Introduction: When Grit Becomes Grinding

The recent profiles of three Singapore F&B operators—Ms Sharon Poon of Eat 3 Cuts, Mr Teo Chye Huat of Hai Nan Zai, and Mr Sam Png and Mrs Jenny Png of Woody Family Peranakan Cafe—paint a portrait of extraordinary resilience. But beneath the inspiring narrative of perseverance lies a troubling question: Why does survival in Singapore’s F&B industry require such extreme personal sacrifice?

Ms Poon has lost $200,000 across failed ventures while raising three children. Mr Teo worked through stage three cancer until he collapsed. The Pngs, both in their 70s with serious health conditions, face homelessness if their cafe fails after investing their entire home sale proceeds into the business.

These are not stories of success—they are stories of survival against brutal odds. And while individual resilience deserves recognition, the systemic failures that necessitate such resilience demand urgent attention.

The Structural Crisis in Singapore’s F&B Industry

The Numbers Behind the Struggles

Singapore’s F&B industry is characterized by razor-thin margins and catastrophic failure rates:

• High failure rate: Industry estimates suggest 60-80% of restaurants fail within their first year, with 90% closing within five years
• Rental costs: Prime locations can command $15,000-$30,000 monthly, while even industrial spaces cost $5,000-$10,000
• Labor shortages: The sector faces chronic understaffing, driving up wage costs while operators work 14-16 hour days themselves
• Rising input costs: Food ingredient costs have surged 20-30% post-pandemic, with limited ability to pass costs to price-sensitive consumers
• Competition intensity: Singapore has one of the highest restaurant densities globally, with approximately 13,000 F&B establishments serving 5.9 million people

Three Case Studies in System Failure

Case 1: Sharon Poon – The Serial Failure Trap

Ms Poon’s trajectory illustrates how location, timing, and capital requirements create a doom loop for independent operators:

• Initial capital: $30,000 starting capital (2019)
• Additional injections: $25,000 to keep Burlington Square afloat; $50,000 for Tai Seng Point renovation; $50,000 for Arc 380; $15,000 for Geylang stall
• Total losses: Approximately $200,000 over six years
• Operating challenges: Power bills reaching $1,800/month; inability to hire staff; working 2am-9am daily while pregnant

Her experience reveals several structural problems:

• No access to affordable starter spaces for testing concepts
• Landlords requiring massive upfront renovation investments with no security of tenure
• Inability to scale gradually due to all-or-nothing lease commitments
• Marketing and visibility dependent on viral moments rather than sustainable positioning

Case 2: Teo Chye Huat – The Human Cost of Hawker Sustainability

Mr Teo’s story exposes the unsustainable working conditions in the hawker sector:

• Working hours: 3:30am start time, finishing around 2pm (10.5 hours daily, 7 days/week)
• Age and health: Working at 62 with stage three cancer, weight dropped from 80kg to 50kg
• Financial pressure: Living in a rented room post-divorce, unable to afford time off for medical care
• Skills development: Spent a year observing before feeling confident to cook—no formal training pathway

The hawker model, while culturally treasured, operates on a subsistence economy that cannot support aging practitioners or attract younger successors. Dishes priced at $3.50-$4.50 leave no margin for sick leave, retirement savings, or healthcare costs.

Case 3: The Pngs – When Your Business Becomes Your Prison

The Pngs’ situation represents the most dire outcome—when sunk costs and lack of alternatives trap operators in failing businesses:

• Total investment: $120,000 initial capital + >$100,000 from home sale + $15,000 from pawned jewelry
• Debt: $20,000 owed to licensed moneylenders plus undisclosed rental arrears
• Living situation: Residing above the restaurant with nowhere else to go
• Health risks: Both in their 70s with serious conditions (thalassaemia, high blood pressure, panic attacks, heart disease with stent)
• Labor intensity: Still scrubbing 300 buah keluak nuts by hand; 9-hour prep for single dishes

This is not entrepreneurship—it is indentured servitude to past decisions. The absence of safety nets, combined with age discrimination in the job market, has left them with literally no exit option.

Root Causes: Why the Industry Fails Its Operators

1. Predatory Rental Economics

Singapore’s F&B rental structure transfers virtually all risk to tenants while guaranteeing landlord returns:

• Triple-net leases: Tenants pay base rent plus property tax, maintenance, and utilities
• Turnkey requirements: Landlords provide bare units; tenants invest $50,000-$200,000 in renovations that cannot be recouped
• Short lease terms: 2-3 year leases with no renewal guarantees mean operators may lose their entire investment just as they build a customer base
• Rent escalation clauses: Built-in annual increases of 3-5% regardless of business performance
• No revenue sharing: Unlike mature markets where some landlords take percentage rent, Singapore landlords demand fixed rent regardless of tenant success

Result: Operators like Ms Poon invest heavily in someone else’s property, have no long-term security, and must generate impossible revenue levels just to break even.

