People often resist learning and adapting because they are comfortable with familiar routines. Even when we know a habit is harmful, changing it is not easy. Consider someone who drinks soft drinks every day despite knowing the health risks; often, it takes a serious warning from a doctor before they finally decide to change.
The same principle applies to our working habits and business practices. We often resist adopting new ways of working, because we are comfortable with what we already know. We postpone learning, ignore new technologies or methods and underestimate the need to adapt.
Unfortunately, change does not wait for us to be ready. One day, our jobs may be replaced by automation, or our businesses may gradually lose market share because they continue operating through traditional offline methods, while competitors embrace technology, operate more efficiently and deliver better value to customers in real time.
The real danger is not change itself, but our unwillingness to recognize it.
During the integration of a payment gateway into the Mahyu logistics ecosystem last year, the payment gateway provider approached us with an idea to expand its services to Indonesian Migrant Workers (PMI). At that time, I explained that the PMI market had different characteristics and was not yet part of our business focus.
Traditionally, PMI relied on conventional shipping methods, often using ocean freight to send parcels to their families in Indonesia. Rawank has transformed this process by connecting origin services and administration, Indonesian customs processes, and last-mile delivery partner through API integration. This enables PMI to send parcels by air freight directly from their working locations to their families in Indonesia, with real-time shipment tracking throughout the delivery process and customs duty and tax exemptions within applicable limits and conditions.
With Rawank now launched in Singapore and Brunei, I believe the time is right to introduce international remittance as an additional service. We already have the underlying algorithms and API framework, so this expansion can build on our existing capabilities with some adaptations and modifications rather than developing an entirely new system.
PMI who regularly send money to their families may also want to send parcels. Similarly, those who send parcels may also need convenient ways to transfer money to their loved ones. These two services naturally complement and reinforce each other.
In the early 2000s, after leaving DHL Express Logistics—Tabitha Sentra Logistik. I had designed and developed a digital logistics concept, but it never really took off. The internet was still at an early stage. So, I decided to put the idea aside. As I moved from one business to another, I eventually forgot about it until these young graduates approached me.
I agreed to help the fresh graduates to develop their skills while waiting for the pandemic to pass, which was initially expected to last only three months. It turned out to last more than two years.
Mahyu began with domestic transportation and gradually expanded into international air freight. Recognizing the importance of warehouse management and eCommerce logistics in supply chain and international trades. I decided to integrate these capabilities into the platform as well.
I then introduced an online payment feature, understanding it as an essential function in a digital logistics ecosystem. Traditionally, many logistics transactions rely on payment terms or bank transfers, which can involve additional transaction costs and administrative work. By integrating online payments, Mahyu aims to simplify transactions and make logistics operations more convenient and efficient.
As we explored the expansion into financial services, we realized that our logistics partner could not participate in the financial services component because it did not hold the necessary financial licenses.
Interestingly, this coincided with our ongoing plan to restructure Rawank to accommodate multiple independent companies operating within the same country. The platform is currently undergoing reconfiguration to support this capability.
This development allows Rawank to work with separate logistics and financial service providers in each country, enabling each partner to focus on its area of expertise while operating within one interconnected platform.
With the new direction, our next step is to identify suitable financial partner in each country. In Singapore, we need to find a financial institution or licensed payment service provider to support the remittance services. In Brunei, our local partner has indicated its willingness to comply with the applicable financial regulations.
Interestingly, while I was considering how to find suitable financial partner in Singapore, a message suddenly A WhatsApp message suddenly appeared on my phone from an old friend who has connections with several licensed financial companies in Singapore. Perhaps another coincidence, but the timing was certainly interesting.
I have since shared the proposal with him, hoping that through his network we can identify suitable partners who share our vision and are willing to work with us on this journey.
In parallel, I have also shared the proposal with other friends in Japan and Hong Kong to explore potential connections and opportunities in those markets. These discussions may open additional possibilities for Rawank's future expansion.
What started as an earlier idea during Mahyu's payment gateway integration has gradually evolved into a new business opportunity through Rawank.
The development of Rawank's logistics and eCommerce services for PMI has created a natural opportunity to introduce financial services as an additional offering. Although logistics and financial services belong to different industries, they address the recurring needs of the same customer community.
This expansion also requires us to adapt our partnership structure, allowing independent logistics and financial companies to participate in each country while ensuring that financial services are handled by appropriately licensed partners.
We now have the platform, an established logistics service and a clearer direction for expansion. The next challenge is to find the right partners to bring this opportunity to reality.
Sometimes, an opportunity does not come from developing an entirely new idea, but from recognising what our customers need and understanding how the capabilities we have already built can fulfil those needs.
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