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June 6, 2024

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Venture capitalist Ann Lai is, by all measures, an absolute beast. From earning a PhD from Harvard at 25 to becoming Managing Director at her own firm–Skeleton Key, Ann has clearly achieved a great deal of success throughout her career. Ann is also notable for speaking up publicly about the misogyny she has faced in VC, despite it nearly forcing her out of the industry. I had the honor to chat with Ann about her career journey pre-VC, reflections on her identity, and also about her exciting new firm.

Journey to Venture Capital

Ann’s journey to Venture Capital is at least 50x cooler than mine. In fact, it’s one of the coolest there is. It all started when she read a biography of Marie Curie at the age of six. I asked Ann to explain what drew her to Marie Curie so much that it set her on a trajectory she is still on today:

The recognition of women in science has historically been insufficient, and I have consistently been attracted to narratives that feature an underdog. Marie Curie’s achievement as the first woman to win a Nobel Prize, and then winning it a second time, was profoundly significant to me as a young person. From a very young age, I had an affinity for science and engineering. My mother, a teacher of literature, encouraged me to read or listen to autobiographies of diverse individuals. My early fascination with NASA was spurred during the time my father worked there. Marie Curie significantly altered the landscape and methods of many scientific endeavors.

Marie Curie’s story inspired Ann to study science. By age 25, she had earned three STEM degrees from Harvard including a PhD in microfluidics. While studying, Ann was starting to notice things that would push her away from being a scientist towards investing:

I noticed that many significant scientific advancements were transitioning to privatization. There was a golden era of science in the United States during the 1970s, characterized by substantial government funding and innovative labs such as Xerox and Bell Labs, but it is now over. I hypothesized that the most groundbreaking scientific discoveries would increasingly be funded privately. The sectors that remained vibrant, like CRISPR and space exploration, were those receiving substantial private investment. And although I was satisfied in the laboratory, my broader interests and extroverted personality drew me toward the funding side of science.

However, that was not quite what the universe had in mind for Ann. Ann graduated right around the 2008 financial crisis, which had pretty much killed off all appetite for investments in science. Thus, she instead started her career at a firm pioneering big data analysis:

I joined a company on Wall Street that pioneered what is now commonly referred to as “alt data”. We acquired, scraped, and sourced new and proprietary datasets, transforming them into predictive models for public company earnings. This was a rigorous introduction to the underlying forces that influence corporate dynamics; we had to understand the key performance indicators driving stock market values. (It was like going through a condensed MBA program.) By modeling quarterly earnings, where data points were scarce, I applied methodologies from my graduate research, collapsing extensive data sets by normalizing or parameterizing the variables, allowing for a comprehensive, dynamic model. This approach was highly effective, blending scientific and business analytics.

After her stint working in finance, Ann went on to lead business intelligence for international territories at Riot Games and then worked in a few early-stage startups in preparation for a transition into Venture. One thing she said especially caught my attention:

There was noticeable skepticism towards PhDs and academics in venture capital. Despite my extensive scientific background, I was told to strategically minimize the emphasis on my PhD on my resume. It’s evident in the venture space that there is a prevailing belief that academics lack practical business acumen.

When asked whether this skepticism extended to PhD founders, Ann elaborated:

This skepticism is indeed still prevalent. However, many PhDs are exceptionally practical. For companies involved in iterative development, such as SaaS companies, the requirements are different. In these fields, the emphasis is more on user interaction and less on deep scientific knowledge. But, for science-driven enterprises, a thorough understanding of the fundamental sciences is crucial.

Hopefully, this gives some hope to the PhDs out there who are looking to start a company! In fact, VC has been trending more towards deep tech evidenced by an increased share of investments into the space.

Advice for Women in Venture

One aspect Ann has been noted for is her outspokenness on the misogyny she has faced in the Venture ecosystem. For more specifics about her experiences, you can check out this Elle article written about her. Given her experiences, I asked her what advice she would give to women who want to go into the VC or startup space, but are concerned about the misogyny and fraternity culture that is still rampant.

