Startups

As global tech ecosystems become more interconnected, the ability to move innovation across borders is becoming just as important as building it. A new partnership between MTR Lab, the investment arm of MTR Corporation and ZGC Science City Ltd, a government-backed technology ecosystem based in Beijing’s Haidian district, reflects this shift.

At its core, the collaboration is designed to connect high-potential Chinese startups with global capital, real-world deployment opportunities and international markets. It focuses on sectors like AI, robotics, smart mobility and sustainable urban development—areas where China already has strong technical depth but where scaling beyond domestic markets can be more complex.

This is where the partnership begins to matter. ZGC Science City sits at the center of one of China’s most concentrated innovation clusters, with thousands of AI companies and a growing base of specialised and high-growth firms. MTR Lab, on the other hand, brings access to international markets, industry networks and practical deployment environments tied to infrastructure, transport and urban systems. Together, they are attempting to bridge a familiar gap: turning local innovation into globally relevant products.

In practice, the model is straightforward. ZGC Science City will introduce MTR Lab to startups working in priority sectors, creating a pipeline for potential investment and collaboration. From there, MTR Lab can support these companies through funding, pilot projects and access to overseas markets. The idea is not just to invest, but to help startups test and apply their technologies in real-world settings, particularly in complex urban environments.

The timing is notable. China’s AI and deep tech ecosystem has expanded rapidly, with thousands of companies contributing to advancements in automation, smart infrastructure and sustainability. At the same time, global demand for these technologies is rising, especially as cities look for more efficient and scalable solutions. Yet, moving from innovation to adoption often requires cross-border coordination—something individual startups may struggle to navigate alone.

This partnership also builds on a broader pattern. Corporate venture arms like MTR Lab are increasingly positioning themselves not just as investors, but as connectors between markets. By combining capital with access to infrastructure and deployment scenarios, they offer startups a way to move faster from development to real-world use. For ZGC Science City, the collaboration adds an international layer to its ecosystem, helping local companies extend beyond domestic growth.

What emerges is a model that goes beyond a typical investment announcement. It reflects a growing recognition that innovation today is rarely confined to one geography. Technologies may be developed in one ecosystem, refined in another and scaled globally through partnerships like this.

As cross-border collaboration becomes more central to how startups grow, partnerships like the one between MTR Lab and ZGC Science City point to a more connected innovation landscape—one where access, not just invention, defines success.

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At NVIDIA GTC 2026 in Palo Alto, a group of 16 Taiwanese startups used the global AI stage to do more than showcase products—they tested how far their technologies could travel beyond domestic markets. The delegation, led by Startup Island TAIWAN Silicon Valley Hub with support from Taiwan’s National Development Council, reflected a broader shift in the country’s role within the AI ecosystem.

The startups represented a mix of emerging areas including digital twins, robotics, AI agents and healthcare, aligning closely with enterprise AI adoption trends. Some gained formal visibility within NVIDIA’s ecosystem, with companies such as MetAI and Spingence featured in the Inception Program, while six others presented their work in the conference’s poster gallery. These formats allowed them to engage directly with developers, enterprise users and potential partners rather than simply exhibiting technology.

A defining feature of Taiwan’s presence this year was how closely startups operated alongside established hardware companies such as ASUS, AAEON and Compal. This setup reflected a vertically integrated model where infrastructure and applications are developed together, offering a clearer path from product development to deployment. It also underscored Taiwan’s gradual shift from being primarily a hardware supplier to participating more actively across the full AI stack.

Activity around the conference extended well beyond the exhibition floor. A Taiwan Demo Day held during the week drew more than 1,000 registrations and nearly 600 in-person attendees, bringing startups into contact with close to 200 international investors. The event focused on structured introductions and deal flow, positioning startups in front of venture firms and corporate innovation teams looking for AI applications.

Alongside these formal sessions, Taiwan Startup Night provided a more informal but equally strategic setting. With over 100 curated participants, including founders, investors and corporate representatives, the gathering created space for early-stage conversations that could evolve into partnerships or market entry opportunities. These interactions, while less visible than on-stage presentations, are often where initial collaboration takes shape.

