Patai Padungtin of Builk on Revolutionising Building

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The brains — and present CEO — behind Builk, Patai “Bote” Padungtin, shares his views on the native startup scene, pushing by way of amidst a pandemic, and reworking a longstanding trade.

In Thailand, the connection between contractor and shopper could be a rocky one. Regardless of its sizeable market, the native building trade holds a quite infamous — albeit misguided — reputation for exceeded budgets, delays, and trickery amidst suppliers. It’s a need to rectify this misbelief that drives Builk right this moment. The brainchild of Patai “Bote” Padungtin, Builk is a free, web-based utility, particularly designed to assist SME building companies in Thailand effectively handle, and efficiently full initiatives, by way of digitalising the trade. Amongst one of many first startups in Thailand, Builk has since expanded all through Southeast Asia, with now over 18okay customers from Thailand, Indonesia, Myanmar, the Philippines, and Cambodia. In an unique interview, we spoke to Bote about his views on Thai startup tradition, transferring ahead after Covid-19, and utilizing the digital medium to revolutionise an trade. 

Title: Patai “Bote” Padungtin

Occupation: CEO at Builk One Group

Trade: Building, e-commerce.

Startup since: 2010 consumer interface.

Inform us about your corporation. What do you do?

We’re a reasonably outdated tech startup that was based again in 2010, and has primarily been attempting to digitise the development trade. We offer software program to SME contractors, actual property builders, and building materials suppliers, to assist them work collectively extra effectively. We’ve additionally obtained an e-commerce retailer that assists the provision chain.

Principally, I’m a Gen X man, so to be frank with you, my authentic ardour wasn’t to create a greater world — like what many Gen Y or Gen Z-ers assume right this moment. My preliminary objective was to construct my very own firm, and accumulate wealth. I’m a civil engineering graduate, and I first entered this trade as a normal contractor. I used to be fairly dangerous at it, too — I couldn’t handle my initiatives properly, and I confronted a number of challenges with monetary and high quality management. So I teamed up with associates who labored with software program, and we thought, why not create a software program for folks like me — people who find themselves dangerous contractors. It could be a software program that’s straightforward to make use of, and reasonably priced. That’s how Builk began.

Now my targets have modified. After you fulfil your fundamental wants, you begin what’s forward. As we speak at Builk, we’re attempting to vary the development trade in Thailand. Right here, folks shouldn’t have an excellent impression of contractors. They’re anticipated to cheat, to exceed budgets, and delay initiatives. We hope to vary the picture of those folks — these professionals. Up to now, we’ve helped so much them with cost-control, and we’re steadily build up a neighborhood of excellent contractors nationwide. 

What’s a traditional work day like?

Because the Covid-19 pandemic, our workplace introduced a versatile location coverage, so I’ve been working from dwelling, or co-working areas. We’ve carried out a system of all-day progress monitoring, and we maintain convention calls, so it isn’t obligatory for all 100 of us to return to work collectively. 

When you ask me, I’m “the man with a dashboard”. I’m all the time many dashboards on a regular basis, to see what’s occurring for every of our merchandise, and the progress of various initiatives. I additionally speak to lots of people — I attempt to be a mentor for my administration workforce, and different startups within the nation, as a result of I’m thought of a reasonably outdated startup right here in Thailand. I attempt to empower my workforce members, as a result of we’ve obtained so many merchandise beneath our firm, so we’ve obtained to handle them like separate, particular person startups as properly. What I can present them with is monetary assist, and inventories — as for the remaining, I need my groups to have the ability to take cost. 

Inform us about your finest — and worst — day at work?

My finest day at work… Properly, I believe it’s that second after we discover out that what we’re doing has made an actual impression on different companies. I bear in mind in our first yr, we obtained a basket of fruits from considered one of our customers. They got here to fulfill us personally, and thanked me for constructing this platform. I felt actually touched — it’s that feeling whenever you realise you performed a component in serving to somebody succeed, after they had been struggling the identical means you probably did earlier than.

For dangerous days, I believe it’s fairly regular for startups to have a nasty day, if not many. When your plans fail, or there are surprising points, or whenever you get rejected. I wouldn’t say any of these are the “worst” days — they’re simply regular days for us. To me, the worst days are should you really feel like there’s nothing you are able to do, and also you don’t wish to rise up to work within the morning. Now that I’m doing this enterprise, not less than I really feel like what I’m doing is significant, even when issues go flawed.

What has been your greatest hurdle?

I’d say folks. Personally, I’m not excellent at folks administration. It’s superb with a small startup workforce, however whenever you go from 10 folks to 20, issues change. You then go from 20 to 50, and 50 to 100, and the modifications are very large. With a small workforce, we had quite a lot of enjoyable, and we may construct a robust tradition, however to keep up that tradition with a rising workforce requires a greater course of. As founders, it’s necessary to enhance our abilities in that facet, and that’s been fairly difficult for me.

How did you overcome it?

We’ve been releasing quite a lot of new HR-related insurance policies alongside the best way, and typically I simply acknowledge that this isn’t my sturdy swimsuit, so I want folks to assist me — like exterior consultants, or inner groups. It’s actually about bringing quite a lot of completely different abilities collectively. These points, I can’t deal with alone, however with a workforce we’re capable of obtain them. That’s form of the most important lesson discovered — I believe an important factor is to grasp our personal weaknesses, and be open to asking others to assist with these areas. I’ll strengthen my strengths, and am open to accepting assist for what I’m weaker in. As a CEO, you may’t be a superhero who does all the pieces your self. Even CEOs can fail typically, and we share failures from completely different ranges within the firm. Simply settle for it, and make it a lesson discovered for everybody.

What recommendation would you give to somebody trying to begin up?