Establishing a close network of mentors and peers for support is essential. This has been invaluable to me. Unfortunately, the prevailing culture remains challenging, and the progress we’ve made has perhaps deteriorated in the past year due to decreased venture capital availability on the LP side. There’s still a lot of work to do. The solidarity of women supporting one another is crucial for fostering progress. Maintaining a commitment to support each other is critical. Although most days it may not seem particularly difficult, there are specific moments where you can just feel a very big demographic difference in terms of who’s empowered. Partners are partners, but managing partners are different categories of partners. Until more women are managing partners or running their own sizable firms as partners, there’s still not enough leverage in the space.

Being Asian

I asked Ann to reflect on how her identity as an Asian woman has affected her lived experience:

My mother is incredibly liberal for her generation of Taiwanese. She has always been supportive, telling me I don’t need to get married early or worry about having kids, which is rare for Asian moms of her generation. At the same time, my parents weren’t financially very well off when we came back to the States. I contributed to my family’s income from the age of 12. There was no safety net. If I didn’t make it, nobody could pay the bills. It taught me resilience and gave me a “no way back” approach to life.

My dad raised me with a strong sense of right and wrong (We watched a lot of Asian martial arts dramas and stories.) It’s not really about being visible–it’s about doing the right thing. This Asian heroism as defined by martial arts movies approach is quite different from American heroism, and it’s the reason why I stood up for myself even when it might have prevented me from working again.

Being an Asian woman in the US is difficult. I often get the assumption that I’m a lot younger, for example. So, you always have to go into a meeting fighting that. That’s something my cohort and I have talked about a lot, like, you learn how to dress and style yourself to appear older sometimes so that you will be taken more seriously.

For meetings in East Asia, I was coached to open meetings by stating my qualifications, the PhD from Harvard, etc.This way, they respect the degree and then they respect you. Male executives and men who attend meetings weren’t prepped in this way. But I’m starting to see more evolution, especially with the younger, successful Asian male founders and groups. They’re very supportive, which is great. The older generations still tend to have a more patriarchal mindset, but it’s getting better, especially in the US.

Anecdotally, children of first-generation immigrants often pursue more stable, high-paying careers (doctor, lawyer, etc.), yet Ann has clearly bucked this trend. I asked her why she thought she ended up doing so:

My parents have been very modern in their thinking. They’ve never said I had to do things in a certain way. They’ve always supported my decisions. It made me feel like I could do anything. I’ve never worried that I might not succeed. If you are fearless, you end up doing aggressive things, aggressive in a good way.

Having grown up in both the US and Taiwan, I think Western and Eastern education are quite different. The American system encourages exploration and aspirations, whereas there’s a lot more regimen in the Eastern education system. The way I was raised was very much a marriage of those two aspects in an unexpected way. I have a lot of friends who were told to be a doctor or a lawyer, but if you think you can do better at other things, why do you have to do that?

Skeleton Key

A Skeleton Key is a type of master key in which the serrated edge has been removed in such a way that it can open numerous locks. It is also the name of Ann’s new firm. While researching for this interview, I came across this article by Ann, where she lays out the argument for why Deep Tech is venture-backable. Towards the end of the article, she shifts the focus to ScienceTech (SciTech), which she defines as: the software, platforms, or tech-enabled services that accelerate scientific discovery or assist in bringing science to life. I asked Ann why she chose Skeleton Key’s focus to be on SciTech instead of Deep Tech:

Deep tech is definitely fundable, as I’ve talked about. But now with AI, I’m thinking about how to make deep tech happen faster. Instead of investing in a drug, I’m looking at the platforms helping people discover drugs faster. Those layers are interesting to me, and I think those are the layers where a lot of the accelerated computing power can come into fruition in an interesting way. The accelerated computing power means you can map out a lot of things that have historically been very difficult such as fatigued glass behavior or certain thermal dynamics, nonlinear dynamics, and anything that’s related to nonlinear systems. 

There’s even a lot of interesting stuff happening around the application layer of science. For instance, bringing chemicals to real-life applications usually takes a long time. You find a chemical and wonder where to use it and what it can be used for. Then, usually, you need a different type of manufacturing protocol or a different variation for each use case. But now,  you can find a lot of those variants much faster. The formulation or the tuning of that molecule, protein, etc. can be assisted on by AI and you accelerate that process of bringing it to a real-life application much faster.

