Through a series of pivots, The Plattering Co. navigated challenges & scaled successfully

For years, catering in Singapore had largely remained functional, focused on trays of food and stainless steel warmers rather than presentation or experience.

Then came The Plattering Co., which bills itself as the city-state’s first artisanal bespoke caterer. Founded by long-time friends Yasmin Sim, Pearl Chan, and Jessica Lim, the trio crafts grazing tables, floral arrangements, and immersive food displays that prioritise presentation as much as taste.

Ironically, catering wasn’t even their original focus—a pivot from their other business led the trio here, and the gamble seems to have paid off: today, they serve over 100,000 people a year.

We spoke to Yasmin and Jessica of The Plattering Co. about how the business came about and how it’s reshaped Singapore’s catering scene.

An unexpected start

The journey to becoming a premium catering brand serving over a hundred thousand people a year began with something far simpler: a home juicer.

In 2014, at the height of the juice cleanse trend, Yasmin and Pearl started experimenting with cold-pressed juices. They first shared them with family and friends, but orders soon started to pick up. Jessica later joined the duo to help manage operations.

As demand grew, they formally established their cold-pressed juice business as Juix Up, quickly outgrowing their home setup and moving into an office space. Within a year, they had outgrown that too, expanding operations from a small unit in Marine Parade to a factory in Mandai.

Beyond direct-to-consumer sales, the trio even secured B2B deals, including a retail stocking at an airport chain.

However, the speed of growth outpaced their financial planning. Overheads ballooned while utilities climbed, and big recurring orders didn’t come in as consistently as they had hoped.

“We didn’t do our numbers properly,” Yasmin admitted, noting they were mentally prepared to cut losses if things didn’t improve.

But a turning point soon came in 2018, when a regular customer asked if they could provide food—specifically, banana walnut muffins—to go along with their breakfast juices. Pearl, who loved experimenting in the kitchen despite having no formal F&B training, said yes.

She carefully plated the muffins and drinks in a crate, paired them with a chalkboard display and sent them along with the juices. “Unexpectedly, the client immediately fell in love with the muffins and the whole presentation,” Yasmin recalled.

The same client soon began requesting more elaborate offerings—salmon platters, cheese boards, and styled grazing spreads. At a time when such curated platters were still relatively novel in Singapore’s catering scene, according to the trio, Yasmin agreed to give it a try.

I’m a person who never gives up on a request. If someone asks for something I will never say no, I will just say, ‘okay, let me let me let me try to do it for you.’

Yasmin Sim, co-founder of The Plattering Co.

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There was no business plan, no pitch deck, no formal strategy. The founders simply responded to demand, refining their offerings as they went. In Mar 2018, that approach led to the launch of The Plattering Co.

They grew fast, but everything came to a halt almost overnight

For The Plattering Co., Pearl’s eye for aesthetics quickly became the brand’s signature. Wooden boards replaced stainless steel trays, fresh florals softened tablescapes, and colours were intentionally curated—food wasn’t just served, it was styled.

Some of the brand’s now-iconic concepts began in personal moments, like the doughnut wall, inspired by Pearl’s wedding. During the event, she displayed doughnuts on pegs, turning them into both a decorative feature and an interactive treat for guests.

The team has since adapted similar concepts for clients, including the Pretzel Pipe Wall, nasi lemak bar, and taco bar, bringing creativity and interactivity to every event.

Meanwhile, Yasmin and Jessica focused on operations and finances. By 2019, the growing brand had moved into a 1,000 sq ft shophouse at Cavan Road, carving out a niche in artisanal catering. They also began gradually building a team to support day-to-day operations.

But everything came to a halt just a year later, when COVID-19 wiped out corporate buffet catering overnight, with orders cancelled en masse. The revenue stream that sustained them vanished almost instantly.

Yasmin even floated the idea of selling toilet paper—anything, just to generate cash flow. The stress was immense, and another glance into the possibility of closing down hit the trio.

Nonetheless, the team decided to push forward for the sake of their employees’ rice bowls. Ideas were thrown around, and the team came together to brainstorm for ideas.

They pivoted quickly. Some of the new offerings they introduced included premium decorated breakfast boxes and bento boxes. Each came with heartfelt greeting cards to clients as a show of support in the midst of the pandemic. 

