In August 2019, with money borrowed from family and friends, she found her partner in Ridzuan. They knew each other and had worked very well together. In the early days of running her business she struggled with cash flow, as she had to pay cash for fuel before delivery. Then the pandemic struck and sales dropped by about 50% to 70%. Luckily, her business was an essential service, so operations were maintained, bills and full staff salaries paid.

“I will give CGC a 5-star! For their service and for always trying to help me when I face difficulties.” She could not have been happier to be a recipient of CGC’s inaugural Merdeka Awards, and attributes the recognition to treating Ridzuan and her 13 other staff members as family.

Like many other businesses, the pandemic raised unanticipated challenges for the 5-year-old company. The initial lockdown period caused a severe dent in their revenue, affecting their operations and hampering efforts to acquire necessary equipment, IT infrastructure and staff. “To overcome the crisis, we learnt a couple of great life-lasting lessons that sustained us during this tumultuous 2-year period.”

Building on their strengths, they recruited additional expert staff, trained staff as trainers and developed currently relevant software. Among them, WittyViz that visualises and analyses biopsy slides through whole slide scanning (WSI) with results shared through a secure portal. They conduct COVID-19 swabbing in their clinics and on-site to minimise and monitor the public’s exposure to the virus. A COVIDCare blog was launched for post-COVID survivors and patients.

To top all of that, “Winning CGC’s Merdeka Awards gave us so much joy and satisfaction, as we have been consistent in cultivating a fair and inclusive work culture.”

During the pandemic, their business faced significant challenges and rising costs. They also had to get accustomed to payment collection issues with businesses that had cash flow problems. So, managing the company’s cash flow was a skill they had to master. “However, as we had no liabilities in terms of loans, most financial institutions ignored us as we had no track record for borrowings despite our positive bottom-line.”

In April 2022, DUOGO opened its first physical Digital Transformation Centre at Sunway Geo under the iBOXCHAIN brand. It will be a hub to support MSMEs on their digital transformation journey, with an ambition to create 20,000 more MSME success stories in the next five years.

Alongside many awards that the Malaysia Book of Records holder has garnered, DUOGO received CGC’s Merdeka Award in 2021. “We are proud and honoured to receive the recognition from CGC, considering that we started with zero track record to having a loan-worthy track record.” Their business goal is to use their solution platform to help similarly capable entrepreneurs to generate sustainable revenue. This is so that they, too, can access financing, in line with DUOGO’s tagline of ‘Transforming SME Underdogs into Heroes’.

Ng trained as a renovator and builder, and had been in the industry for more than 15 years before deciding to found his own business, specialising in interior design, carpentry work and design consultancy. Just before the COVID-19 crisis hit, he had rented a factory in Balakong to manufacture the company’s own custom-made furniture. The intention was to export it in future. The company also managed to record up to RM500,000 in sales before the pandemic. “We hope to be a one-stop solution centre for renovation and custom carpentry works.” But, as businesses remained shut during lockdowns and the health crisis continued, Ng had to source for capital.

Ng admits that he was a little shocked when informed that CGC’s PCEO, Datuk Mohd Zamree Mohd Ishak, would visit his factory. However, he found the PCEO very friendly and showed him around the factory, introducing machines and materials to him. He also informed Datuk Zamree that 70% of his production content is local. “I also shared with him my future plans of upgrading and expanding my factory to export very niche, high-quality and high-priced loose furniture to Europe and the United States.”

Yet not all have thrived, he reveals, as this work requires a gift. “I am here every day, keeping my patients and staff both happy, even if a couple of aunties treat me as their daughters-in-law!” He ensures they feel comfortable, cared for and at home. He listens to and spends time with the residents, in return learning a lot from the advice they freely give.

He adheres to his late mother’s principle - offer the best service at an affordable price. Neither deposits nor extra charges for unnecessary items. He works with residents’ relatives as a team to ensure that the elderly in his care spend their final days pleasantly.

He finds CGC Developmental Programme™ webinars very useful, too, learning many new things. “I did think that, after I received the first financing, I wouldn’t hear from CGC again. Instead, I have not only had frequent visits, video calls during the pandemic, but an amazed President/CEO who spent a lot of time talking to my residents during his visit.”

Ravindran felt honoured by Datuk Mohd Zamree Mohd Ishak’s visit to his humble establishment. It meant that, although he had started very small, he must be doing something right.