As you may have gathered from her background, one of Ann’s specialties is data analysis. In her previous VC roles, Ann leveraged her background to evaluate companies based on their data in an apples-to-apples way. You can hear more about her approach in this podcast. Given that Skeleton Key is working with a type of company that isn’t what the typical VC invests in, I was curious to know if she had to adapt her process:

It’s definitely different for Skeleton Key. We deal with a lot more data around R&D and early applications because we’re focusing on a second or third institutional round for these folks–so it’s a post- R&D but before they actually hit ramping revenue. That means you still have time to work with them on exploring the business–is it a software platform approach, or is it a single molecule approach, or a single robot approach? 

I asked Ann what revenue the companies typically are at in their second or third institutional round:

I think the specific revenue number doesn’t really matter. It’s the mechanics of what the early performance looks like. If they have a couple of contracts which are scalable over time and show real adoption and real usage–that’s a lot more important than one marquee SaaS contract that you can get through relationships. It’s more around the usage, the actual day-to-day functionality or day-to-day use. 

Earlier in our chat, Ann touched on how Skeleton Key plans to help startups explore different business angles, I asked Ann to elaborate on this process:

Our approach is very collaborative. My philosophy has always been to provide as much help as the founder wants. The goal post-investing is to help them with monetization, go-to-market strategies, and thinking about how to scale from a scientific lab mindset into building a company. We also assist them in fundraising. There are a lot of resources post-investment, and whether a founder will leverage them is their choice, but we prefer that they are open to us being more involved. In this category, where there are no established revenue models and many founders are coming from academic backgrounds, this advisory capacity is helpful to give them the full lay of the land, let them explore, and let them test different monetization hypotheses quickly.  Inflexibility or lack of adaptability can be a problem down the line, especially in these categories that require a lot of money for ramping up and the revenue models aren’t so obvious. In fact, we’re planning on helping founders in this way before even investing, as part of our process.

I mentioned to Ann that this kind of help seems very valuable, especially since the only resources available online tend to be very reductive:

My biggest pet peeve is when VCs prescribe a framework without actually understanding the problem. When we help companies, we don’t do that. We workshop their unique situation and how to price best for their product, without capping future revenue. For example, a lot of people like to suggest ARR subscription SaaS, but that model doesn’t work for everyone. There’s a lot of possibilities around pricing and revenue that isn’t just about “getting ARR.” I think those are the interesting exercises to think through when you’re in these new categories.

Shoutouts

Ann is amazing  and I am super excited for the launch of Skeleton Key. If you’d like to hear more from Ann, you can sign up for her Science Fair newsletter here, where she writes about science and venture. Thank you Ann for the great interview!

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News

Tariffs and Trade Shifts: The Ripple Effect on Asian and Global Economies

The Ascension to Power

As Trump is re-elected, new reforms and policies are taking shape. Among them is his threat to impose a 25% tariff on Mexico and Canada, alongside a 10% tariff on China—claiming these countries allegedly failed to address illegal immigration and co-conspirators for illegal fentanyl distribution in the United States (US). 

Yet the article is not to stir political debate but to explore the ramifications of these tariffs on consumers and Asian countries. While many news outlets have focused on the potential setbacks in the affected countries, few have explored how others might either suffer or benefit from the situation. Hence, this piece shall highlight how Trump’s ascension to power might become the best opportunity for some Asian economies.

The Price of Tariffs

The Guardian defines a tariff as a tax imposed on foreign goods entering a country. As the world’s largest importer, the US brought in $3.2 trillion worth of goods in 2022, with imports from Canada, Mexico, and China totaling $1.2 trillion in 2023. Trump takes pride in this idea, believing the US government would receive more revenue through these tariffs, coining tariffs as the “most beautiful word in the dictionary” in an interview with Bloomberg. 

Brown University Professor of Economics Şebnem Kalemli-Özcan disagrees by arguing, “For many economists, tariff is actually the worst word in the dictionary.” She explains that ultimately American consumers and businesses will pay the price. As a trade-deficit nation, the US imports more than its exports. According to the Tax Policy Center, a 60% levy on Chinese goods accompanied by a 20% worldwide tariff could raise the costs for the average US household to up to $3,000 in 2025.

As companies face higher costs for goods, they often transfer those expenses to consumers through price increases. This can reduce consumer spending, which in turn lowers business investment and may lead to job losses.

Jason Miller, a professor of supply chain management at Michigan State University reaffirms such claims stating, “Because of the combination of these three countries, it’s going to be difficult to go down an aisle of a grocery store and not see some sort of inflationary effect.” Capital Economics projected that the newly announced tariffs could drive annual inflation up from 2.9% to as much as 4%.