When dining restrictions capped gatherings at four to five people, they also redesigned menus into smaller six-to-eight-person platters, leaning into B2C aggressively.

In 2021, the trio also launched creatively styled gift hampers under a new brand, Sage and Gifts. Rather than conventional festive baskets, these were curated food experiences packaged with the same bespoke aesthetic as The Plattering Co. “For a period, we became a bespoke gifting business,” Yasmin recalled.

The pivots helped the business not just survive but thrive. By 2022, annual revenue had nearly quadrupled compared with pre-COVID levels. That same year, the founders sold off Juix Up and moved into a 2,000 sq ft central kitchen in Bedok to meet growing demand for their catering and gifting businesses.

Since then, The Plattering Co. has served more than 100,000 people annually across catering setups and drop-off orders. The pandemic, which nearly shut them down for a second time, ultimately forced the reinvention that accelerated their growth.

In 2024, the founders made another strategic decision: they divested the hamper brand as well, consolidating resources to focus squarely on their core catering identity.

Scaling the business vertically & building complementary arms

The same year, the founders recognised that they had reached a pivotal stage in their growth journey.

Aware that scaling the business would require deeper operational expertise and structured leadership, they made the strategic decision to bring on board a Managing Director with 13 years of extensive experience in food systems and enterprise-scale business transformation to drive the next phase of expansion.

Today, The Plattering Co. operates across roughly 11,000 sq ft, including halal and non-halal central kitchens, floral operations, and warehouse facilities. The team numbers 35 to 36 people, with around 30% in the kitchen, and their customer base is split roughly three-fifths B2B and two-fifths B2C.

Acknowledging that The Plattering Co. occupies a premium segment, often catering to big occasions, the founders have expanded the business into multiple arms to reach a wider demographic.

They launched sister brand Caterwow to serve the halal and the mass market in 2024, alongside Singapore Food Services to provide white-label and OEM food services.

Another arm, Wildflower ArtCo., manages floral styling for weddings and events, while Kaizen Supply Chain oversees the operations of the company’s brands and offers supply chain logistics services to industry peers.

However, scaling a visually driven brand also presents its own challenges. Maintaining consistency in execution, especially replicating Pearl’s intricate handmade setups, grows increasingly difficult with large volumes of orders.

As such, the team has implemented thorough training sessions for staff to make sure that set-ups are in line with The Plattering Co.’s standards, while automating internal operations helps to streamline order flows and delivery planning.

They are also exploring AI-assisted processes to ensure structure and standardisation even when founders are not physically present.

All these free up time for their team to work on set-ups instead.

Every setup involves meticulous planning—from the type of flowers selected to the size of platters and colour of tablecloths.

Catering, Jessica pointed out, is often under-appreciated in its operational intensity. It requires packing cutlery, holders, tables, plants; coordinating delivery; full setup; tear-down; washing—all within tight timelines. The premium pricing reflects not just the food, but the labour choreography behind it.

“The greatest sense of achievement after each setup comes when guests stop to take photos before they eat,” Jessica said.

Operationally, manpower remains one of the biggest challenges. Hiring the right fit and aligning kitchen, logistics, and office teams around shared values is always a work in progress.

Yasmin emphasised that even washers and drivers must understand their importance in delivering the final experience to clients. In this regard, the trio ensures that they maintain a strong work ethic amongst their team members while maintaining a strong sense of meaning in the workplace.

What’s next for The Plattering Co.

Despite suffering losses in 2020, The Plattering Co. had built enough reserves to weather the storm. 

Looking back, Yasmin attributes their survival not to perfection but to adaptability and to clarity of the brand’s direction.

The co-founder stressed the importance of humility regardless of success. She believes in continuous growth, emphasising that “If you’re not growing, you’re actually dying.” 

That philosophy drove them to expand kitchens even when sales were stable. It also drove difficult decisions—like selling off both the juice and hamper businesses—rather than being sentimental about ventures that no longer aligned.

Above all, she advocates staying authentic. “Trust your beliefs. Trust your values. When you allow external influence to override your conviction, you lose clarity and direction.”

The Plattering Co nearly closed twice. Instead, it evolved from a home juicer in 2014 to a premium artisanal catering brand serving over 100,000 people annually.

