Two-Day Event to be Held on 4-5 November. Bringing Together Global Investors and Entrepreneurs to Explore New Frontiers in Agentic AI, One-Person Companies (OPCs), and Hong Kong’s Role as an International Innovation, Funding, and Technology Hub
Updated
October 30, 2026 9:22 PM
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Hong Kong, 26 October 2026 – As the global venture capital market evolves amid economic shifts, investment flows are increasingly concentrated, particularly in artificial intelligence (AI), which continues to drive significant momentum. The annual flagship event, Cyberport Venture & Capital Forum (CVCF), will take place on 4-5 November 2026 at Cyberport. Themed “Scaling in a Changing World: Winning the Next Competitive Cycle”, this year’s CVCF will unite influential global investors and entrepreneurs to explore key themes including Enterprise and Agentic AI, One-Person Companies (OPCs), frontier technologies, and spotlight Hong Kong's unique position as a strategic gateway connecting Chinese Mainland, ASEAN, the Middle East, global innovation and funding networks. The forum aims to empower start-ups and investors to break through financing and market expansion barriers, seizing new market opportunities.
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Dr Rocky Cheng, CEO of Cyberport, said, “As global innovation and capital markets undergo accelerated reshaping, AI, data technology, and emerging industries have become crucial engines driving economic growth. CVCF is dedicated to building a bridge between innovation and capital. This year’s forum focuses on new trends such as AI, digital assets, and One-Person Companies (OPCs), exploring emerging market opportunities and global expansion strategies. It decodes how enterprises can drive scalable growth with speed and resilience in a rapidly changing market. Through our investor matching activities, we aim to facilitate the commercialisation of innovations and cross-regional collaboration. Cyberport will continue to leverage its role as Hong Kong’s digital tech flagship and AI accelerator to foster a thriving I&T ecosystem and inject new momentum into building Hong Kong as an international innovation and technology hub.”
Cyberport’s start-ups have demonstrated robust fundraising performance over the past year. With 481 companies joining the community during this period, Cyberport start-ups have raised over HK$74.5 billion in funding. During the year, 19 Cyberport companies successfully listed, alongside the addition of 2 new unicorns. Recent high-value fundraising rounds include Finloop, Qupital, Premialab, and Buy&Ship, many of which leverage AI, blockchain, and digital assets - reflecting sustained market confidence in these emerging technologies and underscoring Cyberport's success in fostering their development.
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Hendrick Sin, Chairman of Cyberport Investors Network (CIN) Steering Group; Co-Founder of CMGE Technology Group Limited; Chairman of China Prosperity Capital, said, “Cyberport Investors Network (CIN) has come to its 9th anniversary this year, and our network of over 240 global investors has successfully facilitated more than HK$6 billion across over 133 project matchings, representing an increase of over 19 projects compared to last year. Simultaneously, the Cyberport Macro Fund (CMF), alongside co-investments, has directed HK$2.7 billion into high-potential ventures, with a co-investment ratio of 1:9:3., reflecting strong investor confidence in Cyberport companies. Through dedicated initiatives and our targeted investor matching sessions, CVCF continues to bridge high-growth ventures with institutional co-investment partners, public-private funds and foster collaboration across government, industry, academia, research, investment, and users, propelling enterprise scale across regional corridors.”
As Hong Kong’s digital tech hub, AI accelerator and key incubator, Cyberport leverages the Cyberport Investors Network (CIN) to attract influential investment units from around the world to connect with high-potential Cyberport enterprises to accelerate their development. Since its inception in 2017, the total investments facilitated by CIN have reached over HK$6 billion across a cumulative total of 133 project matchings. CIN’s investment units have surpassed 240, with 15% from the Greater Bay Area and 14% from the Asia-Pacific region, alongside continuous expansion into the Middle East and ASEAN, successfully aggregating global venture capital.
Another key financing channel, Cyberport Macro Fund (CMF), continues to invest in high-potential start-ups while enhancing their fundraising capabilities. As of September 2026, CMF has invested in 30 start-up projects, with the total investment, including co-investments, exceeding HK$2.7 billion, with a co-investment ratio of 1:9.3 — meaning every HK$1 invested by Cyberport attracts an additional HK$9.3 in co-investment. Further augmenting ecosystem liquidity, Cyberport, BOCHK Asset Management, and BOC Group Investment have formed a strategic partnership in May 2026 around a completed venture capital fund to back promising Hong Kong I&T start-ups. This demonstrates Cyberport’s sustained ability to attract and secure capital in a challenging environment.