Taken together, the events around GTC point to a more coordinated approach to international expansion. Through platforms like Startup Island TAIWAN, the emphasis is not just on visibility but on building continuity—connecting startups with investors, partners and customers across multiple touchpoints in a single week. As AI development increasingly spans chips, systems and applications, Taiwan’s presence at GTC suggests a more integrated role, where the focus is as much on enabling global deployment as it is on developing the technology itself.

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Two western Pennsylvania companies — Kate’s Real Food and Healthy Origins — are expanding beyond the U.S. through a partnership with Coupang.

Coupang, a U.S.-technology and Fortune 150 company, operates one of the largest e-commerce platforms in South Korea. It allows American sellers to reach customers overseas without setting up their own distribution networks. Businesses ship products to a domestic Coupang logistics facility. From there, the company manages storage, fulfillment and delivery directly to customers abroad.

For Kate’s Real Food and Healthy Origins, this system opens the door to new markets without requiring on-the-ground operations. Kate’s Real Food makes organic energy and protein bars. Healthy Origins is a family-owned supplements business based near Pittsburgh. Both are now selling to customers in South Korea and in Healthy Origins’ case, Taiwan as well.

That structure addresses a practical gap for growing brands: how to access international demand without building international operations. Instead of navigating foreign warehousing and retail partnerships independently, sellers plug into an existing marketplace and logistics system.

“At Coupang, we’re proud to help thousands of American small and medium-sized businesses, agricultural producers and larger brands sell their goods to customers around the world”, said Coupang vice president Bill Anaya. “We’ve built an innovative, AI-driven export engine that enables great American entrepreneurs — like those who created Kate’s Real Food and Healthy Origins — to expand their horizons, find new revenue abroad and keep growing their local teams".

For Kate’s Real Food, the move marks its entry into South Korea for the first time. For Healthy Origins, the results have been measurable. The company reports that sales of its products on the platform have increased more than 50% year over year since partnering with Coupang. It has also expanded into Taiwan.

“Partnering with Coupang has been a significant step forward for our business”, said Bret Eby, CEO of Healthy Origins. “Coupang makes it easier to deliver a great shopping experience and we’ve appreciated the collaboration and support throughout the process. Its scale, efficiency and consumer reach in Korea are unmatched and launching on Coupang allowed us to elevate our presence and connect with customers in a much more impactful and direct way”.

The broader relevance lies in the model itself. Digital marketplaces are building integrated cross-border infrastructure. That shift changes what international expansion requires. Smaller regional brands no longer need to replicate warehousing, logistics and retail partnerships in every new market. Instead, they can plug into an existing system and reach customers abroad.

In this case, two Pennsylvania companies are doing exactly that. Their expansion illustrates how platform-led trade is reshaping the path from local operations to global reach.

The Knot Worldwide, a global wedding technology platform and vendor marketplace, has launched a new grant initiative aimed at small businesses in the wedding industry.

The company, which operates brands such as The Knot and WeddingWire, connects couples with wedding professionals and provides tools to help vendors grow. It says the new WeddingPro Grant Program is designed to address a persistent challenge in the sector: access to capital.

Under the program, up to US$500,000 will be distributed to U.S.-based wedding professionals who run small businesses. The support will come in the form of financial grants, advertising credits on WeddingPro and mentorship. Selected businesses will also receive access to education resources and community support through the company’s network.

The move comes at a time when many wedding businesses remain small and resource-constrained. According to the company’s State of the Vendor Report, more than half of wedding businesses employ fewer than ten people. Three in four professionals surveyed said adaptability is critical to long-term success, while flexible funding remains a barrier. The grant program is positioned as a response to that funding gap.

“Our mission at The Knot Worldwide is to help the nearly 900,000 small businesses on our global platforms get discovered through our centralized vendor marketplace as well as give them the tools and resources to grow their business,” said Raina Moskowitz, Chief Executive Officer, The Knot Worldwide. “We consistently hear from our wedding professionals that access to capital is a barrier to getting started in the industry. With our new WeddingPro Grant Program, we will provide access to both capital and critical support services such as mentorship and education that will enable small business owners to further grow and scale.”

The application window opens on February 23 and closes on March 27. Winners are expected to be notified by May 2026, subject to eligibility verification and compliance with the official rules.