Looking ahead, the trio plans to continue being a “trendsetter” and being at the forefront of their craft. They would also be open to expanding to overseas markets if the opportunity arises.

• Find out more about The Plattering Co here.
• Read other articles we’ve written on Singaporean businesses here.

When FOMO ( fear of missing out) first entered popular language, it was about teenagers scrolling through friends’ social feeds and worrying they weren’t having as much fun. But today, that word has taken on a different meaning in the era of artificial intelligence.

The fear now isn’t about beach photos or party snapshots. It’s about being left behind in a technological revolution that promises dramatic changes in work, creativity, and competition. It’s about the feeling that your own intelligence is not enough anymore, and you can’t compete with the artificial one. 

You might call it AI FOMO, the worry, for individuals and companies alike, that others are moving ahead with AI while you stand still. And this feeling is real enough that researchers are trying to understand it scientifically. 

They’ve developed tools to measure how much people fear falling behind in AI skills or access. A recent study showing how this fear plays out found that more than one in nine adults report elevated levels of anxiety about not keeping up with AI, especially younger people and women. Importantly, those with better AI literacy reported less fear, suggesting that understanding the technology reduces anxiety. 

This isn’t abstract psychological jargon. It is a psychological undercurrent that feels entirely modern: tied to the ubiquity of AI in press, policy, and venture capital. The sense that everyone must adopt intelligent technology or risk irrelevance. But like most anxieties, its influence extends far beyond individual nervousness.

I think we reached the point where AI FOMO is shaping business decisions, corporate strategy, and even public policy.

When fear and strategy collide

The ripples from AI FOMO extend far beyond individual stress. They reach into boardrooms and strategic plans where companies, whether big or small, are deciding how hard to pursue AI. 

A survey by intelligent automation company ABBYY found that around 60-70 % of technology leaders report fear of missing out as a major reason their organisation is investing in AI. Many worry that if they don’t adopt AI now, competitors will seize an advantage. And together with the leaders’ fear, some decisions are coming that may affect the employees. 

I will give credit. That fear can feel logical. After all, AI promises efficiency, insight, and new capabilities, even for thought less capable. 

But when fear becomes the main reason for action, it warps strategy. Rather than asking “What problem are we solving with AI?”, decision-makers ask “Can we afford not to use AI?” This change from thoughtful problem-solving to panic-driven adoption creates an illusion of purpose where there may be none.

And the results can be underwhelming. Recent business surveys show that many companies are still struggling to see real returns from their AI investments. Some executives report that less than half of their AI projects deliver measurable impact, or struggle to even quantify it. That’s a sign that widespread adoption does not automatically translate into value, especially when the impetus to buy in comes from anxiety rather than strategy.

The human side

AI FOMO isn’t just a corporate phenomenon. It affects workers too. Research focused on attitudes in the workplace shows that employees who believe AI will reduce their autonomy or make their skills obsolete tend to experience fear of missing out on AI adoption alongside heightened job anxiety. This connects with broader concerns about technology and wellbeing at work: many people worry that AI might replace tasks or change job expectations without clarity. 

That fear can influence behaviour, too. Anecdotal reports, such as research showing a significant share of workers using AI tools secretly to keep up with perceived expectations, reflect this sense of needing to keep pace, even in silence. It’s not just about skills; it’s about identity, worth, and belonging in a professional world that is moving so fast.

The result is a kind of feedback loop. Investment without strategy, momentum without direction. In the pursuit of not falling behind, many risk falling into the very inefficiency they hoped to avoid.

Beyond anxiety; toward intentional AI

To navigate this moment with equanimity requires resisting the gravitational pull of fear. This is not a rejection of AI’s transformative potential. A large majority of business leaders still view AI as an opportunity, even as concerns about risk and readiness grow. 

But recognising AI FOMO as a real force, not just a catchphrase, allows companies, governments, and individuals to ask better questions: 

1. What are we truly trying to accomplish with this technology? 
2. How does it serve core strategic goals? 
3. Who benefits from this adoption, and who might it harm?

The answer, ultimately, is not to replace fear with oblivious optimism, but to replace reflexive action with intentional adoption.