In 2019, Aqila took over her mother’s shop, continued the business and was doing fairly well. However, when she attended a business course, the trainer advised her to focus only on one area of clothing. “I realised that I could not spread myself too thin, doing everything. I see now it is better to focus on just my tudung customers.”

She also has a joint-venture agreement with a print factory in Kelantan to take on bulk finishing work. Although currently unable to fulfil the potential 30,000 pieces a month, she hopes to grow her production to increase her capacity. One day, she’d like to open her own factory, grow a larger supply base and launch her own brand of clothing. As a larger business, she explains, she’ll also be able to negotiate better terms.

Aqila was able to survive the various MCOs in the last two years, despite having to shut her shop. Meanwhile, however, she was still paying rent, and paying her staff on a piece-by-piece basis without any orders or income. Her savings sustained her business.

She cooks from home and caters for special orders mainly for events, as well as bulk orders of snacks, desserts, cakes, popcorn and kuih Raya. She also has her own line of products, among them Sambal Petai, Sambal Ikan Masin Cili Api and Sambal Garing Kudapan.

During the pandemic, despite the trust and support of her community, it was tough. The catering orders reduced a lot, as did her income.

She managed to obtain two financing schemes in 2021 via imSME, BizWanita-i and Mikro-i Individu through Bank Rakyat. “I needed to get some capital back into my business, and after I received that funding via imSME, I was able to breathe a little easier to improve my business.” She also ventured into the Bundle business, selling clothes.

Jamilah uses Facebook pages to advertise both her businesses and updates the pages frequently. Though she hopes to open a restaurant in the next few years, she will take it slow. Prices of goods have all gone up, she laments, and she depends on food sales. “I feel the burden but I raise my prices only when necessary, otherwise I try to maintain them like before.”

With limited capital, the business started from scratch in 2017. It grew organically and Kuah was ready to begin expanding in 2019, with ambitions to open more Klang Valley branches.

However, they needed to pay their fixed overheads. “The CGC BizWanita-i funding came in right after the first MCO and at the right time to cushion our business and help us pull through our difficult time.” They were able to turn things around without too much damage, with enough left over to add stock volume and expand their variety of items to cater to the eventual larger demand from customers who also had to put renovations and construction plans on hold. Soon, sales increased.

With the renovation and construction sectors moving, sales kept improving. Kuah plans to increase product stock volume to cater to buyers’ needs and develop sales through online platforms in line with new trends.

“I must applaud the helpful and friendly CGC staff who made my experience so easy and comfortable. Their presentation allowed me to trust them in the process.”

However, within four months of operating the pandemic struck, and his business was affected badly. They lost almost 90% of their customers who were mainly in the hotel and restaurant businesses. Initially, also as a startup, they had already encountered funding and branding issues. “It is also difficult for new companies to seek financial assistance as we lack credible experience,” he explained his difficulties.

As an active CGC Developmental Programme™ participant, he attended courses on branding, online marketing and photography. His products are also available on Lazada and Shopee, and he participated in the Johor International Indian Expo 2021. “CGC not only provided us with financial assistance but they guided us on managing the fund and developing our skills, with training, marketing and target markets.

Capital is critical and managing cash flow is tough, Oliver affirms, especially when project values are large but payment takes too long. During the pandemic, numerous projects had to be put on hold. Staff - comprising 20 workers, including eight permanent staff members - had to be paid, on top of new projects requiring large upfront investment. “When our business dropped, it was difficult to release staff; everyone has a family. Even with a cash backup for about seven months, we found it hard to survive.”

Despite the thrills and spills of running a business, Oliver enjoys facing the many challenges thrown his way, “Susah suka, sendiri tahu.” He has been cheated along the way, too. “But I find that, when others do that to me, my rezeki gets better. He adds: “I have just been awarded new clients, a new long-term telecommunications project.”

His first credit facility in 2020 helped support his growing business volume. As a direct result, the company grew. The second BizMula-i in 2022 played a part in business picking up this year. “This year could be even more challenging, as lots of projects are beginning. But, with the last CGC BizMula-i facility, my sales increased from RM470,000 to RM1.5 million.” His ambition is to be the top safety equipment supplier in North Sarawak, covering the Bintulu and Miri markets.