The program is open to U.S. wedding professionals who operate small businesses, have been in business for at least six months, can demonstrate an active revenue stream and earn at least 50% of their revenue from weddings. Applicants must submit a short form and a video outlining their business and how they would use the grant funds over the next 12 to 24 months. They can choose whether they prefer a monetary grant or free advertising support on WeddingPro.

To execute the program, The Knot Worldwide has partnered with the Global Entrepreneurship Network, which works with entrepreneurs worldwide. The company says the initiative builds on earlier efforts to support vendors on its platform, which includes about 200,000 wedding professionals in the United States. Its impact will depend on how effectively the support reaches the businesses that need it most. The real measure will be whether it helps them achieve steady, sustainable growth.

The nascent industry of electric vertical takeoff and landing (eVTOL) aircraft has long been defined by a specific set of limitations: small payloads, short distances and a primary focus on urban air taxis. AutoFlight, a Chinese aviation startup, recently moved to shift that narrative by unveiling "Matrix," a five-tonne aircraft that represents a significant leap in scale for electric aviation.

In a demonstration at the company’s flight test center, the Matrix completed a full transition flight—the technically demanding process of switching from vertical lift-off to forward wing-born flight and back to a vertical landing. While small-scale drones and four-seat prototypes have become increasingly common, this marks the first time an electric aircraft of this mass has successfully executed the maneuver.

The sheer scale of the Matrix places it in a different category than the "flying cars" currently being tested for hops over city traffic. With a maximum takeoff weight of 5,700 kilograms (roughly 12,500 pounds), the aircraft has the footprint of a traditional regional turboprop, boasting a 20-meter wingspan. Its size allows for configurations that the industry has previously struggled to accommodate, including a ten-seat business class cabin or a cargo hold capable of carrying 1,500 kilograms of freight.

This increased capacity is more than just a feat of engineering; it is a direct attempt to solve the financial hurdles that have plagued the sector, specifically addressing the skepticism industry analysts have often expressed regarding the economic viability of smaller eVTOLs. These critics frequently cite the high cost of operation relative to the low passenger count as a barrier to entry.

AutoFlight’s founder and CEO, Tian Yu, suggested the Matrix is a direct response to those concerns. “Matrix is not just a rising star in the aviation industry, but also an ambitious disruptor,” Yu stated. “It will eliminate the industry perception that eVTOL = short-haul, low payload and reshape the rules of eVTOL routes. Through economies of scale, it significantly reduces transportation costs per seat-kilometer and per ton-kilometer, thus revolutionizing costs and driving profitability.”

To achieve this, the aircraft utilizes a "lift and cruise" configuration. In simple terms, this means the plane uses one set of dedicated rotors to lift it off the ground like a helicopter, but once it reaches a certain speed, it uses a separate propeller to fly forward like a traditional airplane, allowing the wings to provide the lift. This design is paired with a distinctive "triplane" layout—three layers of wings—and a six-arm structure to keep the massive frame stable.

These features allow the Matrix to serve a variety of roles. For the "low-altitude economy" being promoted by Chinese regulators, the startup is offering a pure electric model with a 250-kilometer range for regional hops, alongside a hybrid-electric version capable of traveling 1,500 kilometers. The latter version, equipped with a forward-opening door to fit standard air freight containers, targets a logistics sector still heavily reliant on carbon-intensive trucking.

However, the road to commercial flight remains a steep one. Despite the successful flight demonstration, AutoFlight faces the same formidable headwinds as its competitors, such as a complex global regulatory landscape and the rigorous demands of airworthiness certification. While the Matrix validates the company's high-power propulsion, moving from a test-center demonstration to a commercial fleet will require years of safety data.

Nevertheless, the debut of the Matrix signals a maturation of the startup’s ambitions. Having previously developed smaller models for autonomous logistics and urban mobility, AutoFlight is now betting that the future of electric flight isn't just in avoiding gridlock, but in hauling the weight of regional commerce. Whether the infrastructure and regulators are ready to accommodate a five-tonne electric disruptor remains the industry's unanswered question.

Most running apps focus on measurement. Distance, pace, heart rate, badges. They record activity well, but struggle to help users maintain consistency over time. As a result, many people track diligently at first, then gradually disengage.

