Borong is built by a team with deep roots in Malaysian enterprise technology, marketplace operations, financial services, and B2B commerce. The leadership team combines founder-led product vision with operational experience across the procurement, logistics, and enterprise software sectors.
Building procurement infrastructure for Malaysia requires a team that understands both sides of the problem: the operational complexity of enterprise procurement and the practical realities of running a business in the Malaysian market. Our leadership team has experience across both.
Every transaction on Borong teaches the platform something about pricing, supply and risk, and that intelligence compounds daily. We're automating the entire procurement chain end to end, from discovery to payment to financing, so an enterprise can hand the whole function to our platform and trust it to decide, negotiate and pay on its own. The endgame is a single platform intelligent enough to orchestrate millions of vendor relationships across Southeast Asia, and we're closer than anyone realises.
But building something of this scale requires a different kind of leadership. Leading lean means I can't hide behind layers, and neither can anyone else. Every engineer and ops lead here is one degree away from the client and feels it directly when something matters. That proximity is why a team our size can deliver the enterprise-grade rigor usually expected from vendors a hundred times bigger.
Aizat Rahim
CEO & Co-Founder
I've known Borong since 2017, when their early growth made them a highly attractive prospect. Having watched its growth, I jumped at the opportunity to join the company in March 2025. What excites me most is building an integrated ecosystem that connects commerce, data, and financing to fundamentally change how businesses across Southeast Asia operate.
We aren't just digitising procurement; we are solving critical, real-world bottlenecks. In a past role, a six-week delay to approve a roof repair at a chicken farm caused a total operational disaster. It showed me how desperately large enterprises need better systems, because in emergency spending, procurement visibility and speed mean the difference between business continuity and operational disaster. At Borong, we are building the infrastructure that prevents those breakdowns.
Tan Wui Li
Chief Financial Officer
I enjoy solving problems that most people assume are too complex to solve. Procurement isn't glamorous, but it's one of those industries where thoughtful technology can remove enormous amounts of friction for businesses. Every day we're building capabilities that make the platform a little more scalable, a little more intelligent, and a little more valuable, and over time those small improvements become a meaningful competitive advantage.
Enterprise software doesn't become enterprise-grade because you have hundreds of engineers. It becomes enterprise-grade because you make disciplined engineering decisions every day. Most people notice the big launches, but the real progress comes from hundreds of small decisions that make the platform faster, more reliable, and easier to evolve. My focus is building a team that values strong architecture, high standards, and shipping consistently, so we can move quickly today without creating problems for tomorrow.
Azrul Rahim
Chief Technology Officer
We do not have a long list of cultural values on a wall. We have a few things we actually believe, and they show up in how we build.
Borong does not buy or resell products. That is not just a business model choice. It shapes everything about how we build. When your platform does not have a stake in pushing one supplier over another, or one price over another, you build differently. You build for the buyer's interest, not your own margin.
The problems we are solving - opacity in B2B pricing, lack of audit trail, fragmented supplier relationships - are not abstractions. They are things our clients deal with every day. We talk about them plainly, both internally and externally. We do not make the problem smaller to make the solution sound bigger.
Features solve individual problems. Infrastructure solves categories of problems, for categories of users, for years. The distinction shows up in every architectural decision, every product scope conversation, every time we decide whether to build something ourselves or connect to what already exists. We are building the kind of thing that, once it is in place, becomes difficult to imagine operating without.
Borong has moved fast because we have been willing to put things in front of real buyers and suppliers early, watch what happens, and adjust. The enterprise platform we operate today looks very different from the SME marketplace we launched in 2017. That is not a bug. That is what happens when you take feedback seriously.
Read the story behind Borong, or explore open roles across engineering, product, data, operations, and commercial teams.