During the pandemic, in diversifying their business Meranti Marshal ventured into furniture rental, supplying custom-made furniture to university hostels. However, this undertaking requires huge capital, while return on investment can take up to five years, the duration of the lease period. Nevertheless, renting furniture is becoming increasingly popular among universities. The market is also growing rapidly, said to be worth RM30 million in just a few years.

Since university, Dato’ Pishal had planned to run a business. “My Accounting and MBA degrees helped me a lot in decision-making and my business endeavours.” Calculated risks, he asserts, are one of the most important considerations for business survival. That’s why he likes facing challenges in doing business. “And to succeed in the end is the greatest pleasure.”

When venturing into furniture rental projects with universities, the company offers the most competitive rates available. After their first project, Meranti Marshal began to make their name in other Institut Pengajian Tinggi Awam (IPTA) universities. “So far we are able to collect RM500,000 per month just from our furniture rental sector, excluding our other sectors,” stated Dato’ Pishal.

Dato’ Pishal did not expect CGC’s Chairman Dato’ Mohammed Hussein and PCEO Datuk Mohd Zamree Mohd Ishak to drop by and visit his company. He and his team enthusiastically took them on a tour to proudly display how the company has grown. “With CGC’s assistance, we have become one of Malaysia’s biggest Bumiputera furniture manufacturers.”

Newspaper reports in 2021 state that the demand for Malaysia’s marine shrimp aquaculture accounts for 24.8 % of Malaysia’s aquaculture production, and the local marine shrimp production aquaculture market is projected to expand at a compound annual growth rate of 11.9%, from RM1.13 billion in 2020 to RM1.99 billion in 2025.

Eight years on, Lim feels it’s a good business to be in and the pandemic didn’t really affect his business. He sells his shrimps to a middle man about twice a week, harvesting about 1 - 2 tons each week. “Yes, in the beginning I did eat my prawns every day but then I couldn’t, too geli already.”

With the financing, he doubled his ponds and attended many of the CGC Developmental Programme™ briefings on marketing and branding. He simply wanted to learn new things, as the middle man sells his produce to the Selayang wholesale market or exports to Singapore and other countries.

“CGC’s service is very good. Unlike other institutions they follow up and they also want to learn about my business and help me to grow it.” Lim was granted the moratorium in 2020 and the PEMULIH moratorium in 2021. He found both very helpful to tide him over.

However, as the children involved in her business get married, they move on to run their own clothing companies. Establishing a private limited business in 2020, the following year Halimah created K-Blossom, a new brand aimed at providing best-quality clothing for Muslimah. “More to modest, traditional yet modern, baju kurung, blouses and long skirts,” Halimah explains her brand’s aesthetic.

“This business is competitive,” Halimah states. So, last July, she was readying for the 2022 Hari Raya season. “To develop our collections, we prepare four to six months in advance, from choosing fabrics to conducting photoshoots.” She planned to produce 10,000 ensembles and needed to swiftly get in the queue for bulk-sewing tailors. But no bank would give her a loan, so she turned to CGC.

Halimah needed increased stock due to accelerated online shopping demand. She also envisaged that, after the pandemic’s savagery, people would be ready to mark festivities with lots of new clothes. By end-March 2022, 7,000 outfits were on sale, with the remainder ready in two weeks.

With strong online presence and active social media, Halimah runs her business with around 10 staff. They have a boutique and warehouse in Melaka, with plans to expand to either Bangi or Shah Alam in Selangor in 2023.

Jordan set up his own Pro Borneo Auto workshop from home at the end of 2018. Among the services the company offers are car service, general service and engine overhaul, as well as diagnostic computer engine system and car air conditioning. He was hoping to expand his business, which required additional working capital. “We faced many difficulties in our business: workers’ salaries, shop rent, capital turnover and payments to spare part suppliers.”

Soon, though, despite the continuing pandemic, his business results improved. “After receiving the BizMula-i financing in 2020, I was able to move my workshop into a proper, more conducive environment, pay my rent and staff salaries on time, upgrade my tools and ensure spare parts were stocked.”

In offering financial advisory, CGC also ensured the importance of having proper documents, to warrant that all necessary paperwork and documents are up-to-date and well filed. He recalls: “CGC staff were very professional, giving me good advice and all the assistance I needed.”