Products affected by Trump’s Tariffs (Image source: BBC)

Nevertheless, Trump’s tariff threats carry weight, as they could impose significant economic pressure on targeted countries, prompting businesses to relocate. According to the BBC, Chinese factories with 500 workers have shrunk to just 200 employees, while American buyers are already exploring alternative manufacturing hubs in neighboring regions outside of China.

Business owner Huang Zhaodong, who recently relocated his factory, told the BBC that customers had pressured him to move production overseas. He agrees with their concerns, estimating that a 10% tariff increase could cost him an additional $800,000 in earnings. “Manufacturing clothes in China under these tariff conditions is simply unsustainable,” he said.

A Victor Emerges

Cases like Mr. Huang’s have proved the challenges that Trump’s tariff has imposed on countries like China. The beginning of the Trump trade war has led businesses to flee to Southeast Asian nations, most notably Vietnam. 

While other Southeast Asian nations also benefit from shifting supply chains, Vietnam has emerged as a top destination due to its growing industrial capacity and strategic location. The country recently rose to become the Association of Southeast Asian Nations (ASEAN) champion with an estimated 40% of all ASEAN exports to North America being from the country alone. Though it is difficult to quantify how many businesses have relocated from China, BBC reports that major brands like Puma, Nike, and Adidas have already moved production to Vietnam. Sources from Vietnam Briefing indicate Intel and Samsung have rapidly ramped up their investment in Vietnam and are projected to reach $100 billion in revenue by 2050. Propelled by robust exports and foreign investments, Vietnam’s economy has recently grown by 7.09%, reaching $476.3 billion—outpacing the 5.05% expansion seen in 2023.

It is debatable whether Trump’s glare will graze upon this nation. Experts debate whether he will target Vietnam with tariffs, as his trade policies often focus on countries with a trade surplus. In 2024, Vietnam held the third-largest trade surplus with the United States at $104.6 billion, accounting for nearly 30% of its total exports. This substantial trade imbalance makes Vietnam a potential target for Trump’s tariff threats. In this scheme, the nation might experience radical changes due to trade balances, exchange rates, supply chains, and foreign direct investment (FDI). However, Vietnam is more likely to benefit from US-imposed tariffs. This prediction is supported by trends from Trump’s first term when the country experienced significant economic growth due to an influx of manufacturers and factories relocating to Vietnam. 

Despite lingering skepticism, Trump has maintained a favorable view of Vietnam. As early as 1980, Trump publicly opposed the Vietnam War and visited the country twice during his first term. His business ventures have also extended to Vietnam, with his organization partnering with Kinh Bac City Development Holding Corporation (KBC) to develop a $1.5 billion complex in Hung Yen Province. Meanwhile, his new confidante, Elon Musk, has positioned Vietnam a key production hub for SpaceX’s Starlink satellite internet project, shifting suppliers and manufacturing from Taiwan to Vietnam to reduce geopolitical risks.

Reversing these investments may be impractical or simply too late. The confidence that both Trump and Musk have placed in Vietnam highlights the country’s growing role in global supply chains. Amid rising geopolitical tensions, Vietnam’s diplomatic strategy—often referred to as the “bamboo policy” for its balance of resilience and adaptability—has strengthened its international position. As long as the country continues to wisely navigate political and diplomatic negotiations and steer clear of populist pitfalls, Vietnam is well-positioned to sustain its economic growth and global influence.

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News

How a Cambodian American Entrepreneur Founded a Long-Term Care Platform

Most people often overlook long-term care until they are older or faced with no other choice. Unfortunately, by that point, it may already be too late. Lily Vittayarukskul was pursuing a degree in aerospace engineering when she witnessed both her oldest brother and mother battle with an illness that required extensive long-term care. The situation became even more challenging when her aunt was later diagnosed with terminal colon cancer. The seek for quality care became daunting, even for those fortunate enough to have some form of insurance.

As a member of a Cambodian immigrant family, Lily experienced the challenges of caregiving firsthand, but the financial burden became unbearable. In a recent interview with TechCrunch, she exclaimed,  “It wiped us out financially.” The profound emotional and financial impact of the experience ultimately led her to shift her focus to genetic and data science.

