Artificial intelligence (AI) is significantly bolstering scam centers across Southeast Asia, enabling them to evade crackdowns, target more victims, and operate with unprecedented sophistication and efficiency.

Despite efforts by governments to dismantle these operations, Interpol officials warn that AI tools are making the criminal business model easier, leading to the evolution and expansion of scam centers rather than their eradication.

AI’s integration into scam operations enhances various aspects:

• Sophistication and Realism:
  • Large language models (LLMs) like ChatGPT are used to craft highly authentic-sounding messages, even in languages where scammers may not be fluent.
  • AI tools generate realistic job advertisements within seconds, making them harder to identify as fraudulent.
  • Voice cloning and deep fake technology allow for convincing voice and video impersonations, enabling scammers to pose as family members or alter their appearance (e.g., men appearing as women) to dupe victims globally.
• Efficiency and Scale:
  • AI allows criminals to target larger pools of potential victims at high speed.
  • Operations can be scaled up at a low cost, increasing profitability and making operators more willing to risk detection.
  • The technology enables quick adaptation, allowing centers to shift to new targets and locations rapidly.

Government crackdowns, such as Cambodia’s arrest and deportation of alleged kingpin Chen Zhi and Beijing’s execution of individuals linked to Myanmar scam centers, are underway following international pressure. However, these actions are met with the scam industry’s increasing professionalization and adaptability through AI. This advancement in criminal tactics presents “uncharted territory” for law enforcement, who struggle to keep pace with the evolving methods.

The societal cost of these scam farms is high and rising, with a conservative estimate putting the annual value of funds stolen by transnational criminal networks involved in online gambling and scams at $64 billion by the end of 2023. Geographically, scam operations are expanding beyond Southeast Asia, with new centers emerging in the Americas, Africa, and the Middle East, some showing links to Asian gangs or being run by local organized groups, indicating a globalization of the modus operandi.

While AI has not yet reduced the number of people trafficked into these centers, experts suggest it could in the future by diminishing the need for large numbers of “worker bees” and concentrating on fewer core personnel alongside AI-driven efficiencies.

These developments underscore a growing challenge for authorities worldwide, as the integration of AI allows scammers to refine their operations, making detection and prevention significantly harder. The use of deepfake technology, AI-driven phishing schemes, and automated communication tools enables criminal networks to exploit vulnerabilities on an unprecedented scale. Meanwhile, international cooperation remains inconsistent, further complicating efforts to dismantle these operations. As governments and law enforcement agencies scramble to adapt, the need for advanced technological tools and cross-border collaboration becomes more urgent than ever.

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Benjamin Nasberg is a Canadian entrepreneur and the CEO of Carbone Restaurant Group. He is known for building scalable hospitality businesses while staying closely connected to the people and communities behind them. His career reflects a steady focus on growth, culture, and practical leadership.

Nasberg began working in restaurants at the age of 16. Those early roles gave him a ground-level understanding of operations, teamwork, and customer experience. He later graduated as valedictorian from Shaftesbury High School and earned a Bachelor of Science from the University of Manitoba. Rather than follow a conventional corporate route, he chose to build his career in hospitality.

In 2011, Nasberg became managing partner of a small restaurant called Carbone. Under his leadership, the business expanded from one location to four within four years. He also helped launch a nightclub, a sports bar, and an events company, applying the same disciplined approach to each venture. Today, as CEO, he oversees Carbone Restaurant Group’s continued expansion across North America.

Benjamin Nasberg is recognised for turning ideas into structured, workable models. During the pandemic, he founded the Restaurant Emergency Support Fund, which partnered with charities to purchase meals from local restaurants and distribute them to people in need.

His leadership approach is rooted in consistency, accountability, and culture. He focuses on long-term value rather than short-term gains. Through measured growth and clear decision-making, Benjamin Nasberg continues to shape a modern, resilient hospitality business.

Benjamin Nasberg: Building Ideas, Teams, and Sustainable Hospitality

Let’s start at the beginning. How did your career in hospitality first take shape?

I started working in restaurants when I was 16. It wasn’t part of a long-term plan at the time. I just liked going out for dinner and had friends that could get me a job at one. But I quickly realised how much I enjoyed the pace and the teamwork. Growing up in Winnipeg, I was also around family businesses and community spaces, so being in an environment where people gathered felt natural to me. Plus my family either went out for dinner or ordered in 3-4 times per week growing up!