Cyberport companies have recently achieved remarkable success across venture capital fundraising, advanced technology commercialisation, and international market expansion. Among them, leading Cyberport community members, including global Web5 wealth technology platform Finloop, independent fintech and data analytics platform Premialab, and cross-border fintech platform Qupital, shared their insights on navigating capital cycles, deploying next-generation financial architectures, and scaling from Hong Kong into regional and global markets.
Zhao Yang, Deputy CEO of Finloop, said, “While originating from an established corporate background, we strategically chose Cyberport as the ideal launchpad to spin off our project and scale our vision. Cyberport has been an indispensable catalyst for Finloop’s growth as we develop our AI-driven, one-stop Web5 wealth technology and RWA issuance platform, delivering AI-native liquidity solutions to institutions and SMEs. Beyond providing a vibrant community of innovators, Cyberport’s dynamic ecosystem provides an invaluable springboard for us with leading commercial banks, brokerages, and External Asset Managers (EAMs) across Hong Kong and Singapore, accelerating our mission to build compliant and institutional-grade infrastructure that unlocks new liquidity and value flows across the region.”
Pierre Trecourt, Co-Founder and Chief Operating Officer of Premialab, emphasized the growing importance of advanced data analytics in multi-asset investing, “In an increasingly complex and volatile market environment, institutional investors need greater transparency and sophisticated analytics to construct resilient portfolios, benchmark systematic investment strategies, and manage risk. Hong Kong’s unique position as a global financial hub, combined with its exceptional talent pool and Cyberport’s extensive ecosystem, provides an ideal environment for fintech companies to innovate, expand internationally, and scale their businesses.”
Winston Wong, Co-Founder and CEO of Qupital, discussed their milestone achievements in digital economy lending and underscored Cyberport’s long-standing backing throughout their journey, “Cyberport has played an integral role throughout Qupital’s journey from a homegrown startup to a profitable Series C fintech company. Under the support of Cyberport’s investor networks and platforms, we are proud to have become the first platform in Asia to securitise e-commerce merchant loans while sustaining industry-leading credit performance and profitability. Our journey truly reflects how Cyberport empowers homegrown fintech pioneers to scale sustainable cross-border supply chain financing across the Greater Bay Area and global markets.”
Cyberport Venture & Capital Forum 2026 will feature opening remarks by Lillian Cheong, Acting Secretary for Innovation, Technology and Industry, and bring together venture capital leaders, including representatives from Taara, Gobi Partners, Alumni Ventures, Rasmal Ventures, Primavera Capital, Draper Dragon, Pegasus Tech Ventures, Plug & Play and more to discuss the latest technology and market focus:
CVCF 2026 will continue to feature the popular “Investor Matching” session, offering face-to-face and online interactions to pair investors with start-ups based on their technological focus and investment preferences, enhancing collaboration efficiency. Additional highlights include over 80 physical showcase booths, funder power pitches, start-up clinic & workshop, providing attendees with practical insights and strategic advice. Memorandum of Understanding (MoU) signing ceremonies between Cyberport and international partners including Gobi Partners and Thailand’s National Innovation Agency (NIA) will also be held on the day.
The Agentic Economy Summit, a key highlight of the forum, will feature a keynote speech from Mr Joseph CHAN, JP, Under Secretary for Financial Services and the Treasury, bringing together AI pioneers, regulators, and financial giants to examine how digital identity, institutional tokenisation, HKD stablecoin issuance, programmable payments and machine-to-machine commerce are building the financial rails of the future. Featured speakers will also include representatives from HashKey, Cobo, Unlimit, Anchorpoint, UBS, Monk’s Hill Ventures, and more. The summit will also be exploring the emerging phenomenon of One-Person Companies (OPCs), highlighting how AI agents enable lean entrepreneurial ventures to achieve unprecedented operational scale.
As Cyberport’s flagship venture capital event, CVCF connects investors and entrepreneurs in the global digital technology. In 2025, the hybrid event attracted over 2,700 participants, achieved more than 180,000 views and facilitated more than 500 deal flows, fostering partnerships and investment opportunities. For more details, please visit the website: http://cvcf.cyberport.hk/.