That drop-off has pushed developers to rethink what fitness technology is actually for. Instead of just documenting activity, some platforms are now trying to influence behaviour itself. Paceful, an AI-powered running platform developed by SportsTech startup xCREW, is part of that shift — not by adding more metrics, but by focusing on how people stay consistent.  The platform is built on a simple behavioural insight: most people don’t stop exercising because they don’t care about health. They stop because routines are fragile. Miss a few days and the habit collapses. Technology that focuses only on performance metrics doesn’t solve that. Systems that reinforce consistency, belonging and feedback loops might.

Instead of treating running as a solo, data-driven task, Paceful is built around two ideas: behavioural incentives and social alignment. The system turns real-world running activity into tangible rewards and it uses AI to connect runners to people, clubs and challenges that fit how and where they actually run.

At the technical level, Paceful connects with existing fitness ecosystems. Users can import workout data from platforms like Apple Health and Strava rather than starting from scratch. Once inside the system, AI models analyse pace, frequency, location and participation patterns. That data is used to recommend running partners, clubs and group challenges that match each runner’s habits and context.

What makes this approach different is not the tracking itself, but what the platform does with the data it collects. Running distance and consistency become inputs for a reward system that offers physical-world incentives, such as gear, race entries or gift cards. The idea is to link effort to something concrete, rather than abstract. The company also built the system around community logic rather than individual competition. Even solo runners are placed into challenge formats designed to simulate the motivation of a group. In practice, that means users feel part of a shared structure even when running alone.

During a six-month beta phase in the US, xCREW tested Paceful with more than 4,000 running clubs and around 50,000 runners. According to the company, users increased their running frequency significantly and weekly retention remained unusually high for a fitness platform. One beta tester summed it up this way: “Strava just logs records, but Paceful rewards you for every run, which is a completely different motivation”.

The company has raised seed funding and plans to expand the platform beyond running, walking, trekking, cycling and swimming. Instead of asking how accurately technology can measure the body, platforms like Paceful are asking a different question: how technology might influence everyday behaviour. Not by adding more data, but by shaping the conditions around effort, feedback and social connection.

As AI becomes more common in consumer products, its real impact may depend less on how advanced the models are and more on what they are applied to. In this case, the focus isn’t speed or performance — it’s consistency. And whether systems like this can meaningfully support it over time.

HyveGeo, a climate-focused startup, has been named one of the global winners of the FoodTech Challenge, an international competition designed to surface practical technologies that strengthen food systems in arid and climate-stressed regions.

The FoodTech Challenge (FTC) is based in the UAE and brings together governments, foundations and agri-food institutions to identify early-stage solutions that address food production, land degradation and resource efficiency. Each year, hundreds of startups apply from around the world. In 2026, more than 1,200 teams from 113 countries submitted entries. Only four were selected.

HyveGeo stood out for its approach to one of agriculture’s hardest problems: how to make desert soil usable again. Founded in 2023 by a group of scientists and researchers, the Abu Dhabi-based company focuses on regenerating degraded land using a process built around biochar, a carbon-rich material made from agricultural waste, enhanced with microalgae. The aim is to accelerate soil recovery in environments where water is limited and land has been heavily stressed.

What caught the judges’ attention was not just the technology itself, but the way it links several challenges at once. The system turns waste into a usable soil input, reduces the time it takes for land to become productive and locks carbon into the ground instead of releasing it into the atmosphere. In short, it addresses land degradation, food production and climate pressure through a single framework.

As a winner of the FoodTech Challenge, HyveGeo will share a US$2 million prize with the other selected startups. Beyond funding, the company will also receive support from the UAE’s innovation ecosystem, including research backing, pilot projects, market access and incubation services to help move from testing into wider deployment.

The team’s plans focus on scaling within the UAE first. HyveGeo aims to work across Abu Dhabi’s network of farms and gradually expand into other arid and climate-stressed regions. Its longer-term target is to restore thousands of hectares of degraded land and contribute to carbon removal through soil-based methods.

Placed in a broader context, HyveGeo’s win reflects a shift in how food and climate technologies are being evaluated. Instead of chasing dramatic breakthroughs, competitions like the FTC are increasingly backing systems that connect waste, land, water and carbon into something usable on the ground. Not futuristic agriculture, but practical repair work for environments that can no longer rely on old farming assumptions. If that direction continues, the next wave of food innovation may be less about spectacle and more about quiet, scalable fixes for places where growing food has become hardest.