What did those early jobs teach you that still matters today?

They taught me respect for the work. When you’ve washed dishes, cleared tables, and handled a busy service, you understand how much effort goes into one good night. That perspective stays with you. Even now, as a CEO, I don’t see operations as abstract numbers. I see real people doing real work. That changes how you make decisions.

How did Carbone Restaurant Group come into your life?

In 2010, a friend and their brother inlaw told me about a restaurant they were planning to open with another partner. I was intrigued as I had always thought of eventually owning a restaurant. As I saw it start to come to life in 2011, they had asked if I wanted to throw some events and partys there, which I did. They went over really well and I was then approached with the idea of becoming the managing partner of Carbone. At the time, it was one location with a strong concept but limited structure. I saw an opportunity to build something solid. I didn’t have everything figured out, but I trusted my instincts and the people involved. That decision shaped the rest of my career.

Carbone grew quickly in the early years. What guided that growth?

We focused on fundamentals. Consistent service, strong culture, clear roles and taking some gambles. Within four years, we expanded from one location to four. At the same time, I launched a nightclub, a sports bar, and an events company. Each project came from observing what our community wanted. We didn’t chase trends. We responded to demand and tried to execute well.

What challenges came with that pace of expansion?

The biggest challenge was wrong people and decisions locations. It is easy to double down. But is much different to triple or quadruple down as you can only be so many places at once. And until you have the systems in place to essentially replicate you and the energy you bring, opening is easy but sustaining operations and growth is tough. Early on we relied on the wrong franchise partners. The idea itself was sound, but the people we brought on were not as ready as they had made us seem. We also took locations that were lower rent but less attractive locations. I would rather pay higher rent now for guaranteed foot traffic and focus many on managing systems. That experience taught me that growth only works when the foundation is solid and the people have done the thing you are looking to achieve. Speed can feel productive, but readiness is what actually protects the business.

How has your role changed as CEO over time?

My job used to be very hands-on, solving problems hour by hour. Now it’s more about meeting with shareholders, strategic partners, and direction. You can’t be everywhere forever. At some point, your responsibility is to create an environment where others can make good decisions without you. I now rely on a small group of people that I can trust to keep the wheels turning, while I look for our next 5 years of growth.

During the pandemic, you launched the Restaurant Emergency Support Fund. What led to that idea?

I saw two problems happening at the same time. Restaurants were struggling to survive, and food banks were overwhelmed. It didn’t make sense to treat those issues separately. The Restaurant Emergency Support Fund partnered with charities like S.S.C.O.P.E. Inc. to purchase meals directly from local restaurants and distribute them to people in need. We served meals almost every day early on in COVID. It showed me how effective simple, practical ideas can be when they connect existing resources.

How does community involvement fit into your business philosophy?

It’s part of the responsibility that comes with growth. I’ve been fortunate, and I don’t think success exists in isolation. Whether it’s the Westland–Carbone Culinary Scholarship or supporting KidSport Manitoba and Coats for Kids, the goal is to strengthen the environment around the business. When communities do well, businesses do better too.

What keeps you motivated after years in the industry?

I enjoy building things that last. Hospitality is challenging, but it’s also deeply human. People come together in these spaces to celebrate, relax, and connect. Being able to shape those experiences is still motivating. I also enjoy learning. I spend time reading outside my field because new ideas often come from unexpected places.

Looking back, how do you define progress in your career?

Progress isn’t just expansion. It’s stability, trust, and consistency. It’s knowing the culture can survive without you in the room. When a team operates well on its own, that’s real progress.

What would you say to someone early in their career today?

Be mindful who you partner with. Know everything about them, like you are going to marry them (because you are). Ensure they have different skillsets than you but you share the same vision for the business and the same values. Pay attention. Don’t feel bad asking for help. Learn from people who have done the thing you are looking to accomplish. Don’t rush to the top. The experience you gain early becomes the foundation for everything that follows. If you build that foundation carefully and the right connections, the rest tends to make more sense.

