Building products,
companies and systems
that help brands win.
A Malaysian entrepreneur building product development, manufacturing and brand-enablement capabilities for companies growing across Southeast Asia and beyond.
From formulation and industrialisation to quality systems and commercial execution — working at the intersection of science, manufacturing and business growth.
Founder Thesis
A factory should do more than manufacture. It should help its customers compete.
Traditional manufacturers are measured by output, price and delivery. A strategic manufacturing partner is measured by something more demanding — whether the products it builds help its customers win.
- 01Build better products
- 02Reduce development risks
- 03Improve manufacturability
- 04Protect product quality
- 05Accelerate commercialisation
- 06Adapt for regional markets
- 07Create healthier economics
Manufacturing is not the final step of a product idea. It is where strategy, science and execution must finally agree.
The Founder
Science taught him how products work. Business taught him why they win.
A pharmacy background from Zhejiang University shaped an early conviction that a product's quality is decided long before it reaches a shelf — in its formulation, its process, its systems.
An MBA in Global Marketing from Oregon State University added a second lens: the economics of brands, the discipline of go-to-market, and the reality that the best product still has to earn its place with the customer.
Those two lenses now shape a single practice — building organizations that can perform without depending on any single individual. Chairman and Managing Director of OTC Cosmetic Industries, founder of Living Natural, and an operator focused on turning capability into compounding advantage.
"My responsibility is not to have every answer. It is to build an organization capable of finding better answers repeatedly."
What He Builds
Three surfaces of the same practice.
Products, companies and partnerships are not separate lines of work. They compound.
Products
From concept and formulation to industrialisation and commercial production.
Personal care · Skincare · Hair care · Baby care · Fragrance · Home fragrance · Wipes · Sachet and refill formats · Selected wellness and consumer categories.
Companies
Organizations with stronger systems, clearer accountability and repeatable operating capability.
Leadership development · Quality culture · Manufacturing systems · Operational discipline · Customer-centric processes · Data-driven management · Continuous improvement.
Partnerships
Long-term relationships where the manufacturer and the brand owner both become stronger.
Strategic alignment · Transparency · Shared learning · Commercial viability · Regional market knowledge · Sustainable mutual growth.
Companies
Companies built around capability, trust and long-term value.
01 · Manufacturing
OTC Cosmetic Industries Sdn. Bhd.
A Malaysian product development and manufacturing company supporting consumer brands from concept to commercial production.
- OEM
- ODM
- Product development
- Formulation
- Industrialisation
- Manufacturing
- Filling & packaging
- Quality management
- Regulatory support
Ambition — to become one of Southeast Asia's most trusted strategic manufacturing partners for personal care, beauty, fragrance and selected consumer categories.
02 · Brand Platform
Living Natural Sdn. Bhd.
A platform for developing, commercialising and learning from consumer brands — because a manufacturer becomes more valuable when it understands not only how products are made, but also how products are bought.
- Consumer expectations
- Product-market fit
- Packaging and pricing
- Retail and marketing
- Customer feedback loops
- Commercial pressure
Operating System
Vision creates direction. Systems create results.
Six operating pillars — a working framework for building companies that can perform under real conditions, without depending on any single person to hold them together.
Clarity
Define the real problem before acting.
Discipline
Standards matter only when consistently followed.
Accountability
Ownership should be visible, measurable and dependable.
Learning
Every project, failure and customer interaction improves the system.
Execution
Ideas create value only after they are translated into action.
Compounding
Small improvements, repeated consistently, build enduring advantage.
In You We Trust.
Areas of Focus
Where Jasper creates value.
Manufacturing strategy
Aligning capability, mix and cost structure with where the market is heading.
Product development
Turning ideas into formulations, processes and specifications that can actually be built.
Brand enablement
Helping brand owners commercialise faster and more profitably.
Operational transformation
Rebuilding factory operations around clarity, accountability and data.
Regional localisation
Adapting global products for Southeast Asian consumers, regulations and channels.
Quality & compliance
Systems that hold up under audit, scale and customer scrutiny.
Customer journey design
Understanding how the brand's end customer meets the product.
Leadership systems
Developing managers who can build teams that build results.
AI for operations
Using intelligence tools where they change unit economics, not headlines.
Data-driven decisions
Making the numbers the shared language across the business.
Strategic partnerships
Long-horizon relationships across the value chain.
New business incubation
Testing categories, brands and models with real market exposure.
Founder Philosophy
Build the soil, not just the harvest.
The strongest companies are not built by one person making every decision. They are built when people understand the purpose, possess the capability, and accept the responsibility to act.
Direction, not control
Provide clarity of purpose; leave the room for people to decide.
Development, not dependency
Build capability in others rather than followers around oneself.
Systems, not heroics
Design the conditions in which good outcomes become repeatable.
Journey
An evolution, not a résumé.
Milestones are shown as chapters of thinking rather than dates. The timeline is designed to be updated as approved details become available.
- I
Foundation
Pharmaceutical training at Zhejiang University; early conviction that product quality begins upstream.
- II
Global perspective
MBA in Global Marketing at Oregon State University; a second lens on how products win.
- III
Into industry
Entry into product development and manufacturing; learning the discipline of the plant floor.
- IV
Leadership
Assumes leadership of OTC Cosmetic Industries; investment in systems, culture and capability.
- V
Living Natural
Founding of a brand platform to learn how products meet real customers.
- VI
Regional expansion
Deepening capability for Southeast Asian localisation and international brand partners.
- VII
The next chapter
Building a strategic product and manufacturing platform of regional consequence.
Insights
Ideas from the factory floor, the boardroom and the marketplace.
Why manufacturers must understand their customers' customers
From OEM supplier to strategic growth partner
Localising global brands, globalising local brands
The difference between managing people and building a management system
What artificial intelligence changes about traditional operations
Better products are not enough
Strategic Collaboration
Build what the market needs next.
Jasper works with founders, brand owners and business leaders committed to building valuable products, stronger operating capabilities, and enduring businesses.
Product & manufacturing
Development, industrialisation, quality and commercial production partnerships.
Strategic ventures
Joint ventures, regional expansion and new business incubation.
Leadership & knowledge
Industry exchanges, roundtables, and executive conversations.