A year later, they attended a programme by entrepreneur, investor and business growth mentor Dr Azizan Osman, who is their current mentor. They followed his guidance and their business began to grow very fast. Nevertheless, their ByReefa clothing line was still in its infancy and needing capital to increase production.

They also found that, once they had mastered the art of marketing, they could not fulfil orders as their stock kept depleting. “We knew how to sell and how to get the customer, but without enough stock or capital, we could not grow further.”

Once they knew how to navigate their way through obtaining financing, they sourced more from AmBank and Maybank in 2020. In 2021, they obtained another BizMula-i. “CGC teaches businesses like us to not be afraid of getting financing, unlike other banks.”

Last year the company made around RM28 million. Ruhil is looking at doubling that figure this year and then doubling it again the following year. “We have our eye on reaching RM100 million.”

Cleaning services is the only business that is always needed, he thought, as he set up AJS Maju Services with a partner. They began commercial and residential contract cleaning services in 2014.

Yet it was a challenge to roll the capital. “Almost 75% of what we charge clients goes to staff salaries. By the time we receive our 30-day term payments from our clients, we would have had to pay our staff two months in salary.” Furthermore, the company has 100 workers now, having started out with just two.

Palani used the funds as working capital to pay staff salaries, to sustain instead of developing the business as he had planned. With the MoU signed by the governments of both Malaysia and Indonesia, he hopes his workers who were held back in the last two years will be on their way over soon. These workers will help him expand his residential cleaning services beyond Cyberjaya. He also hopes to push ahead with his super app booking platform that he expects to transform AJS Maju Services.

“This is a good business to be in, but the capital required is very high,” Khartigesu affirms. He needs to ensure that he has enough cash, RM70,000 - 80,000 a month, on rotation. For work done, it takes 90 days for Pan Panther Logistics to receive payment. Yet they spend RM1,500 to 2,000 in cash on fuel and toll charges daily.

During the pandemic, the business kept going but the MCOs in 2020 debilitated the company’s cash flow. At the same time, Khartigesu still needed to develop his business. While they were able to operate throughout most of the crisis, total lockdowns, when borders closed, meant they could not function.

Karthigesu reflects: “While CGC’s service is very good and the staff really helpful, I wish the disbursement of the funds could be a little faster.” In addition, although he logged in to a few CGC Developmental Programme™ webinars, he found them unrelated to his field of work. “For someone who has been in the business for a while and gone through challenges, they were just general knowledge to me.”

He had also spent almost two years studying everything about making cleaning products. Sacrificing family visits and fun activities, he focussed on honing his skills before beginning to experiment with formulations. “I am almost a one-man show, with an on-off part-timer. I’m the director. I’m the lorry driver. I’m the salesman. I’m the everything, with a very busy schedule and no time to stop.”

The pandemic affected his business in that his profits dropped because of the 80% rise in chemical costs. Also, he could not get his plans off the ground concurrently, lacking capital.

Ready to level up his business, he applied for BizBina-i financing in 2022. “I wanted to be a supplier of everything that a cleaning company requires.” These include bulk-buying, along with cleaning supplies, garbage bags, tissues and soon-to-be-available cleaning tools. However, he had to shrink his plan, as the approved amount fell short. Nevertheless, “CGC’s financing options allowed me to diversify, and build my business step by step with new product ideas. I have a lot of new projects coming in, and I never let go of any opportunity, no matter big or small.”

He grew his business with regular customers by ensuring that he always had enough parts in his store. “Whatever they ask for, we must have the stock. My service includes fast delivery and looking for an item for my client until I find it for them,” claims Chin. This method also ensures that he stays ahead in this very competitive business. Due to the state’s geography and terrain, Sabah businesses such as Chin’s are many and competition is stiff. He also keeps his customers informed by posting available parts on the company’s Facebook page.

However, seven months later the pandemic struck and he found running the business quite demanding. During the lockdowns, he had to shut down. Later on, he could only see customers through appointments. When he fully reopened his store, he and his single employee had to work even harder and for longer hours and more days.

While business has improved recently, it has not yet reverted to pre-pandemic levels. But Chin is hopeful for the future. Eventually, he would like to upgrade his enterprise into a full-fledged Sendirian Berhad.

Chai has always been keen on business and enjoys the challenges that come with it. He does not see himself sitting in an office and drawing a fixed salary. With the intention of being first choice among locals, Chai ensures his marketing is high-value and tops his strong after-sales service with festive gifts during Hari Gawai and Hari Raya.