In the end, AI FOMO tells us something deeper about ourselves than any quarterly earnings report or headline about the next breakthrough. It reveals how closely we have tied our hopes, and our anxieties, to a technology that is, for many of us, still only partly understood. 

We see AI everywhere: pitched as productivity’s savior one moment, feared as a job-eating force the next. Across workplaces and dinner-table conversations alike, even on dating apps, the underlying emotion often isn’t excitement or dread alone, but something that feels curiously familiar and deeply human: the fear of falling behind, of being outpaced by peers, competitors, or even young strangers we’ve never met.

This feeling is more than a distraction or a fancy word. It is linked to genuine stress, anxiety, and reduced well-being for some, and it shapes behaviour in subtle but far-reaching ways. People tweak their resumes, accept rushed technology rollouts, or hunch over training modules long into the night; not because they are certain of the value, but because they fear the alternative.

This moment, then, feels like more than a fad. It is a crossroads between reaction and reflection. We can choose to let fear drive our choices, or we can treat that fear as a signal to slow down, learn, and make room for real understanding. 

If I’ve learned anything in the years since AI leapt into the popular imagination, it’s this: technology changes fastest when we pair curiosity with clarity, and adapts most successfully when we meet it with empathy rather than anxiety.

So as the next wave of models arrives, as companies wordsmith their AI strategies, and as employees juggle training modules alongside tools and dashboards, here’s one gentle reminder worth holding onto: technology doesn’t define us. Our reactions to it do. We are the ones who imagine, experiment, hesitate, question, and decide.

(A)I know. 

The European Parliament has taken a rare and telling step: it has disabled built-in artificial intelligence features on work devices used by lawmakers and staff, citing unresolved concerns about data security, privacy, and the opaque nature of cloud-based AI processing.

The decision, communicated to Members of the European Parliament (MEPs) in an internal memo this week, reflects a deepening unease at the heart of European institutions about how AI systems handle sensitive data.

The Parliament’s IT department concluded that it could not guarantee the safety of certain AI-driven functions, notably writing assistants, text summarization tools, virtual assistants, and web page summary features, because they rely on cloud-based processing that sends data off the device.

In a workplace where draft legislation, confidential correspondence, and internal deliberations circulate daily, even momentary exposure of sensitive information is viewed as unacceptable.

For now, the measures apply only to these native, built-in AI features on Parliament-issued tablets and smartphones, not to everyday apps like email or calendars. The institution has declined to specify which operating systems or device manufacturers are affected, citing the “sensitive nature” of cybersecurity matters.

Beyond the Parliament

The internal memo did more than announce a software rollback. It advised lawmakers to review AI settings on their personal phones and tablets, warning them against exposing work emails, documents, or internal information to AI tools that “scan or analyze content,” and urging caution with third-party AI applications that seek broad access to data.

This guidance implicitly acknowledges a larger truth: for many elected officials and staff, the boundary between official and personal devices is porous. The Parliament’s approach underscores that risks are not confined to issued hardware but extend into the consumer technology choices of its own members.

The move is the latest in a series of precautionary steps by EU institutions. In 2023 the Parliament banned the use of TikTok on staff devices over similar data concerns, and ongoing debates have questioned the use of foreign-developed productivity software. Some lawmakers have even suggested moving away from Microsoft products in favor of European alternatives, part of a broader push for digital sovereignty.

That push is not abstract. The EU’s Artificial Intelligence Act, the world’s first comprehensive regulatory framework on AI, has been in force since 2024 and imposes obligations on AI providers and users alike, categorizing systems by risk and demanding transparency, traceability, and human oversight.

Yet the Parliament’s latest action reveals a paradox: while Europe seeks to regulate and shape AI at scale, it is simultaneously wary of the very tools it aims to master. Stopping short of a full ban on AI use, the institution is essentially saying that in certain contexts, the technology is too unpredictable to trust, especially when critical information could leak outside secure boundaries.

What this means for EU tech policy

The Parliament’s decision may seem narrowly targeted, but it carries broader implications. It signals that even for progressive regulators who have championed innovation alongside rights protections, the practical limits of AI integration are now a central concern. Cybersecurity teams within government institutions are not merely technologists; they are custodians of trust in an era when data is both an asset and a vulnerability.

