during several weeks before the nearest conference.

A company entering Asia converts the trust it has already accumulated, and this work should begin much earlier than a product is ready to launch there. This changes the way leaders should position their companies and what they need to say when looking for opportunities.