Key Takeaways from Bio Innovations APAC

May 4
3 min read

Lessons to learn from advanced regions, key growth drivers and early warning signs of potential business failure

At this year’s Bio Innovations APAC, more than 250 bio-pioneers from around the world gathered in Singapore for two days of focused connection, insight, and collaboration. The energy at the show reflected a clear appetite for partnership and progress. Against this backdrop of high engagement, one panel in particular stood out, offering timely perspectives and sparking discussion that continued well beyond the session itself.

Panel: What APAC Can Learn from Mature Markets: Europe and North America’s Advanced Biomanufacturing.

Panellists:

Chern-Hooi Lim, Chief Executive Officer, Kemvera
Geoff Nobes, Director of Business Development, RWDC Industries
Jan Weernink, Director Business Development, IFF
Norbert Baum, VP Global Business Development, HELM

Read on for the panel’s key takeaways.

What are some lessons APAC can learn from the European and American commercialization of industrial biomanufacturing?

The Panel’s Response:

Even in the US, it’s taken more than 20 years to build a bioethanol industry that now produces around 45 million tons annually, supported by roughly 200 plants and highly advanced, efficient agriculture. Replicating that kind of scale requires not just infrastructure, but steady gains in productivity and long-term investment.

At the same time, the biggest accelerant for innovation today is collaboration, moving away from isolated development toward aligning the entire value chain, from feedstock to brands, to create real market pull. Companies also need to balance strong science with commercial focus, bringing in the right expertise, staying disciplined in execution, and ensuring new solutions can scale quickly and effectively in the real world.

“In the US, we have highly commercialized agriculture, so you can have a GPS enabled tractor that spreads the seeds, harvests, and does everything automatically. Today, we can produce 200 bushels of corn in just one acre – it’s highly efficient. So if Asia wants to do the same you have to target a high-volume chemical, or high-volume fuel to replicate the same kind of productivity.” - Chern Hooi-Lim, CEO, Kemvera

What is the biggest driver in helping the sector move from lab to market?

The Panel’s Response:

While the traditional chemical industry has had over a century to optimize processes and achieve low costs, the biotech sector is still grappling with challenges around scaling and commercialization. A central theme is the importance of collaboration across the entire value chain, from technology developers to manufacturers, converters, and end buyers, to successfully bring new products to market.

Biotech solutions must also compete with highly efficient, low-cost petrochemical systems, making cost reduction and clear value propositions essential. Another key litmus test is compatibility. Ensuring that new materials are compatible with existing manufacturing infrastructure is critical to avoid costly capital investments, while maintaining a strong understanding of end-use applications and supply chain dynamics helps drive adoption and long-term success.

“As a US-based startup, we’ve had to accomplish in three years what larger companies might take a decade to do, so there’s constant pressure to accelerate commercialization. Ultimately, success comes down to strong value chain partnerships. You can’t operate in isolation – it takes alignment across the entire ecosystem, from converters to distributors to offtakers, and my role is to help keep everyone in sync to get the product to market.” - Chern Hooi-Lim, CEO, Kemvera

What are some early warning signs before business trouble or business failure?

The Panel’s Response:

Scaling and investment need to be carefully aligned—moving too fast or overinvesting before the technology, market, and value chain are ready can derail a venture. Ultimately, success comes down to combining strong science with disciplined business strategy and execution.

“You have to understand the game you’re playing and the rules that come with it. In commodity chemicals, that means achieving scale quickly and meeting strict cost and process requirements—you can’t approach it like a specialty market. If you don’t know how to play the game, the economics will catch up with you.” - Chern Hooi-Lim, CEO, Kemvera