Finally, in December 2021, she decided to take action by founding Waterlily, a San Francisco-based startup aimed at helping individuals and financial advisors navigate long-term care planning through cost modeling and funding strategies. Using artificial intelligence (AI) to forecast a family’s future long-term care needs and expenses, Waterlily predicts a family’s future long-term care needs and expenses, guides them in creating a care plan, and identifies the most suitable ways to finance it. Options may include purchasing life insurance with a long-term care rider, investing in a dedicated LTC policy, utilizing annuities, or self-funding.

Lily explains, “Most people begin thinking about long-term care between the ages of 65 and 70, or only when they need it, but by then, it can be too late.”

Leveraging more than 500 million data points and machine learning algorithms, Waterlily delivers highly personalized care and cost predictions. The platform forecasts when long-term care may be required, how it will unfold, and the potential expenses involved. Lily proudly states, “We have formal data-sharing agreements with long-term care providers, government databases, academic research studies, and individual users.”

Waterlily’s vision is undeniably compelling, and Lily isn’t the only one who sees its potential. She initially launched the company as a solo founder, but it soon caught the attention of angel investor Evan Ehrenberg, the former founder of Clara Health. Evan became intrigued by Waterlily’s early research and the industry’s reaction. Curious, he tested the platform himself and was stunned by its long-term care predictions—so much so that he hired a personal trainer, adjusted his diet, and revised his financial plans. Impressed by its impact, Evan, who became MIT’s youngest neuroscience PhD, officially joined Waterlily as a co-founder.

Evan Ehrenberg [left] and Lily Vittayarukskul [right] together (Image Source: Evan Ehrenberg)

Lily believes Waterlily differentiates itself from competitors by providing a more personalized experience through deep predictive modeling integrated into a user-friendly platform. Although it only launched in March 2024, the company’s monthly recurring revenue (MRR) has already grown to more than 22 times its initial level. Waterlily now serves eight major clients, including several Fortune 100 insurance carriers and Prudential.

Looking ahead, Waterlily aims to expand its services to include disability, critical illness, hospital indemnity, and Medicare planning, enabling families to make more informed health coverage decisions. Additionally, the company is exploring opportunities for international growth, with plans to enter markets in Asia, Canada, and the U.K.

John Kim, former president of New York Life and investor of Waterlily, sees the platform as the first AI-native guidance tool addressing one of the most pressing challenges of an aging American population.

Kim concluded, “Long-term care insurance is a growing and largely underserved need among trusted advisors today. Waterlily’s guidance tool stands alone in its ability to provide customized, personalized recommendations for long-term care needs. I believe it will be a game changer for the LTC insurance marketplace.”

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News

Do Western Holidays Have a Place in Asian Cultures? A Debate on Globalization and Cultural Identity

In San Fernando, the Philippines, thousands of locals and foreigners flock to the streets to celebrate Christmas. The town, adorned with giant and intricate star lanterns, symbolizes hope and the victory of light over darkness. 

Star Lanterns in San Fernando, the Philippines (Image Source: Dico Calingal)

But how did a holiday rooted in Western tradition become celebrated in an Asian country, and what about the reverse? This raises an intriguing question about hybrid holidays and their influence on a nation’s cultural identity, particularly in Asian countries. Truth be told, nothing is perplexing about an Asian country celebrating a Western holiday and vice versa—who doesn’t want more holidays to celebrate? However, hybrid holidays allow for the exploration of whether these celebrations diversify the identity of Asian countries or act as a catalyst for eroding their traditions and heritage.

As one of the largest diaspora populations on Earth, the Filipino diasporic communities provide a valuable lens through which to examine the rise of hybrid holidays and their impact on national cultural identity. According to Dr. Anthony C. Ocampo’s interview with NBC, the Philippines underwent a dramatic transformation during its three-and-a-half-century Spanish colonial period. Similar to the Philippines, many Asian nations also endured decades of colonization, imperialism, and the imposition of Orientalist ideologies. For example, countries like Vietnam have adopted numerous terms from Latin, such as Noel, festival, flan, and vin (the Vietnamese term for wine, rượu vang, is pronounced vin). Scholars widely acknowledge that colonizers employed various tools—religion, education, and language—to assert control. Thus, it’s debatable whether exposure to foreign holidays and customs serves as another subtle form of maintaining dominance.