2. Capital Accessibility Crisis

Traditional bank financing is essentially unavailable to F&B startups:

• Collateral requirements: Banks typically require property or substantial assets, which first-time operators don’t have
• Personal guarantees: Operators must pledge personal assets, creating catastrophic downside risk
• Risk aversion: Banks view F&B as too high-risk, preferring property-backed lending
• Government schemes: While programs like Enterprise Singapore’s loan schemes exist, they require proven track records and substantial documentation

Result: Operators like the Pngs deplete personal savings, sell family homes, and turn to expensive moneylenders charging 4% monthly interest (48% annually), creating debt spirals they cannot escape.

3. Zero-Margin Pricing Expectations

Singapore’s food culture celebrates affordability, but this comes at operators’ expense:

• Hawker center price controls: Social and political pressure keeps dishes under $5, unchanged for decades despite inflation
• Price sensitivity: Any increase triggers immediate customer backlash and viral complaints
• Comparison shopping: High restaurant density means customers can easily switch for $1-2 savings
• Instagram economics: Operators feel pressured to maintain large portions and premium ingredients for social media appeal

Result: Mr Teo sells carrot cake for $3.50—a price point that might have been sustainable in 2000 but is now below costs after accounting for utilities, ingredients, and any wage for himself.

4. Labor Market Collapse

The F&B sector faces a perfect storm of labor challenges:

• Aging workforce: Average hawker age is 60+, with minimal youth interest
• Foreign worker restrictions: Quota systems limit hiring; S Pass salary thresholds ($3,150 minimum) exceed what many F&B businesses can afford
• Exploitation cycle: Low margins force operators to work punishing hours themselves, deterring potential employees who see the conditions
• Skills mismatch: No clear training-to-employment pathways for specialized cuisines like Peranakan cooking

Result: The Pngs, both in their 70s with serious health conditions, must perform all cooking, prep, and service themselves because they cannot afford staff or find workers willing to learn labor-intensive traditional techniques.

5. Missing Social Safety Net

Singapore’s F&B operators work without the protections available to salaried employees:

• No sick leave: Mr Teo worked through cancer because taking time off meant zero income
• No CPF contributions: Self-employed operators often cannot afford MediSave or retirement contributions
• No unemployment insurance: Business failure leaves operators with debt but no income support
• Healthcare costs: Medical expenses for operators like Mr Teo can be catastrophic without employer insurance
• Age discrimination: Operators like the Pngs, both with advanced degrees, couldn’t find employment in their 50s, pushing them into entrepreneurship by necessity rather than choice

Result: Operators gamble their health, retirement, and housing security with no fallback position.

Proposed Solutions: A Multi-Stakeholder Approach

Immediate Relief Measures (0-6 months)

1. Emergency Stabilization Fund

Implementation: Government-backed fund providing interest-free bridge loans up to $50,000 for struggling operators with 5+ years operation history

Criteria:

• Demonstrated viability (pre-COVID revenue or customer base)
• Temporary liquidity crisis rather than fundamental business failure
• Owner-operators willing to undergo business mentorship
• Repayment over 5 years with 2-year grace period

Target: The Pngs and similar operators who have viable businesses but are trapped in debt cycles

Cost estimate: $50M fund could assist 1,000 operators

2. Rental Mediation Program

Implementation: Establish government-backed mediation service to negotiate rental reductions or payment plans between struggling tenants and landlords

Incentives for landlords:

• Tax deductions for rental forgiveness or reductions
• Guarantee of partial rent payments from stabilization fund
• Priority listing in “Landlord of the Year” recognition program

Target: Prevent operators from accumulating insurmountable rental arrears

3. Healthcare Support for F&B Workers

Implementation: Extend Community Health Assist Scheme (CHAS) subsidies specifically for F&B self-employed workers, with enhanced coverage for:

• Occupational health issues (burns, cuts, repetitive strain)
• Cancer screening for at-risk older workers
• Mental health support (stress, anxiety, depression)

Special provision: Temporary income replacement (60% of declared income) for up to 3 months during serious illness, funded through mandatory contributions of $50/month per operator

Target: Workers like Mr Teo who defer medical care due to inability to afford time off

Short-Term Structural Reforms (6-18 months)

4. Incubator Kitchen Program

Implementation: Convert underutilized HDB void decks, community centers, and industrial spaces into subsidized commercial kitchens