For businesses and citizens watching Europe’s regulatory trajectory, this episode is instructive. It suggests that the EU’s approach to AI will not only be legal and ethical but deeply pragmatic. Regulations may promote responsible innovation, but European institutions are prepared to pull back when security and control are at stake.

As AI capabilities continue to evolve and become embedded in devices worldwide, the Parliament’s cautionary step highlights a core tension of the digital age: balancing the potential of AI with its unseen and unquantified risks.

Whether other governments follow suit, or whether this stance influences corporate and product strategy, remains to be seen. In the meantime, the message from Brussels is unmistakable: when it comes to AI and sensitive data, trust but verify is no longer enough.

Etsy has been growing at a slowed pace in recent years. It bought Depop for $1.6bn, and sold it at a loss.

eBay is acquiring second-hand fashion marketplace Depop from Etsy in a bid to reach a younger, more “fashion-forward” resale-savvy customer-base. The deal is valued at approximately $1.2bn, expected to close in Q2 this year.

A sleeper hit among younger generations, Depop has around 7m active buyers – nearly all Gen Zs and Millennials under the age of 34 – and more than 3m active sellers. The platform recorded around $1bn in gross sales in 2025, a 60pc year-over-year growth in the US.

Depop competitor ThredUp reported that the US second-hand apparel market grew from $28bn in 2019 to $56bn just last year. While other analysts place the global second-hand fashion market at $210bn in 2025, expected to grow to more than $580bn by 2035.

Second-hand fashion is gaining traction among larger swathes of younger consumers looking for more affordable clothing. A 2025 analysis of fast fashion prices found an average rise of $17 across key categories of clothes in the US, with jackets and outerwear prices rising by 24pc.

Meanwhile, Business Insider finds that the fashion industry contributes to around 10pc of global carbon emissions annually, led by brands such as Shein and Zara. For eBay, fashion sales represents an annual gross merchandise volume of more than $10bn.

Etsy purchased Depop for $1.6bn in 2021. The same year, it bought Brazilian online marketplace Elo7 for $217m. In 2019, it purchased music gear marketplace Reverb. Since then, it has sold all three of them.

The 2005-found company has been seeing slowed growth in recent years. Its year-over-year revenue grew by just 2.2pc in 2024, down from 7.1pc in 2023.

Etsy chief executive said that the Depop sale allows the company to focus growing its core marketplace. It plans to use the sale proceeds for general corporate purposes, continued share repurchases and investment in its core marketplace.

“Depop has built a trusted, social-forward marketplace with strong momentum in the pre-loved fashion category, and we are confident that as part of eBay, Depop will be even more well-positioned for long-term growth, benefiting from our scale, complementary offerings, and operational capabilities,” said eBay chief Jamie Ianonne.

The company slashed 1,000 jobs in 2024, 9pc of its workforce at the time.

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OpenAI has partnered with India’s Tata Group to secure 100 megawatts of AI-ready data center capacity in the country, with plans to scale to 1 gigawatt. The move is part of a broader push to deepen the company’s enterprise and infrastructure footprint in one of its fastest-growing markets.

OpenAI announced on Thursday that the partnership with the Tata Group is part of its Stargate project, which aims to build AI-ready infrastructure and expand enterprise adoption globally. OpenAI will become the first customer of Tata Consultancy Services’ HyperVault data center business, beginning with 100 megawatts of capacity. The deal also includes deploying ChatGPT Enterprise across Tata’s workforce and standardizing AI-native software development through OpenAI’s tools.

The partnership, which falls under the “OpenAI for India” initiative, highlights the company’s expanding footprint in the country, which according to recent estimates from CEO Sam Altman has more than 100 million weekly ChatGPT users spanning students, teachers, developers, and entrepreneurs. The scale of adoption has positioned India as one of OpenAI’s most important growth markets as it deepens enterprise and infrastructure investments in the country.

The local data center capacity will allow OpenAI to run its most advanced models within India, reducing latency for users while meeting data residency, security, and compliance requirements for regulated sectors and government workloads. Hosting compute domestically is critical for enterprises that handle sensitive data and operate under data localization and digital infrastructure rules. These circumstances could widen OpenAI’s access to enterprise customers that require in-country processing.