Yet, both nations, like many other Asian countries, have become uniquely distinct. More interestingly, many countries under foreign rule experienced a period of hesitation in adapting to these foreign changes. Only in the modern era did we see these holidays being adopted. Globalization and social media have accelerated cultural exposure and sparked a desire to assimilate among individuals. As a result, we see holidays becoming more homogeneous and embraced regardless of ethnicity. For instance, Vietnam celebrates both New Year and Lunar New Year with fireworks and live events aimed at captivating both international and local audiences. In contrast, states like California in the U.S. not only celebrate the Lunar New Year but declare it a state holiday to promote diversity and honor the traditions of its Asian community.

People celebrating Lunar New Year at Santa Monica, California (Image Source: Santa Monica)

For many, globalization represents homogeneity and modernization, but the challenge of rapid development lies in balancing it with cultural identity. On this precipice, an argument emerges that cultural hybridity is unattainable without conflict. While the topic of immigration might seem like a digression from the discussion of hybrid holidays, it provides insight into why such holidays may disadvantage Asian communities. The upcoming article on The Broken Dream delves deeper into the harsh realities faced by Asian immigrants, addressing the barriers to cultural assimilation. Upon arriving in a new country, many immigrants face language barriers that hinder their ability to engage in daily life. Additionally, being in a foreign land creates a disconnect from cultural practices once shared back home. This amalgamation has contributed to the erosion of cultural identity within the Asian diasporic community and, ultimately, a lack of representation and recognition of Asian holidays in Western nations. Thus, despite both Western and Asian countries experiencing globalization, the lack of representation and centuries of influence have made Asian communities more likely to accept Western holidays rather than maintain their own.

Understanding the significance of hybrid holidays on a nation’s cultural identity requires accepting that not all nations are the same. Globalization offers vast development, but it also poses the risk of diluting cultural identity, particularly for Asian communities across the globe. However, the growth opportunities outweigh the risks, as seen in the increasing recognition of holidays like Diwali and the growing acknowledgment of the Lunar New Year by international brands seeking to connect with consumers. Hybrid holidays provide an intriguing perspective on how Asian cultural identities have evolved, influenced, and grown. Through globalization, the world has come to recognize and appreciate the profound impact of the Asian community. This opportunity to celebrate and embrace holidays from diverse backgrounds has enriched Asian cultures, making them more accessible to people from different parts of the world. 

The implications of this insight are vast. As members of the Asian community, we must understand that representation matters. The holidays we celebrate reflect our individual and collective identity, showing that we are adaptable to change while remaining true to our roots. This adaptability is one of the reasons why the cultural identity of Asian countries is so idiosyncratic. Now, the only question for us as readers is how we can represent our identity in a way that makes us proud while staying true to our heritage.

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News

Asia’s Negative Mindset & Crab Mentality

Japan has an old proverb: “The nail that sticks up gets hammered down.” 

While in China, there is a saying, “The higher the tree, the stronger the wind.”

In a critical lens, both idioms illustrate harmony and unity – a vital essence of Asian culture and heritage. Nevertheless, the proverbs also shed light on a contrasting school of thought: conformity and crab mentality. 

Crab mentality refers to the situation one can explore by placing a crab or a collective of crabs in a bucket. A lone crab can inevitably crawl out of the bucket, however, a peculiar scenario would arise if one situates a group of crabs in a bucket. As a crab tries to crawl out, the other crabs will pull it back down. If it tries again, the others will rip its claws off to ensure it can never do so again. Ultimately, no crabs can go anywhere besides the stew pot you are brewing. 

Crab in a bucket scenario (Image source: Microsoft Designer)

Crab in a bucket scenario (Image source: Microsoft Designer)

It is naivety to assume human beings are a unified collective group. History, wars, and jealous conflicts are testaments to human being’s selfishness. Hence, it is arguable that we are inclined to place ourselves above others, even if it means at the expense of our peers. Despite being a precarious thought, this insight opens new dimensions to understanding crab mentality in the human context. 

“Remember your cousin Timmy in China? He has 15 years of experience. He’s nine!” 

Steven He’s dad (played by Steven He) exclaimed.

Terms like “Asian-level difficulty,” “Tiger Moms,” and “Asian parents” have become widely recognized through memes, movies, and other mainstream media, serving as a lens for global audiences to understand and appreciate aspects of Asian culture. Yet, one community still paints a negative view of the Asian community, even discriminating against its individuals – and the answer is ironically the Asian community itself.

