Hi, I'm Jake.
Founding Director & Strategic Advisor at GovTech Company · Founder & CEO, Orbix
I build things. This is the journal, and whatever is useful in it for other business people.
I've spent the past fifteen years working across technology, government and business, leading digital transformation initiatives, building products, and advising organisations on strategy, governance and innovation. My work has taken me through sales, marketing, startups, state governments, GLCs and private enterprises, giving me the opportunity to see how different organisations think, operate and grow.
Today, I lead Orbix, a governance, compliance and cybersecurity consultancy. I also serve as a board member of a state initiative organisation and regularly advise founders, business leaders and organisations on strategy, growth and digital transformation.
This journal is a collection of observations from that journey. Some come from successful projects, others from conversations, books, people I've met, or mistakes I've made along the way. Together, they've shaped how I think about business, leadership, decision-making and building organisations.
- Information got cheap. Judgment did not. A CEO, a board member, and a minister all decide across disciplines they've never mastered. What running training programmes and consultancy projects across legal, cybersecurity, and governance fields taught me about judgment over expertise.
- I still do not know what I would have done with that head start I have met a number of newly appointed GLC CEOs over the years. One case has stayed with me longer than the rest, and it is not really about that person at all.
- Equity buys alignment. Availability costs money. My first startup, Campfyre, got close to being acquired before the deal cooled off. What I actually learned from it is that equity buys belief, not execution, and why I pay for speed now instead of trading equity for it.
- Built to protect a relationship instead of a margin A well known training institution just quietly stepped back from a service it had run for years. The reason I can pick up work like that, and keep it, comes down to how differently my business is built, not how hard I work.
- The revenue already sitting inside a state's own data Pahang's tourism sustainability fee has already collected millions, but self-declared data leaves a visibility gap worth far more. What closing that gap taught me about leverage, trust, and building a team around one observation.
- Perfectionism is fear with a good haircut Someone sent me a list of thirty-three things that keep people stuck. My first reaction was smug. Then I read it properly.
- What we cut to ship a state payment platform in four months In 2019, with no AI, a team that was too small, and a deadline that made no sense. It replaced paper parking coupons across three councils and now collects around RM800,000 a month.
I am also writing a book, Reflect, 33 reflections from shipping products, leading teams, and gaining perspective.