The Body Shop, known worldwide for its ethical values and cruelty-free beauty products, has had very different results in two of its major markets. In the United States, challenges such as shifting retail trends and tougher competition led to the closure of most physical stores in early 2024. Meanwhile, in India, The Body Shop has risen to become one of its top five global markets. After reaching customers in more than 1,500 Indian cities through its omnichannel network, the company now plans to double its 200-store footprint over the next three to five years.  

So what did The Body Shop do in India that proved harder to pull off in the U.S.? Below, we break down why The Body Shop struggled in the U.S., what’s driving The Body Shop India’s growth and what startup founders can learn from the contrast.

The decline of The Body Shop in the US: Reasons behind the fall

In March 2024, The Body Shop’s U.S. unit filed for Chapter 7 bankruptcy and stopped operating its roughly 50 stores. That move effectively ended its brick-and-mortar presence in the country.

A big part of the story is that the U.S. beauty market moved faster than The Body Shop did. Prestige beauty kept growing, and shoppers increasingly gravitated to retailers and brands that feel current and have a strong online presence. Paul Dodd, Chief Innovation Officer at e-commerce fulfilment partner Huboo, have pointed to The Body Shop’s slow approach to digital growth as a major factor behind its decline. With U.S. prestige beauty sales reaching about US$33.9 billion in 2024 and growing at 7% year over year, the demand is clearly there. The brands that stand out and get rewarded were the ones that matched how people now discover products and buy them.  

The company also leaned too heavily on stores at a time when stores were getting harder to run. When foot traffic drops and rents rise, the pressure shows up quickly. Shoppers also had more places to go, including Sephora, Ulta, Amazon and direct-to-consumer sites. A similar pattern played out in Canada, where restructuring included store closures and halted e-commerce. It was another sign that North America had become an operational headache, not just a marketing challenge.

Then there’s the branding issue: its “ethical pioneer” position simply stopped being a moat in the U.S. market. Today, cruelty-free and vegan claims are now table stakes across many newer brands, and “clean beauty” messaging is everywhere. “Initially, the purpose-driven brand was revolutionary, so much so that competitors like Drunk Elephant have adopted a similar ethos,” says Dan Hocking, Chief Operating Officer at advertising agency TroubleMaker. “It was a concept that rightly earned success in the 80s and 90s, but The Body Shop didn’t adapt to changing consumer habits and preferences”. Meanwhile, competitors like Lush have kept people talking through stronger creator/influencer marketing, faster product cycles and more immersive in-store experiences.  

Internal disruption likely made the turnaround even harder. Reporting on the U.S. bankruptcy points to instability, including the U.S. unit saying it did not have advance notice of decisions tied to the U.K. parent’s restructuring. When leadership decisions land without warning, it becomes harder to plan inventory, fund marketing and commit to a clear digital roadmap.

How The Body Shop got its game right in India  

1. Expansion into tier 2 and 3 cities

For years, India’s beauty industry focused mainly on metropolitan cities. Today, however, increasing internet penetration, rising disposable incomes, exposure to global beauty trends and an appetite for ethical, sustainable brands have fuelled demand in smaller towns. That tailwind matters because India’s beauty and personal care market is expected to reach a gross merchandise value (GMV) of US$30 billion by 2027 and is projected to grow at roughly an 10% CAGR. There’s plenty of room for both premium and “affordable luxury” players that can meet consumer where they are.  

The Body Shop has leaned into this shift. Harmeet Singh, Chief Brand Officer of The Body Shop Asia South, has said the brand is expanding into Tier 2 and Tier 3 cities with a focus on central and Northeast India. Reports also point to a clear advantage here: more than 200 stores across dozens of cities, plus online reach into over 1,500 cities. That foundation makes non-metro expansion feel like the next move, not a risky leap.

2. Omni-channel retail strategy for beauty shoppers

Unlike its U.S. front, The Body Shop India has put effort into digital and distribution. Besides its own online store, customers can find the brand on big beauty and retail platforms like Nykaa, Amazon, Flipkart, Tatacliq and Myntra. It has also built more direct routes to purchase through WhatsApp, social commerce, expert chats and live video consultations. For even faster access, it’s on quick-commerce apps like Blinkit and Swiggy.  