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The article is for informational purposes only (not a solicitation or recommendation to buy or sell stocks). David is not a registered investment adviser. Investors should do their own research or consult a financial adviser to determine what investments are appropriate for their individual situation. This article expresses my opinions and I cannot guarantee that the information/results will be accurate. Investing in stocks involves risk and could result in losses.

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Ihab Abou Letaif is a business professional with experience in retail operations and consumer goods. His work focuses on how businesses operate day-to-day, especially in complex, high-pressure markets. He is known for a practical and disciplined approach to management.

His career has been shaped by hands-on roles in operations, finance, and business development. He has worked closely with store performance, inventory control, and supply chain coordination. This has given him a clear view of how small decisions affect margins, cash flow, and long-term stability.

Operating in Venezuela has required adaptability and strong financial discipline. Ihab has spent years working in environments marked by inflation, supply volatility, and shifting consumer behaviour. His experience in these conditions has strengthened his focus on efficiency, risk control, and realistic planning.

A large part of his work has involved building and managing teams. He believes that clear processes and shared responsibility are essential for scale. He places importance on training, accountability, and steady execution rather than rapid expansion.

Ihab’s leadership style is calm and analytical. He prioritises data, systems, and repeatable results. Instead of chasing trends, he focuses on fundamentals that support sustainable growth.

His professional interests include retail economics, inventory management, and supply chain resilience in emerging markets. He continues to study how convenience and food retail are evolving across Latin America. Through this work, he is recognised as a knowledgeable operator with a grounded understanding of the retail industry.

Q: You grew up around business. How did that shape your early interest in retail and operations?

From a young age, I was exposed to how businesses actually run. Not just ideas, but responsibility. I saw how daily decisions affected staff, suppliers, and cash flow. That early exposure made me curious about operations. Retail stood out because results are immediate. You see what works and what does not very quickly.

Q: What did your education add to that early experience?

My education focused on business and management, but with a practical angle. It was less about theory and more about application. I learned how to read numbers, understand costs, and think in systems. That helped me later when I moved into operational roles, where decisions need to be fast and grounded in reality.

Q: How did your professional career begin?

I started working in retail and consumer goods in hands-on roles. Early on, I was involved in daily operations. Stock levels, supplier coordination, and staff scheduling. These roles are demanding, but they teach discipline. You learn quickly that small inefficiencies add up.

Q: What lessons stood out during those early years?

Inventory control was a major one. Having too much stock ties up cash. Having too little loses sales. I remember dealing with supply delays and learning how to plan around uncertainty. That experience shaped how I think about risk and preparation.

Q: You have worked in Venezuela, a challenging environment for retail. How did that influence your approach?

Operating in a high-inflation environment requires precision. Cash flow management becomes central to survival. You cannot rely on assumptions. You need updated data and clear controls. It also teaches humility. External conditions matter, and flexibility is essential.

Q: How did those conditions affect your leadership style?

They pushed me towards clarity and calm. In volatile markets, panic spreads fast. I try to keep processes simple and communication clear. Teams perform better when they understand priorities. My focus has always been on execution rather than ambition.

Q: What role did team management play as your responsibilities grew?

As operations scaled, team structure became critical. Training people to understand why processes matter made a real difference. I learned that leadership is not about control, but alignment. When people understand the system, they make better decisions on their own.

Q: Can you share an example of a practical challenge you faced?

One recurring issue was balancing supplier reliability with cost. Sometimes cheaper options caused delays or quality issues. Over time, I learned to value consistency. A stable supply chain reduces hidden costs and operational stress, especially in emerging markets.

Q: How do you view the convenience and food retail sector today?

It is becoming more disciplined. Margins are tight, so efficiency matters more than scale. Convenience stores in Latin America are growing, but success depends on understanding local demand and logistics. Copying models without adapting them rarely works.

Q: What topics continue to interest you professionally?

I focus on retail economics, inventory systems, and supply chain resilience. I also study how consumer behaviour changes under economic pressure. These factors shape long-term sustainability more than short-term trends.

Q: How do you define effective leadership in this industry?

Effective leadership is quiet and consistent. It is about building systems that work without constant intervention. Data, discipline, and trust matter more than visibility. Results should speak for themselves.

Q: Looking back, what has been most important in your career journey?

Staying grounded. Retail teaches you that fundamentals matter. Cash flow, stock control, and people are always at the centre. No matter the market, those principles remain the same.