I believe it’s all the time complicated should you resolve to do your individual startup. You’ll face your individual challenges, and all the pieces may not go as deliberate. Your first thought might be completely flawed, your income might be 10% of what you anticipated, and also you may find yourself with double the estimated price. The secret is to organize your self for such conditions. When you can deal with these expectations, you may undoubtedly develop and also you’re going to be taught so much alongside the best way.

Many startups simply bounce into this area, as a result of they assume it’s cool to have your individual firm, or it’s a great way to get wealthy. However this isn’t Silicon Valley. Thai startups have to search out their very own path, which isn’t that straightforward. Whenever you learn the western bible of startups, it’s important to bear in mind to adapt it to the native means — the Thai startup means. That could be part of why we don’t have many Unicorns right here, like they do in different nations. 

Extra on that be aware — what do you consider the market dimension domestically?

The market dimension right here is truthful sufficient — it’s not that large, and it’s not that small. We’re fairly good at adopting new tech, however I believe should you evaluate us to abroad markets, particularly for B2C or way of life startups, Thai persons are much more open. That’s why startups which have quite a lot of data on how one can give you one thing quick and extremely scalable, find yourself coming into into this nation and conquering the market fairly quick. Thai startups normally can’t compete at that form of velocity, so we’ve to search out one thing that’s extra just like the B2B market, which strikes at a slower tempo. The ecosystem right here hasn’t absolutely matured but — we’re nonetheless in an early stage, and only a few Thai startups have made it to a excessive level of success. When you ask me, we’re in want of extra mentors, extra deep angel traders, and a deeper understanding of startups. 

You’ve expanded so much inside Southeast Asia. Why is that this market necessary for you?

Thailand was a superb begin for us due to the market dimension, and the development trade itself. There’s a transparent lack of administration instruments on this sector, so the necessity for our providers was very seen. After we appeared to develop, we thought of which nations had been dealing with comparable challenges as Thailand. We tried to faucet into Indonesia at first, however failed as a result of we couldn’t discover a companion there — we had been attempting to develop on our personal, and we confronted quite a lot of challenges. So now, in terms of enlargement, a key a part of our choice making is whether or not we’re capable of finding sturdy companions who share the identical ardour as we do right here — companions who additionally desire a digitalised platform for contractors. 

Would you say every of those markets may be very completely different?

The distinction is usually in values. Right here in Thailand, we speak largely about price management and challenge administration. After we went to Myanmar, nevertheless, quite a lot of our conversations centered on educating, and providing worldwide requirements for building processes — over there, they’re keener to be taught. Philippines is identical. There, they’re on the lookout for certification, and platforms for e-learning, or info trade. So there are these variations for a similar form of platform in every market. What we discovered is that it’s essential to have a hyper-local technique — to take heed to native wants, and customise or adapt our advertising and marketing methods to suit them.

As a toddler, what did you aspire to be?

I grew up in a contractor household, so my mother and father mentioned I ought to develop into an engineer, however I’ve beloved design since I used to be a child. I suppose you possibly can say I’m a right-brained engineer — an engineer who loves the inventive facet of issues. I grew up through the time our nation was creating very quick, and I bear in mind taking the college bus and seeing all this building work and gear, and all these large machines — that’s form of the place the love got here from. As a younger boy, I wished to construct these sorts of issues. I wished to be a part of the trade that was creating our nation.

Trying again now, what would you’ve achieved in a different way?

I don’t know. I believe we’ve discovered so much. I began this enterprise with zero data of startups, and alongside the best way we confronted quite a lot of challenges, and all of that has led to our enterprise right this moment. Now we’ve obtained a workforce of over 120 folks. Again then it was very laborious — after we began in 2010, there was no startup neighborhood in Thailand, so I didn’t know the place to even start. It’s solely in 2014, after I’d gone to Silicon Valley and returned, that I realised what a startup was all about, so I felt a bit like I’d misplaced the primary 4 years of my enterprise due to my lack of expertise. I suppose if I may restart beneath the circumstances we’ve now, I’d attempt to achieve extra data, meet extra folks, and attempt to be taught from them.

How hands-on are you?

I was very hands-on, particularly through the early days. I’d go into all the small print of all our initiatives. Recently I’m attempting to step again and let my workforce work on issues, however typically when there are initiatives I’m significantly serious about I’d bounce in. I’m attempting laborious to not be too hands-on on a regular basis, as a result of I would love my workforce to develop. 

What are your targets for the longer term?

Final yr, we’d set our objective to enter an IPO in 2022. Since Covid-19, issues have develop into tougher, as a result of now we’ve to concentrate on ensuring our firm continues to develop and stays worthwhile throughout a recession, however ideally we’d like to remain on the trail to IPO. 

How do you outline success? Do you take into account your self to achieve success?

I don’t actually have a hard and fast definition of success. I’m pleased with my days, I believe I’ve made some impression, and the enterprise is powerful sufficient, however I nonetheless assume we will do extra. I’ve by no means wished to retire early. I wish to spend my outdated days working, and speaking to individuals who see my worth. I believe what we’re doing right here is constructing a legacy — we wish to change an trade. I additionally wish to give assist to different startups who’re dealing with robust occasions right this moment. It’s fairly difficult for Thai startups — it’s like we’re small seeds planted for the longer term, and all of the sudden shaken by Covid-19’s heavy storms. On the finish of the day, I believe the necessary factor is knowing that it’s okay to fail. Even myself, I’m surviving right this moment, however who is aware of what’s going to occur within the subsequent couple of years — disruption can happen anytime. It’s okay to fail as a founder. What issues is how you utilize your expertise to restart, and get again up. 

To seek out out extra about Builk, go to

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