This strategy is already showing up in the numbers. Nearly 30% of The Body Shop India’s business came from digital channels as of June 2025. Rahul Shanker, Chief Executive of The Body Shop India, has said the brand wants to lift online revenue to 45–50% of total sales by 2030.

This approach lines up with what’s happening in the market. NielsenIQ data found beauty e-commerce and quick-commerce sales in India rose 39% in value between June and November 2024, with offline growth over the same period being just 3%. The logic is simple: if the market is moving online, you want to be easy to buy online.

3. Inclusivity, accessibility and social impact

The Body Shop’s people-first approach shows up not just in its marketing, but in how it runs the business day to day. Inside the company, it has pushed gender sensitivity across teams. Out of 600 employees, it has 10 staff members who are part of the LGBTQA+ spectrum.  

In stores, the brand has worked on improving accessibility. In 2024, The Body Shop India launched a Braille initiative for visually impaired customers. The programme introduced Braille category callouts in select locations so shoppers can navigate more independently.

On the sustainability side, the brand ties its message to its supply chain. An example is its long-term partnership with Plastics for Change, a Bengaluru-based social enterprise, to source “Community Fair Trade” recycled plastic for packaging. The collaboration has resulted in more predictable income, safer work and better access to social services and housing and education projects for the waste picker communities, which often include marginalized groups and women.

The same intent can also be seen in its physical retail. The Body Shop India has been converting stores into its “Activist Workshop” format, where everything is made from recycled materials, including store fixtures and interiors. By mid-2024, it had around 20 Activist Workshop stores in India.

4. Pricing that fits the Indian beauty market

In April 2025, The Body Shop India launched its “More Love for Less” campaign to make products more accessible. Through the campaign, the company lowered the prices of more than 60 best-sellers by 28–30%. The goal was to remove a clear barrier for many shoppers while maintaining the same quality.  

The company has also positioned this as a pricing reset, not a short-term discount push. It’s meant to widen the funnel, especially among younger consumers aged 18–25, where price has been a major hurdle. That matters even more as the brand expands deeper into Tier 2 and Tier 3 cities, where value is often front and centre.

5. Local marketing that feels made for India

The Body Shop India has leaned into localized marketing in a way that feels specific, not generic. In late 2024, it launched “The India Edit”, a collection inspired by native ingredients like lotus, hibiscus, pomegranate and black grape. The tagline, “Only in India, for You,” makes the intent clear: India is not a copy-paste market. This approach matters because India is one of the most competitive beauty battlegrounds right now, with ongoing entry from global beauty brands. When everyone is fighting for attention, local storytelling helps The Body Shop stand out and feel closer to the customer.  

Lessons for startup leaders from The Body Shop India  

• A global playbook rarely works as-is. Brands grow faster when they understand local buying habits, price sensitivity and culture. The Body Shop India’s product customization, pricing moves and city expansion strategies have shown what that looks like in practice.  

• Omnichannel strategy matters more than ever in today’s market. Combining retail stores with a strong digital presence makes a brand easier to find and easier to buy, even when shopping habits change.  

• Tier 2 and Tier 3 cities often hold untapped potential. Competition is often lower, demand is rising and the brands that arrive early can build loyalty faster.  

• Local supply chains can also help. They can cut costs, speed up delivery and fit the preference many shoppers have for locally relevant products.

• Marketing needs to match the market. Campaigns that reflect local values and moments build stronger loyalty and help brands stand out in crowded categories like beauty and personal care.

Wrapping up  

The Body Shop’s story in the U.S. and India shows how differently a global beauty brand can perform depending on local strategy. In the U.S., it ran into a tough mix of fast-changing consumer habits, heavy competition and a liquidation process that left little room to rebuild. In India, the brand is riding big tailwinds in beauty retail growth, plus the shift to e-commerce and quick commerce. It has also put real effort into localization, pricing and omnichannel distribution.  

If you’re trying to scale a consumer brand, there’s a clear takeaway here. Understand how your market shops, build strong digital distribution and make the brand feel local. The Body Shop India’s playbook is a useful example of how to do it.

Applied Brain Research (ABR), a Canada-based startup, has closed its seed funding round to advance its work in “on-device voice AI”. The round was led by Two Small Fish Ventures, with its general partner Eva Lau joining ABR’s board, reflecting investor confidence in the company’s technical direction and market focus.

