PROGRAMME FOCUS
Decision Quality
PROGRAMME FOCUS
Singapore & Malaysia
PROGRAMME BASIS
Validation, not information
LED BY
Martin Schweiger
30+ years Germany ↔ Southeast Asia
OPPORTUNITY RISK
Attractive on paper — still untested under real market conditions.
PARTNER RISK
Introductions are easy to make. Credibility requires direct assessment.
ASSUMPTION RISK
Decisions built on untested assumptions carry compounding risk over time.
RESOURCE RISK
Or am I committing time, capital, and management attention to the wrong option?
TRADITIONAL PROGRAMS
RISE WITH THE TIDE
A stronger decision basis
Additional strategic options
Greater clarity about which options deserve further exploration
Access to relevant people before major commitments
A clearer decision about what to do next
Alternative sourcing
Cost benchmarking
Resilience options
Regional suppliers
Production partners
Cost structures
Capacity options
Regional bases
Market access
Channel partners
Regional reach
Strategic alliances
Market access
Channel partners
Regional reach
Strategic alliances
Market access
Channel partners
Regional reach
Strategic alliances
01
A structured decision process for evaluating additional options outside Germany. A clearer understanding of whether Southeast Asia is relevant for your company. A stronger basis for deciding before committing major resources.
02
Explore manufacturing partnerships, supply-chain alternatives, distribution relationships, product-development opportunities, and investment scenarios before those options become urgent.
03
Not every valuable insight leads abroad. Many participants return with innovation opportunities, new business models, technology partnerships, and strategic approaches applicable in their home market.
04
Real observations instead of assumptions. Direct exposure to business conditions in Singapore and Malaysia. Personal conversations with entrepreneurs already active in the region.
05
Up to 12 individual conversations aligned with your objectives. Access to local entrepreneurs and German entrepreneurs already operating in Asia. Access to Martin Schweiger’s long-established personal network.
06
Months or years of research, cold outreach, trade fair visits, and uncertain networking compressed into a structured preparation phase and an intensive validation week. You leave knowing specific people.
07
The programme helps participants test assumptions before significant investments are made. Validating opportunities, partners, and market realities early can prevent costly strategic mistakes later.
08
A small group of up to approximately 20 entrepreneur-led decision makers. Weekly group calls before the trip. Peer learning during preparation and on site. Relationships that extend long beyond the programme.
1
Four weeks of structured preparation. Participants analyse their company, strategic objectives, risks, assumptions, innovation potential, and decision criteria. Individual work and weekly group calls with the cohort. This is not administration — it is where the quality of later conversations is created.
2
Four weeks of structured preparation. Participants analyse their company, strategic objectives, risks, assumptions, innovation potential, and decision criteria. Individual work and weekly group calls with the cohort. This is not administration — it is where the quality of later conversations is created.
3
Participants test assumptions on the ground through company visits, personal business conversations, and direct exposure to operating realities. Singapore provides the stable administrative base. Malaysia provides the operational focus: production, trade, cost structures, and practical implementation.
4
Participants return with a stronger decision basis. Possible outcomes include moving forward, delaying, changing the approach, or deciding not to proceed. A good outcome is not measured by expansion activity. It is measured by decision quality.
— People looking for a general inspiration trip or passive networking
— Companies expecting a guaranteed market-entry solution
— Entrepreneurs who want contact lists without preparation
— Participants not prepared to take strategic responsibility, engage with preparation, and test assumptions under real conditions
INNOVATION
MANUFACTURING
IP
TECHNOLOGY
BUSINESS DEVELOPMENT
The exploratory conversation is designed to determine whether Southeast Asia is relevant for your business — not to convince you that it is. If you are evaluating important strategic options and want to build a stronger decision basis before committing significant resources, apply for an exploratory conversation.
Participation is based on strategic fit and limited cohort size.
Rise with the Tide is not about making a decision faster. It is about making a better decision.
Martin Schweiger
Innovation without borders. From Germany. For the future.