Of course, the pandemic did wreak havoc, especially among his sub-contractors, who have no income if they have no work. “I had to lend them money to support them so that they could feed themselves and their families,” reveals Chai. He admits it was a difficult two years, but the outlook is getting better.

Continuing to create job opportunities in the local community, with each workshop they open, they hire more people. Currently, the company employs 12 salaried staff and 30 sub-contractors.

They take pride in their role, helping Malaysians stay healthy by supplying them with clean water, especially during the many water crisis incidences. The award-winning company, with a stellar client list, supplies water dispensers, water filters, reverse osmosis systems and various water treatment systems for households, corporate offices and industrial applications.

During the COVID-19 crisis, Delco Industries was set back when Work From Home measures became the norm and offices did not require water supplies. The commercial sector forms a large portion of their business, thus delivery was affected and business dropped by 30 - 40%. However, they did not want to lay off around 60 staff members, including those at their Sabah branch.

After receiving the assistance, they have saved costs and increased productivity, along with efficiency levels. “We continuously improve, stick to our core values and focus on what we specialise in, making new products better.”

After the last two years Khairudin is optimistic about the future, as he believes the water industry’s potential is huge, especially in ASEAN where conditions in certain countries are still unsatisfactory.

The company specialises in making automatic swing doors and sliding doors, motorised roller shutters, performance casement windows, as well as sliding windows and doors. They also deal in all types of tempered glass, laminated glass, mirrors and showers, along with curtain wall systems. On the company’s Facebook page they share recent installations, showcasing new products such as double-glazed casement windows and powder-coated folding doors.

It is a profitable business, admits Lui, as the market always demands better and high-quality products and work. Although they were able to maintain their business during the pandemic, CGC’s credit facility helped them to get through the tougher months.

She would like to strengthen her enterprise to cater to the current business demand, in addition to supplying and working all over Sarawak. Though some consider her to be breaking the gender barrier in a male-dominated industry, as far as Lui is concerned, “There is no difference between men and women.” She declares: “Nowadays, women are even stronger and better.”

Shamira, who used to work in oil and gas prior to her marriage, officially established Gerobok Myra in 2016 after three years of running a small, home-based online, door-to-door clothing business. Now she sells home furnishings, interior decorative items, furniture, and women’s and children’s clothing and accessories in four stores and online.

Shamira credits CGC for her rapid business growth. However, two months after launching her furniture shop in 2019, COVID-19 struck. Most of the already received capital was invested in stock. Her shops had to shut and she was just starting out online.

When Shamira received her BizWanita-i in 2019, she had expanded her business from clothing and home interior items to selling bed linen and carpets in her second store. Soon after, her third store opened in Balok, Kuantan. It was right after her fourth store opened, selling furniture, that she had to apply for BizBina-i to help her survive the pandemic’s repercussions. Despite challenges, her sales quadrupled compared to pre-2019 figures.

Actively participating in the CGC Developmental Programme™ taught her how to market and sell products online. In future, she aspires to be one of the East Coast’s largest home decor retailers and wholesalers.

As walk-ins could no longer browse in the bike shop in Seremban, Kamasuhaila posted motorcycle photographs on the Kama Bike Facebook page. Exchanging photos and details over WhatsApp with potential customers resulted in sales. “We chat and negotiate online and, once they agree, we deliver our bikes to their doorstep.” In addition, instead of just relying on customers in and around Seremban, they even delivered a motorcycle up north in Kedah.

As part of their service to differentiate themselves from competitors, Kamasuhaila does not charge for delivery. Neither does she turn away customers without a warranty or who are not pleased with their purchase. Her husband and five staff members ensure that the needs of customers are taken care of first.

Kamasuhaila registered her business as an enterprise when she first began in 2018, and first applied for BizMula-i financing in 2020. “We needed the financing to smoothen cash flow and add more variety and stock, which was not easy to acquire during the MCOs.” She recalls: “Although that required a lot of upfront investment, if we do not have the bikes that customers want, then we lose another sale.” By 2021, she had expanded the enterprise to a Sendirian Berhad and applied for her second BizMula-i. Kamasuhaila hopes to open a branch soon, either in Kuala Lumpur or Subang.