The round was oversubscribed, meaning more investors wanted to participate than the company had planned for. That response reflects growing interest in technologies that reduce reliance on cloud-based AI systems.

ABR is focused on a clear problem in voice-enabled products today. Most voice features depend on cloud servers to process speech, which can cause delays, increase costs, raise privacy concerns and limit performance on devices with small batteries or limited computing power.

ABR’s approach is built around keeping voice AI fully on-device. Instead of relying on cloud connectivity, its technology allows devices to process speech locally, enabling faster responses and more predictable performance while reducing data exposure.

Central to this approach is the company’s TSP1 chip, a processor designed specifically for handling time-based data such as speech. Built for real-time voice processing at the edge, TSP1 allows tasks like speech recognition and text-to-speech to run on smaller, power-constrained devices.

This specialization is particularly relevant as voice interfaces become more common across emerging products. Many edge devices such as wearables or mobile robotics cannot support traditional voice AI systems without compromising battery life or responsiveness. The TSP1 addresses this limitation by enabling these capabilities at significantly lower power levels than conventional alternatives. According to the company, full speech-to-text and text-to-speech can run at under 30 milliwatts of power, which is roughly 10 to 100 times lower than many existing alternatives. This level of efficiency makes advanced voice interaction feasible on devices where power consumption has long been a limiting factor.

That efficiency makes the technology applicable across a wide range of use cases. In augmented reality glasses, it supports responsive, hands-free voice control. In robotics, it enables real-time voice interaction without cloud latency or ongoing service costs. For wearables, it expands voice functionality without severely impacting battery life. In medical devices, it allows on-device inference while keeping sensitive data local. And in automotive systems, it enables consistent voice experiences regardless of network availability.

For investors, this combination of timing and technology is what stands out. Voice interfaces are becoming more common, while reliance on cloud infrastructure is increasingly seen as a limitation rather than a strength. ABR sits at the intersection of those two shifts.

With fresh funding in place, ABR is now working with partners across AR, robotics, healthcare, automotive and wearables to bring that future closer. For startup watchers, it’s a reminder that some of the most meaningful AI advances aren’t about bigger models but about making intelligence fit where it actually needs to live.

At a Silicon Valley pitch event crowded with AI, SaaS and deep-tech startups, the company that stood out was not selling software or algorithms. It was selling pet treats.

Eastseabrother, a premium pet food brand from South Korea, ranked first at a Plug and Play–hosted investor pitch competition in Sunnyvale. The product itself is simple: single-ingredient pet treats made from wild-caught seafood sourced from Korea’s East Sea. The company follows a principle it calls “Only What the Sea Allows”, working directly with regional fishermen while avoiding overfishing. With no additives and minimal processing, what sets Eastseabrother apart is not novelty, but control—over sourcing, supply chains and consistency.

That clarity helped the company walk away with both Best Product and Best Potential. “Investors asked detailed questions about repeat purchase rates and customer feedback, not just our technology or supply chain”, said Eunyul Kim, CEO of Eastseabrother. “That told us the market is shifting—real consumer trust now carries as much weight as a compelling tech narrative”.

What truly caught investors’ attention was not an ambitious vision of the future, but concrete evidence of traction today. Eastseabrother has already secured shelf space in specialty pet stores across California, New York and North Carolina, including an exclusive partnership with EarthWise Pet, a national specialty retail chain. At a consumer showcase at San Francisco’s Ferry Building, the brand recorded the highest on-site sales among all participating companies.

At its core, the pitch was built on simplicity: one ingredient, clear sourcing and a defined customer need. In a market saturated with complex products and abstract claims, that focus and transparency stood out.

The judges’ decision also reflects a broader shift in venture capital thinking. Not every successful startup is built on complex software or high-tech innovation. In categories like pet care—where trust, quality and transparency shape buying behavior—execution and credibility can matter more than technical sophistication.

Today, Eastseabrother has extended its reach beyond the U.S., expanding into Singapore and Hong Kong, with additional plans to grow further in North America as demand for premium pet food rises. And the broader takeaway from this pitch is not that consumer brands are overtaking tech startups. It is that investors are increasingly focused on fundamentals: who is buying, why they are returning and whether the business can sustain itself beyond the pitch deck.