Entrepreneur Of The Year
EOY 2018 Winners & Finalists
Read more about Alisjahbana Haliman
Leading Haldin, Alisjahbana’s philosophy of “do good” shaped his leadership in the Company. He believes that Haldin shall “do good”, not only for the shareholders, but also for its employees, its suppliers and Indonesia by creating a sustainable added value throughout its value chain in Indonesia. A true believer of Indonesia’s natural resources and one of the pioneers of the industry, Ali aims to solely source its raw materials from Indonesian farmers and develop these farmers along the way, not just as a purchaser of the farmers’ harvested goods or an importer to fulfill demands in the market.
From only a trader of vanilla, Haldin is now a company that processes various types of natural resources. Acting like a connector between farmers and businesses, Haldin processes raw natural resources from farmers and processes them to be ingredients ready to be used by businesses producing end products bought by end consumers of various industries: tea & coffee, essential oil, cocoa & vanilla, natural sweetener, fruit & vegetable, seasoning ingredient, cosmetic ingredient and functional ingredient.
Alisjahbana also trains several villages to become bee keepers, so that people have the knowledge and skills to turn it into a sustainable bee farming business. Haldin, together with several government bodies, is one of the initiators of Indonesian Honey Research Institute. Currently, Haldin has produced more than 200 essence products, with 60 percent of Haldin’s products are exported to 54 countries, where the 40 percent are sold in Indonesia.
Read more about Sabrina Bensawan
Sabrina Bensawan is a student, entrepreneur, and founder of Saab Shares, a non-profit organization that concentrates on three areas, namely children education, health, and women empowerment. She founded Saab Shares at the age of 16 as a form of gratitude to God for what she has and her passion to contribute and help less fortunate communities. Saab shares has a permanent shelter house in Cengkareng, providing routine informal education for underprivileged children, focusing on character building to provide a better future for them.
At the beginning, Sabrina and Elena, her younger sister, visited slum ‘under the bridge’ areas, in Plumpang, Tanjung Priok and Teluk Gong, Angke. They found children who were not attending school and living in poverty. Many of their parents didn’t care much their children’s condition nor fought for a better future for them. The first challenges that Sabrina faced were parents with the mentality that the fate of their children will be the same as theirs. Moreover, many of their friends and the people around her were sceptical towards her goals, knowing her very young age.
This situation impacted Sabrina’s leadership style, she called her leadership style is ‘to be focused/determined as well as be adaptive’. For every challenges she faced, she set her mind and her heart on her purpose of life. This kept her from giving up, and kept her working hard to find solutions or new approaches. Her leadership style is ‘hands-on’, she spends a significant amount of their time to run the programmes together with her sister, her mom, with her support team and volunteer. This is very important to ensure that Saab Shares is providing maximum impact not only to their students and community served but also for all other involved parties such as volunteer, donors, hired teachers.
Tan Eng Liang
Read more about Tan Eng Liang
Tan is a born entrepreneur, capable of taking strategic decision for the SOHO Global Health to ever expand and grow. As a prominent pharmaceutical company, his vision for the group is to be a healthcare leader and the preeminent provider of innovative natural pharmaceutical products, valuing the well-being of the community, and to promote a healthy lifestyle in a socially responsible way. With this vision, Tan aims to strengthen the Group presence not only at the domestic level (Soho Group) but also at the global level by establishing Soho Flordis International (SFI Group) with same vision, developing market intelligence and connections in complex areas around the world such as Saudi Arabia, China and India.
SFI products have sold to more than 50 countries with brands such as Klaire Labs, Flordis and Potters. SFI has grown organically and by series of 8 major acquisitions (In Australian, US, UK and Switzerland) into a multinational brand with a global scope, owning 3 manufacturing facilities in different countries, with a total number of employees of 2,500+ people in Indonesia, 400+ in Australia and indirect employment of hundreds of others. SFI is now almost an AUD 200 million business.
Since Pak Tan’s leadership in 1990, he has grown Soho Group’s health turnover from only Rp 9 billion to more than Rp 4 trillion in 2017. The significant growth in sales shows Tan’s persistence and commitment to meet the current needs of his business now and in the future.