An initial 100 megawatts of capacity represents a substantial commitment in the context of AI infrastructure, where large-scale model training and inference require power-hungry clusters of graphics processing units, or GPUs. Scaling to 1 gigawatt over time would place the Tata facility among the largest AI-focused data center deployments globally, underlining the scale of OpenAI’s long-term ambitions in India.

Beyond infrastructure, OpenAI and Tata Group will pursue a strategic enterprise collaboration aimed at accelerating AI adoption across Tata’s businesses. The conglomerate plans to roll out ChatGPT Enterprise to its workforce over the coming years, beginning with hundreds of thousands of employees at Tata Consultancy Services (TCS), in what would rank among the largest enterprise AI deployments globally. TCS also intends to use OpenAI’s Codex tools to standardize AI-native software development across its engineering teams.

N Chandrasekaran, chairman of Tata Sons, said OpenAI’s partnership would help build “state-of-the-art AI infrastructure in India” while supporting efforts to skill the country’s workforce for the AI era.

Financial terms of the deal were not disclosed, including whether OpenAI is making a capital investment in HyperVault or leasing capacity.

In November 2025, TCS secured backing from private equity firm TPG to develop AI-ready infrastructure in India under its HyperVault data center business. The platform is backed by about ₹180 billion (about $2 billion) in planned investment and is designed to support large-scale compute workloads for hyperscalers and enterprise customers.

OpenAI will also expand its certification programs in India, with TCS becoming the first participating organization outside the United States. The certifications are designed to help professionals build practical AI skills across roles and industries, the company said. The move follows OpenAI’s recent partnerships with leading Indian institutions in engineering, medicine, and design.

OpenAI plans to open new offices in Mumbai and Bengaluru later this year, adding to its existing presence in New Delhi as it deepens operations in the country. The expansion is expected to support enterprise partnerships, developer engagement, and local regulatory coordination as the company scales its footprint in India.

The announcement comes as India hosts its AI Impact Summit in New Delhi, where global AI leaders, including Sam Altman, Anthropic CEO Dario Amodei and Google CEO Sundar Pichai are participating alongside Indian startups and enterprises showcasing AI applications across sectors such as finance, healthcare, and education.

OpenAI has been expanding its presence in India through partnerships with companies including Pine Labs, JioHotstar, Eternal, Cars24, HCLTech, PhonePe, CRED, and MakeMyTrip, as it seeks to embed its models across consumer platforms, enterprise systems and digital payments infrastructure in one of the world’s largest internet markets.

Together, the data center build-out, enterprise deployments, and expanding partner ecosystem signal OpenAI’s most comprehensive push yet to anchor advanced AI infrastructure and applications in India.

A roll of Scotch tape can do some truly unexpected things, such as completely replacing a camera lens. Maker okooptics puts this to the test in a recent project, transforming an ordinary sensor into a functioning camera using only Scotch tape, smart rigging, and some math after the fact.

Lensless imaging works on a fairly simple principle: light from a scene strikes the sensor in all directions rather than in a focused beam. Traditional lenses perform the job by bending light to create precise projections, but in this case, the Scotch tape diffuses the light in a predictable way, spreading each point in the scene across the sensor in what’s known as a point spread function, or PSF. The raw grab is a confused mess, yet the information is still contained inside it.

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He starts with a Raspberry Pi camera and puts a small piece of Scotch tape around a 3D printed bit only 3 millimeters away from the sensor. A piece of electrical tape holds the tape in place and creates a frame for the image, ensuring that no PSF escapes and causes additional difficulties. Only 3mm was the sweet spot since it kept the PSF nice and small in the center of the sensor, which is where you want it for optimum results.

You set it up, point it at a subject, such as a cat, smartphone screen with text, or a turtle silhouette, and capture the shot. The sensor then catches the dispersed light field, which means there’s no need to mess with manual focus or particular exposure settings because everything is handled by the computer.

The magic happens during reconstruction, which uses a technique known as Wiener deconvolution. That’s because the PSF wiped out the true scene, resulting in the hazy image. In the Fourier domain, the convolution converts to a very easy multiplication, so all you have to do is divide by the PSF’s Fourier transform. However, there’s a catch: all that noise in the image causes issues. Wiener deconvolution adds a little extra math to balance out the noise, resulting in a cleaner image if the settings are correct.
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