The annual flagship event, Cyberport Venture Capital Forum (CVCF) 2026, will take place on 4-5 November 2026 at Cyberport. Themed “Scaling in a Changing World: Winning the Next Competitive Cycle”, this year’s CVCF will unite influential global investors and entrepreneurs to explore key themes include Enterprise AI, One-Person Companies (OPCs), frontier technologies, and spotlight Hong Kong's unique position as a strategic gateway connecting Chinese Mainland, ASEAN, the Middle East, global innovation and funding networks. The forum aims to empower start-ups and investors to break through financing and market expansion barriers, seizing new market opportunities. Dr Rocky Cheng, CEO of Cyberport (third right), Hendrick Sin, Chairman of Cyberport Investors Network (CIN) Steering Group (third left); Ir Eric Chan, Chief Public Mission Officer of Cyberport (second right), and Cyberport community members, Zhao Yang, Deputy CEO of Finloop (second left), Pierre Trecourt, Co-Founder and Chief Operating Officer of Premialab (first right), and Winston Wong, Co-Founder and CEO of Qupital (first left), attended the media briefing.
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Ir Eric Chan, Chief Public Mission Officer of Cyberport introduced the speakers and highlights of the two-day Cyberport Venture Capital Forum 2025, as well as the Web3.0 Innovation Expo.
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Ir Eric Chan, Chief Public Mission Officer of Cyberport (first left) and Cyberport community members, Zhao Yang, Deputy CEO of Finloop (second left), Pierre Trecourt, Co-Founder and Chief Operating Officer of Premialab (second right), and Winston Wong, Co-Founder and CEO of Qupital (first right), shared investment insights and experiences in facilitating fundraising during the discussion session.
Keep Reading
The new workplace literacy is here, and it’s digital.
Updated
January 8, 2026 6:36 PM
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A group of office worker attending a presentation in a meeting room. PHOTO: UNSPLASH
The modern workplace is powered by technology, and success increasingly depends on how well employees can use it. Digital fluency—the ability to confidently and effectively use digital tools to achieve goals—is no longer a bonus skill; it’s a necessity. It goes beyond basic technical know-how, encompassing the ability to adapt to new technologies, integrate them into workflows, and use them to solve problems and drive innovation.
Yet, despite its importance, many organizations struggle to build digital fluency across their teams. Barriers such as limited access to technology, outdated training programs, resistance to change, and gaps in leadership support often stand in the way. These challenges can leave businesses lagging behind competitors who are better prepared to leverage the potential of the digital age.
Understanding and addressing these barriers is critical for creating a workforce that thrives in today’s fast-changing world. Below, we explore the key obstacles to digital fluency and provide actionable strategies to overcome them.
One of the challenges to digital fluency is the gap between the technology available and employees’ ability to use it effectively. Technology evolves rapidly, but many organizations lag behind in providing relevant, up-to-date training. Employees may receive a one-time introduction to new tools but lack ongoing opportunities to build confidence or master advanced features.
This issue is compounded by the fact that training often takes a one-size-fits-all approach, failing to address the diverse skill levels within a workforce. For example, while some employees may only need a basic overview of a tool, others may require in-depth knowledge to integrate it into their roles effectively. Without tailored and continuous training, even the most advanced tools can go under utilized, leading to frustration and resistance.
Even with proper training, employees may hesitate to adopt new technologies. Resistance to change is a deeply rooted challenge that goes beyond technical skills—it’s tied to fear of failure, skepticism about the value of new tools, or discomfort with disrupting existing workflows.
For example, employees who have been using the same systems for years may feel overwhelmed by the idea of learning something new. They may worry that new technologies will complicate their work rather than simplify it. In some cases, they may even feel their jobs are threatened by automation or digital tools.
This resistance isn’t limited to employees—it can also exist at the leadership level. If leaders themselves are hesitant to adopt new approaches, it creates a top-down culture that stifles innovation.
The lack of organizational alignment is another significant barrier. Digital tools often roll out unevenly across departments, leading to fragmented adoption. For instance, one team might embrace a new project management tool, while another continues to rely on spreadsheets. This inconsistency creates silos, disrupts collaboration, and makes it harder for organizations to achieve the full benefits of digital transformation.