Read more about Cleosent Randing
Cleosent is a visionary leader with a can-do attitude and a very successful young serial entrepreneur whose determination has led him to start a business from a start-up to leading digital businesses. In 2012, Cleosent then started a start-up digital performance agency, Valuklik which help advertisers reach their targeted customers through multi-channel digital marketing. It was not easy at that time given e-commerce awareness is still very low.
When he started Valuklik, they are the first digital performance agency. Valuklik became the only agency that focuses on delivering performance through internet marketing mainly on SEO, and SEM thus enable them to secure partnership from leading companies early on like Johnson & Johnson, XL, Telkomsel to name a few. In 2017, Dentsu Aegis Network (the only global communications network in Asia) acquires Valuklik. Valuklik then merged with iProspect and rebranded as iProspect Valuklik, growing more than five times in size and established as the market leader in performance.
With his experiences in digital marketing, and insurance industry, Cleosent founded PasarPolis and now it becomes Indonesia's leading insure-tech company, giving consumers and digital businesses a smart way to choose insurance and tailor-made innovative protection solutions with a vision of “Insurance for All”. Cleosent was able to achieve an impossible task to be the first company jointly invested by Go-Jek, Tokopedia and Traveloka, securing strategic partnership with the 3 unicorns and largest digital businesses in South East Asia.
Read more about Dharsono Hartono
Dharsono Hartono is the CEO and co-Founder of PT Rimba Makmur Utama (“RMU”). RMU’s business model is to help reduce the carbon emission from deforestation through the conservation of 200,000 ha peatlands (“the Project”) in Central Kalimantan. Adopting the concept of REDD+ (Reducing emissions from deforestation and forest degradation), RMU licensed the area to not be used for commercial activities that may involve deforestation. RMU receives compensation by trading the carbon to buyers who are keen to reduce their carbon emission.
Being the first to dive into a new and original industry has been nothing but challenging. A government approved license to conserve the project area is crucial in getting the company going. However, grey and unclear government regulations have tested Dharsono and his partners’ patience for up to 5 years, before being granted the Ecosystem Restoration Concession (“ERC”) license in 2013.
Dharsono is a practical leader who does not get afraid of getting his hands dirty. He visits one village to another, and talks to the community days and nights. From these conversations, he and his team discussed various initiatives that will suit and improve their well-being, such as in-house training and collaboration with other parties such as non-governmental agencies (NGOs), local government, and private companies.
“Hard work and effort never betrays it only pays”. With this belief, Dharsono has gone through 11 years of journey with RMU, successfully developing a business model showing forest conservation can be sustainable and profitable at the same time. As of today, RMU has the world’s largest peatland conservation project which has prevented the release of greenhouse gases equivalent to over 26,131,783 tonnes CO2.
Gibran El Farizy
Read more about Gibran El Farizy
eFishery started in 2013 as a feeding automation provider. Gibran had 5 years of experience on fish farming business, thus he knew that the biggest cost in fish farming business is feeding. Feeding takes up 70-90% of total operating cost, and it is done manually by labor. Over-feeding and feed stealing was common in the business. It doesn't just hurt the business' profit but also the environment. Moreover, Aquaculture, including fish & shrimp farming, is the fastest growing food sector nationally and globally. eFishery aims to tackle these essential problems as well as pursuing huge & under-penetrated market.
Gibran, who owned a farm and food business, and Chrisna, who owned a software house, decided to focus in eFishery. They sold ventures that had been providing their livelihood and used the capital to build a prototype for 12 months and to engage early customers. It was full of uncertainties. The technical, operational, and behavioral challenge with the business model are too complex. So, naturally, most investors didn’t believe this was a good business idea. However, with the hard work and persistence of team, eFishery has now become the first IoT and AgTech startups that raised venture funds with almost USD 5 million funding so far, deploy to more than 3,000 farms all across Java, Sumatra, Bali, NTB, and Kalimantan, grew the team to 64 people, and partnering with regional partners to expand in Vietnam, Thailand, and Bangladesh.
Read more about Ronald Akili
Inspired by his wife, Ronald opened his first restaurant in Jakarta, named Potato Head in 2009. His wife, who was a chef, ran the kitchen. A year of fun, this first restaurant evolved the business into Bali’s landmark Potato Head Beach Club which then added by a luxury hotel of Katamama, where both were in his created Bali Art Village. Potato Head is a vision of what the Young-Age Indonesian perceives about culture and tradition of Indonesia.