The purpose of this work is not to discriminate or criticize any peculiar group but to foster intellectual discourse and encourage reflection on societal dynamics and individual perspectives. The chosen quote embodies this intention, capturing four intertwined facets.

Understanding the concept of face is crucial when discussing Asian culture and heritage. Face serves as a societal construct that governs social interactions and determines one’s standing within a social hierarchy. It is a dynamic measure that can be given, earned, taken away, or lost, often extending beyond the individual to include family and friends. For those unfamiliar with this concept, here’s a simplified explanation:

  • A wife who earns a promotion gains face for herself in front of her boss, while also bringing face to her husband and parents through her achievement. 
  • Conversely, a student who performs poorly on an exam loses face among peers, and their parents, in turn, lose face within their social and familial circles.

Despite being debatable, visualizing face as a form of currency provides an interesting lens through which to examine crab mentality in Asian communities. Much like any valuable asset, currency must be earned, safeguarded, and strategically utilized. Losses, even those meant for long-term gains, are approached with caution and calculation. Consequently, individuals strive to enhance their reputation while using criticism to diminish the face of others.

The concept of face is deeply tied to education and parenting, playing a role in fostering crab mentality. Asian children are often raised to prioritize self-achievement above personal aspirations, adhering to predetermined paths for the “greater good” of the family. This emphasis on collective reputation often comes at the cost of individual dreams, reinforcing a mindset where personal success is weighed against familial expectations.

Parenting can affect mindsets, a reflection on Tiger Moms (Image source: Mims On The Move)

Parenting can affect mindsets, a reflection on Tiger Moms (Image source: Mims On The Move)

Indeed this is a generalized claim that leaves certain minorities for speculation, but the interplay between face and sacrifice is crucial in understanding the environment Asian children grow up. Literary works like Truyện Kiều (Tales of Kieu), a renowned Vietnamese poem, highlight traditional ideals through terms like cầm-kỳ-thi-họa—the four virtues defining a successful woman. Similarly, the stereotype of Asian children being expected to become doctors or lawyers has become a familiar cultural reference in contemporary discourse.

No parents want their children to grow up as bad people. Hence, it would be injudicious to blame parents and the system for a negative societal mentality. Yet, there are certain repercussions to sacrificing a child’s dream in return for a destined path to greatness. This leads to the third facet of crab mentality in Asian communities: A ramification for every child following the same success path means comparison and competition. 

Let’s revisit Steven He’s joke: Timmy is used as a benchmark for comparison. The only way for Steven to save face is by climbing the same ladder and offering Timmy a similar spiteful insult. This vicious cycle of comparison fuels crab mentality within families, peers, and the broader community. True to reality, Asian students often spend countless hours in extra classes and clubs to meet rigorous expectations. Tiger moms push their children to excel in every class as if their lives depend on it. There is no middle ground—you’re either a winner or a failure.

This brings us to the final facet: the absence of praise and apologies. Ironically, according to BBC and Vocal Media, Asia is home to some of the politest people in the world, with countries like Japan and Thailand leading the way. Despite this, hierarchy plays a pivotal role in relationship dynamics. To save face, many Asian parents rarely offer praise to their children. Astonishingly, when it comes to apologies, parents often go to great lengths to defend their actions rather than acknowledge their mistakes. 

A similar response can be seen in Asian workplaces, where higher-ups are more inclined to criticize and are far out of reach from their team members. Individuals will praise their peers and colleagues in hopes of receiving similar treatment instead of actual commemoration. Workers often segregate themselves into teams of interest to promote one another instead of collaborating as a group. These groups create outcasts who, despite their talents, are looked down upon and have their accomplishments taken or snuffed out by negative criticisms. This reluctance to give praise and apologize reinforces a mindset of self-achievement above all else. At first glance, mentality such as these are not wrong, but they leave cracks for detrimental thoughts of arrogance and selfishness – ultimately sustaining the crab mentality.

While this article explores the crab mentality within the Asian community, it is important to recognize that this negative mindset is not exclusive to any one group—it exists everywhere. The concepts of face, self-achievement, competitiveness, community, and sacrifice are what make Asian heritage unique and beautiful. This work argues that these cultural elements are not the root cause of the crab mentality, but rather, insights into why such a mindset may emerge.