Generational differences can further exacerbate this issue. Younger employees, who are often more comfortable with technology, may adopt new tools quickly, while older employees may struggle to keep up. This divide can lead to frustration on both sides and uneven levels of digital proficiency across the organization.
Leadership plays a critical role in driving digital transformation, but in many organizations, this support is inconsistent or absent. Some leaders fail to prioritize digital fluency as a strategic initiative, while others may not fully understand the tools themselves, making it difficult to set an example for their teams.
Without clear direction from leadership, employees may not see digital fluency as a priority. This lack of alignment can lead to half-hearted adoption, where technology is seen as an optional add-on rather than a fundamental part of the organization’s success.
These barriers don’t exist in isolation—they are deeply interconnected. For example, outdated training practices can fuel resistance to change, while fragmented adoption across teams is often a symptom of weak leadership support. Together, they create a cycle that limits an organization’s ability to adapt, innovate, and thrive in a fast-changing world.
Addressing these challenges is critical for building a workforce that is confident, capable, and ready to embrace the future. By breaking down these barriers, organizations can unlock the full potential of their teams and position themselves for long-term success.
Training should not be an afterthought or a one-time event—it must be a continuous and personalized process. Employees come with diverse skill levels, and a one-size-fits-all training program often fails to address these differences. Organizations should adopt a multi-pronged approach to training, offering workshops for hands-on learners, e-learning modules for self-paced learning, and one-on-one coaching for employees who need more targeted support.
For example, companies like AT&T have invested heavily in workforce retraining initiatives, providing employees with a structured path to build digital skills overtime. These programs not only improve employee confidence but also help organizations fully leverage their digital tools.
Moreover, training programs should evolve to keep up with technological advancements. Employees need regular refreshers to stay current, as even the most advanced tools can become obsolete or under utilized without proper guidance. By making training a core part of the organizational culture, companies can empower employees to adapt to new tools with ease and confidence.
Resistance to change is a major barrier to digital fluency, often fueled by employees’ fear of failure or inefficiency when using new tools. To address this, organizations should foster a culture where employees feel safe experimenting with technologies in low-stakes environments, such as “sandbox environments” that allow for practice without affecting real workflows. When employees are encouraged to test new tools and processes in a low-stakes environment, they become more comfortable with technology over time.
Recognizing and rewarding employees who embrace new tools or suggest innovative ways to use them reinforces this mindset. Early adopters can serve as champions for digital fluency, encouraging others to engage with and explore new technologies.
By normalizing experimentation, organizations can shift employees from resisting change to confidently adopting digital tools as opportunities for growth.
To avoid fragmented adoption, organizations must ensure that digital tools are implemented consistently across teams. This requires clear communication, cross-departmental collaboration, and alignment on how tools will be used to achieve shared goals.
Mentorship programs can help bridge generational divides, pairing younger employees with older colleagues to share knowledge and skills.
Leaders play a pivotal role in overcoming barriers to digital fluency. They don’t just drive the adoption of digital tools—they shape how employees perceive and engage with them. When leaders actively embrace technology, they demonstrate its value and set a standard for others to follow.
Leadership involvement must go beyond symbolic gestures. Employees are far more likely to adopt new tools or processes when they see their leaders using them effectively in day-to-day work. For example, a manager who uses a team collaboration platform to streamline communications or leverages data visualization tools in meetings signals the practical benefits of these technologies. This hands-on engagement builds trust and encourages others to follow suit.
Equally important is leaders’ ability to connect digital tools to broader organizational goals. Employees need to understand how these tools contribute to solving real problems, improving workflows, or driving innovation. When leaders clearly communicate the "why" behind digital initiatives, it helps employees see digital fluency as a shared mission rather than an abstract directive.
Digital fluency isn’t just about mastering tools—it’s about creating a workplace where adaptability, curiosity, and collaboration thrive. It’s about empowering employees to see technology not as a hurdle but as an opportunity to innovate, grow, and solve problems in new ways.
At its heart, digital fluency is a shared effort, requiring leaders who inspire, teams that align, and cultures that embrace experimentation and learning. When organizations commit to breaking down barriers—whether through better training, stronger leadership, or fostering collaboration—they unlock the full potential of their people and their tools.
The future belongs to organizations that don’t just adopt technology but embed it into their culture, enabling their teams to thrive in an ever-changing digital landscape. The question now is not whether we can keep up with change, but how far we can go when we embrace it fully.