7 Lessons A Malaysian Entrepreneur Learned from COVID-19
When one Malaysian entrepreneur walked away from a comfortable corporate job, he expected uncertainty but not a global crisis. After years in a multinational corporation, he left office politics behind and stepped into entrepreneurship with the hope of building something on his own terms. What he did not expect was that COVID-19 would arrive at almost the same moment.
He described it plainly: “I went from having someone to answer to, to being someone to answer to.” The shift came with excitement, but also the weight of financial risk. As the pandemic unfolded, every assumption in his business model collapsed.
Many entrepreneurs in Malaysia share a similar story. The early months of COVID-19 exposed how fragile even well-designed plans could be. Yet for this founder, and for many in the small business community, the crisis revealed lessons that continue to shape business growth today. These insights now reflect broader SME trends in Malaysia, where adaptability and clarity have become essential.
Here are the seven lessons drawn from his journey.
1. Strengthening Your Personal Foundation First
In the early stage of entrepreneurship, separating personal life from business life is difficult. The founder explained that the first shock of COVID-19 made this clearer than ever. “If everything collapsed that week, I needed to know my family would still be okay,” he said.
Before strategy comes stability. He learned that having a financial cushion allowed him to make calm decisions rather than reactive ones. Many Malaysian entrepreneurs echoed this during interviews. Those who set aside savings or avoided pouring all their personal money into multiple ventures found it easier to pivot without panic.
This foundation enabled him to approach entrepreneurship with clarity instead of fear. It is a pattern widely reflected in Entrepreneur Insights stories.
2. Diversifying Early for Better Stability
Before launching fully into entrepreneurship, he invested heavily in his own learning. He explored different industries, took on roles across unrelated sectors and became involved in multiple ventures as both an operator and an investor.
“Don’t put all your eggs in one basket. I took that literally,” he said.
This decision proved valuable when COVID-19 hit. While one business slowed, others remained active. Diversification gave him options, kept his cashflow alive and exposed him to different markets. For many small businesses in Malaysia, this strategy reduced risk during a period when entire industries stalled.
The ability to spread risk early has become a key discussion point in SME trends in Malaysia, especially among founders building multi-vertical models.
3. Keeping Your Business Model Flexible
His strongest lesson came from a difficult pivot. One of his ventures had both a B2B arm and a soon-to-launch B2C arm. The B2B side was the main revenue driver until COVID-19 brought it to a standstill almost overnight.
He recalled, “Corporate clients disappeared. Everyone was moving to remote work. The revenue stream just stopped.”
Instead of waiting for conditions to improve, the team made an immediate decision. They redirected their energy, manpower and budget into accelerating the launch of their B2C brand, which was designed for customers staying at home.
This quick shift helped the business survive the worst months of the pandemic. His takeaway was simple: flexibility is essential. For entrepreneurs in Malaysia, agility became one of the strongest predictors of resilience during the crisis.
4. Customer Service That Stands Out in Tough Times
He admitted that during COVID-19, perfection was unrealistic. Teams had to build, test and adjust quickly. Product development became a constant cycle of iteration.
However, one area had to remain consistent: customer service.
“Your customers will always remember what you did for them in the bad times,” he shared. “You do not need to be the absolute best. You just have to be better than your competition.”
He emphasised empathy, speed and genuine help. Malaysian businesses that prioritised clear communication and support during the pandemic later experienced stronger loyalty and faster recovery. This approach to customer care aligns with business growth strategies seen across the region.
5. Managing Cash Wisely During Uncertainty
While many entrepreneurs instinctively cut spending, he took a more nuanced view. He believed a crisis could also be a strategic time to invest in long-term improvements such as hiring key talent, refining operations or expanding marketing intelligently.
The challenge was finding the cash to do so.
He shared a simple truth: “You can get a lot by just asking.”
He negotiated grace periods for mortgages and car loans, and successfully delayed payments with suppliers. These conversations gave his business the flexibility to survive while preparing for post-pandemic opportunities. Many small businesses in Malaysia applied similar strategies, especially those without large financial reserves.
Practical negotiation became a lifeline during the most unstable months.
6. Supporting Your Team Through Crisis
For him, a business could only be as strong as the people behind it. COVID-19 turned leadership into a more human role. Instead of focusing solely on KPIs, he prioritised being present for his team.
He spoke openly about checking in often, understanding personal struggles and creating space for honest conversations. These simple actions built trust and loyalty.
Employees who felt supported responded with stronger commitment and better ideas. Entrepreneur Insights highlighted similar cases across the country where businesses with supportive internal cultures recovered faster than those that focused purely on operational targets.
7. Staying Committed to the Entrepreneurial Process
The founder often reminded himself that entrepreneurship is built on small, unglamorous tasks. They may not be exciting, but they are what keep a business moving. “It is not the big idea. It is the hundred little things you do to make that idea real,” he said.
He pushed himself to learn skills he never expected to use, such as improving financial models, understanding supply chain details and managing invoices more efficiently.
These small, steady habits created momentum, especially during uncertain periods. This mindset mirrors broader SME trends in Malaysia, where continuous learning and operational clarity are essential for sustainable business growth.
Conclusion
His journey reflects the stories of many entrepreneurs in Malaysia who entered COVID-19 with plans, only to watch them collapse and rebuild again. Through instability came clarity, shaped by discipline, adaptability and the willingness to learn.Quoted by the founder:
“The faster you fail, the faster you will start to succeed.”