Ronald delivers his expression about art, music, design, fashion, culinary and service within the core of business of Potato Head. Ronald is a passionate about architecture, design, art and culture that made him involved artists and architects in every property he managed. Ronald’s biggest challenge lies in getting others to follow his vision for new industry standards. He wants to develop aesthetically pleasing yet completely sustainable furniture; have all his properties operating with as minimal impact on the earth as possible; to support future generations in a more meaningful way than simply cutting a check.
Ronald measures the business by the brand value recognition where customers are pleased when they associated with Potato Head’s brands. Potato Head brands became more global and had staple name in Europe and Australia. Every year, Potato Head received 20-100 applications for management contracts, franchises, licensing deals which were turned down as Ronald prefers it to be as private company.
Ronald continues his expansion by developing a new luxury hotel in Bali Art Village, opened Potato Head in Singapore and Hong Kong, while an outlet in Los Angeles is about to be opened once the permit from local authorities issued. In a year ahead, his new venture in e-commerce retail collection platform where customers can buy items of art, music, design, fashion, culinary that they can enjoy while visited Potato Head’s property.
Rudy Susanto Wijaya
Read more about Rudy Susanto Wijaya
Rudy Susanto was born from a middle-class family, and he started with a small used cell-phone counter in 1998. The store he owned was named Prima Handphone. At the time, Rudy was a factory supervisor. He had nothing. No house, no car, and limited savings. He rented a room and used becak (tricycle) to go everywhere. By 1999 he already owned 4 stores, and in 2000 his younger brother joined the business. Now, his company has become the largest authorized dealer of Excelcom Axiata, one of the leading cell-phone provider in Indonesia, having established 40 branches and serving 39.000 retail outlets in Java, Sumatera, and Kalimantan.
In his journey to grow his company, Rudy believes that luck plays a significant role to his success. He considers himself lucky when starting up the cell-phone counter in Cirebon, when the industry is starting up its trend and competitors there were limited at that time. His second lucky moment was when his only competitors at the Shopping Center closed, making his store as the only cell-phone store that operates at that shopping center. Even his consideration and decision to focus on being an official dealer for only 1 telecommunication provider was also based on luck and coincidence. However, a change of policy and business of many of these providers made him only applicable to be a dealer of 1 provider. This “luck” actually made him stronger in this business and able to deliver higher value to this provider.
Focused and conservative; these two words are probably best to describe his entrepreneurship style. He is constantly analysing the risks of each decision. Furthermore, Rudy sees his team as his greatest asset, hence he built a mentoring system within his company. He strongly believes that Trust will be the key of success in life, making him always within, good relations with his customers, employees and vendors.
Read more about Andi Taufan
As the founder of the company, Taufan has successfully transformed a traditional microfinance into a leading financial technology enterprise within just two years. With a total asset under management exceeds IDR 475 billion, PT Amartha Mikro Fintek has impacted the lives of more than 115,000 rural villagers who are now in better living conditions than they were before.
He started Amartha in 2010 from the ground up. A graduate of ITB and Harvard, he previously worked as a professional in IBM. He later experienced a paradigm shift when he encountered poor people in rural areas with little or no opportunity to advance economically, due to limitation of access to funding. Andi later had an idea to democratize financial services, to ensure that all people have access to funding through P2P lending and supported by a fintech platform.
PT Amartha Mikro Fintek, started off with only 5 employees with a small house in the village of Ciseeng, Bogor. He bootstrapped for 5 years and scaled the company to serve over 5,000 borrowers, to partner with 7 national banks for lending, and grow to over 100 employees. Then in 2015, he started to pivot the business into fintech P2P at the same time got scholarship to continue his master degree in Harvard Kennedy School. He defines success by using quantitative business measures (such as number of borrowers, quality of borrowing as evidenced by low Non-Performing Loans) and social measures (such as how to alleviate poverty by improving income of the poor people).
His biggest strength is his noble aspiration and perseverance to help less fortunate people (i.e. non-bankable entrepreneurs) through the use of technology. His business is perhaps currently the only one focusing on non-bankable businesses through technology platforms.