Features:

• Fully equipped, shared-use kitchens at $800-1,500/month
• Flexible month-to-month terms for first 12 months
• Shared delivery/pickup windows to test concepts
• Built-in mentorship from established operators
• Access to bulk purchasing cooperatives

Scale: 50 locations island-wide, each supporting 4-6 operators

Target: First-time operators like Ms Poon who need low-risk spaces to validate concepts before committing to expensive long-term leases

Cost estimate: $25M capital investment, $5M annual operating subsidy

5. Progressive Rent Model for Government Properties

Implementation: For F&B tenants in HDB coffee shops, hawker centers, and government building food courts, implement revenue-sharing rent structures:

• Year 1-2: Base rent of $800-1,200/month + 5% of revenue above $10,000/month
• Year 3-4: Base rent of $1,500-2,000/month + 7% of revenue above $15,000/month
• Year 5+: Base rent of $2,000-3,000/month + 10% of revenue above $20,000/month

Benefit: Aligns landlord and tenant incentives; operators aren’t crushed by fixed costs during slow periods; rent rises only as business succeeds

Target: Reduce rental stress across 6,000+ hawker stalls and 2,000+ coffee shop units

6. F&B Skills Conversion Program

Implementation: Targeted initiative to recruit mid-career workers (age 40-60) into F&B with comprehensive support:

Training track:

• 6-month intensive apprenticeship with established operators
• $2,500/month training allowance from SkillsFuture
• Specialized modules: culinary techniques, food safety, business basics, digital marketing

Employment incentive:

• Wage support of $1,000/month for first year for employers hiring graduates
• Operators like Mrs Png who share traditional recipes and techniques receive $3,000 quarterly teaching stipend

Scale: Train 500 workers annually, with focus on preserving endangered cuisines (Peranakan, Teochew, Hakka)

Target: Address labor shortage while preserving cultural heritage

Medium-Term Transformation (18 months – 3 years)

7. Lease Reform and Tenant Protection

Implementation: Legislate minimum protections for F&B commercial tenants:

Mandatory lease provisions:

• Minimum 5-year initial term with tenant option to renew for additional 5 years
• Rent increases capped at 3% annually or CPI, whichever is lower
• Tenant improvements amortized over lease term; if lease is not renewed, landlord must compensate 50% of unamortized value
• 6-month notice required for non-renewal
• Standardized lease templates to reduce legal costs

Dispute resolution:

• Mandatory mediation before eviction
• Small Claims Tribunal jurisdiction extended to commercial disputes up to $50,000

Impact: Operators can invest in buildout and marketing knowing they have reasonable tenure security

8. Cooperative Ownership Models

Implementation: Establish F&B cooperatives that collectively own or lease property, then sub-let to members:

Structure:

• 10-20 operators pool capital ($10,000-20,000 each)
• Cooperative negotiates long-term lease (10-15 years) or purchases property
• Members pay cost-based rent (actual costs divided by members + 10% reserve fund)
• Shared facilities: kitchens, storage, delivery infrastructure
• Democratic governance; all members vote on policies

Government support:

• $2M seed funding per cooperative for downpayment/renovation
• Technical assistance for legal setup and management training
• Tax advantages: Cooperatives exempt from property tax for first 5 years

Scale: Pilot 5 cooperatives in different regions (Yishun, Tampines, Jurong, Toa Payoh, Geylang)

Target: Break the landlord-tenant exploitation cycle; operators build equity instead of enriching landlords

9. Price Floor Protection for Heritage Dishes

Implementation: For dishes recognized as cultural heritage (e.g., traditional Peranakan cuisine, Hainanese dishes), establish quality certification and minimum pricing:

Certification program:

• Traditional preparation methods verified by culinary experts
• Operators like Mrs Png who maintain authentic techniques receive “Heritage Certified” designation
• Logo displayed on stalls, menus, and online platforms

Consumer education:

• Marketing campaign explaining why heritage dishes cost more: “9 hours of handwork in every bowl”
• Heritage Trail maps and food tours highlighting certified operators
• School programs educating young Singaporeans about culinary traditions

Economic support:

• Certified heritage operators receive $1,000/month operating grant
• Premium pricing socially legitimized through certification

Impact: Enables operators like the Pngs to charge $25-30 for labor-intensive dishes instead of $18, making the business model sustainable

Long-Term Systemic Change (3-5 years)

10. F&B Operator Social Insurance Scheme

Implementation: Mandatory contributory insurance system for all F&B self-employed workers:

Contribution structure:

• Self-employed operators: 10% of declared income (minimum $300/month)
• Government match: 5% of contribution
• Builds individual account similar to CPF

Coverage:

• Sick leave: 60% income replacement for up to 90 days/year
• Disability: Permanent income support if unable to work
• Retirement: Monthly pension from age 65
• Healthcare: Enhanced subsidies for MediShield Life premiums and medical expenses

Enforcement: Linked to food license renewal; operators must show proof of contributions

Transition support: 50% subsidy on contributions for first 3 years to ease adjustment

Target: Every operator from Mr Teo to Ms Poon has basic social protection

11. National F&B Development Bank

Implementation: Establish specialized financial institution focused exclusively on F&B sector:

Lending products:

• Startup loans: Up to $100,000 at 2% interest for new concepts, unsecured for first $50,000
• Expansion capital: Up to $500,000 for proven operators opening additional locations
• Equipment financing: Lease-to-own for kitchen equipment
• Emergency working capital: Lines of credit for seasonal fluctuations

Underwriting model:

• Evaluates business plans, operator experience, and market analysis rather than just collateral
• Accepts revenue history, social media following, and customer testimonials as “alternative credit data”
• Requires business plan and monthly financial reporting, providing free accounting software

Risk management:

• Government guarantee covers 50% of losses on startup loans
• Cross-collateralization across portfolio reduces per-loan risk
• Technical assistance improves success rates

Scale: $500M capitalization, targeting 2,000 loans in first 3 years

Target: Operators like Ms Poon don’t lose personal savings; debt is business debt with reasonable terms

12. Affordable F&B-Integrated Housing

Implementation: Design new HDB estates with integrated F&B spaces and live-work arrangements:

Concept:

• Ground floor retail designed for F&B with commercial-grade utilities (3-phase power, heavy-duty water, ventilation)
• Operators can purchase both commercial unit + residential unit directly above at combined affordable price
• Commercial-residential package priced at 1.5x standard HDB flat (e.g., $600,000 for commercial + 3-room flat vs. $400,000 for standalone flat)

Benefits:

• Eliminates commute time and costs
• Operators build home equity while running business
• Reduces psychological stress of potential homelessness
• Residential mortgage rates (2.6%) instead of commercial rates (4-5%)

Eligibility:

• Must operate F&B business for minimum 3 years
• Priority for hawkers and heritage cuisine operators
• Cannot sell commercial unit separately from residential (must transfer together)

Pilot: Include 20 such units in each of 3 new HDB estates

Target: Future operators like the Pngs won’t face false choice between business and housing

Implementation Roadmap and Stakeholder Roles

Government Agencies

Enterprise Singapore:

• Administer Emergency Stabilization Fund and F&B Development Bank
• Oversee Heritage Certification program
• Coordinate with landlords on rental mediation

Ministry of Manpower:

• Implement F&B Social Insurance Scheme
• Expand Skills Conversion Program
• Relax foreign worker quotas specifically for critical F&B roles

Housing & Development Board:

• Roll out Incubator Kitchen Program in void decks
• Pilot F&B-Integrated Housing
• Reform coffee shop and hawker center lease structures

Ministry of Sustainability and the Environment (NEA):

• Fast-track licensing for cooperative models
• Streamline approval processes for kitchen modifications
• Partner on Heritage Certification standards

Private Sector

Landlords and Property Owners:

• Participate in rental mediation with tax incentives
• Adopt progressive rent models voluntarily
• Lengthen lease terms and provide tenant improvement allowances

Banks and Financial Institutions:

• Partner with F&B Development Bank on loan syndication
• Develop specialized F&B credit assessment tools
• Offer invoice financing and supply chain financing products

Food Delivery Platforms (Grab, Foodpanda):

• Reduce commission rates for struggling heritage operators (15% vs. 30% standard)
• Promote Heritage Certified establishments with special badges
• Share anonymized data with operators for demand forecasting

Suppliers and Distributors:

• Establish cooperative buying groups for small operators to access wholesale pricing
• Offer net-30 or net-60 payment terms instead of cash-on-delivery
• Provide ingredient standardization to reduce waste

Community and Civil Society

Trade Associations:

• Restaurant Association of Singapore, Foochow Coffee Restaurant and Bar-Merchants’ Association should advocate for lease reforms
• Collective bargaining with suppliers for better terms
• Member education on financial management and digital marketing

Social Enterprises:

• Establish F&B mentorship programs matching struggling operators with successful veterans
• Develop shared logistics for delivery, reducing per-operator costs
• Create cooperative marketing campaigns highlighting neighborhood food scenes

Educational Institutions:

• At Wan Meng Culinary Center, ITE, polytechnics: embed apprenticeships with heritage operators into curriculum
• Document traditional recipes and techniques before aging operators retire
• Conduct research on sustainable F&B business models

Individual Operators

Immediate actions:

• Apply for available government schemes (SkillsFuture, Enterprise Development Grant)
• Join trade associations for collective advocacy
• Seek business mentorship through SCORE or similar programs
• Implement basic accounting and inventory systems

Strategic changes:

• Consider cooperative models with other operators to share costs
• Focus on signature dishes rather than extensive menus to reduce complexity
• Develop delivery and catering revenue streams
• Price dishes to cover actual costs plus modest profit margin

Case Studies Revisited: How Solutions Would Help

Sharon Poon (Eat 3 Cuts)

Current situation: $200,000 in losses, now attempting fourth venture with outside investor

If proposed solutions existed:

1. First venture (2019): Started in Incubator Kitchen for $1,200/month instead of committing $30,000 to Burlington Square. Tested menu, built customer base, refined operations over 12 months with low burn rate.
2. Second attempt: With proven concept, qualified for F&B Development Bank startup loan of $80,000 at 2% interest instead of depleting personal savings. Lease Reform Act gave her 5-year minimum term with renewal option, so $50,000 renovation investment was protected.
3. COVID period: Emergency Stabilization Fund provided $30,000 interest-free bridge loan to cover salary during circuit breaker, preventing closure.
4. Current status: Would be on second profitable location with retained earnings, not fourth desperate attempt. Her children would have a parent present instead of working 2am-9pm shifts while pregnant.

Financial difference: Instead of -$200,000 personal loss, would have ~$150,000 in business equity

Teo Chye Huat (Hai Nan Zai)

Current situation: Working at age 62 with stage three cancer, living in rented room, unable to afford treatment time off

If proposed solutions existed:

1. Early career: F&B Skills Conversion Program would have provided structured training and living allowance instead of unpredictable odd jobs and $200,000 in gambling debt.
2. 2014-present: F&B Social Insurance contributions ($350/month) would have built:
   • Healthcare account covering cancer treatment costs
   • Sick leave income ($1,200/month) for 90 days during hospitalization
   • Retirement account providing pension starting age 65
3. March 2024: When pain started, could have taken sick leave immediately instead of working 9 more months through agony. Early detection might have meant stage one vs. stage three diagnosis.
4. Current status: Would be recovering full-time with income support, not returning to work at 3:30am post-chemotherapy.

Life difference: Adequate medical care, dignified recovery, financial security instead of working while dying

Sam and Jenny Png (Woody Family Peranakan Cafe)

Current situation: Age 73-74, sold their home, owe $20,000 to moneylenders, facing homelessness if business fails

If proposed solutions existed:

1. 2009 startup: F&B Development Bank loan of $120,000 at 2% would have provided capital without depleting personal savings. Business loan defaults don’t cost their home.
2. Property arrangement: F&B-Integrated Housing would have let them purchase commercial space + residential unit above for $600,000 total. They’d own both, building equity while operating. Even if business failed, they’d still own home.
3. COVID period:
   • Emergency Stabilization Fund: $50,000 bridge loan preventing debt spiral
   • Rental Mediation: Negotiated 40% reduction for 18 months
   • Healthcare Support: Mrs. Png’s thalassemia and panic attacks treated with enhanced subsidies
4. Heritage dishes:
   • Certification for Nasi Ulam and Buah Keluak dishes
   • Premium pricing justified: $28 vs. $18 for Nasi Ulam
   • $1,000/month Heritage Operator Grant
   • $3,000 quarterly for teaching two culinary students
5. Labor: Two Skills Conversion Program graduates assist with prep work, wage-supported by government
6. Current status: Profitable business providing comfortable retirement income, owned home providing security, health issues managed with proper care

Financial difference: +$400,000 net worth (home equity) and sustainable business vs. homelessness

Addressing Counterarguments

“The market should decide – unsuccessful businesses should fail”

Response: This assumes a level playing field, which doesn’t exist. The current system has structural barriers (rental exploitation, capital inaccessibility, zero social safety nets) that prevent even viable businesses from succeeding. We’re not proposing bailouts for bad businesses – we’re proposing removing systemic obstacles that cause good businesses to fail.

Moreover, F&B businesses provide significant positive externalities: cultural preservation, community gathering spaces, employment, and tourism value. Market failure is real when social value exceeds private returns.

“Government support creates moral hazard and dependency”

Response: Current proposals emphasize:

• Conditional support: Emergency funds require business mentorship and repayment
• Market mechanisms: Progressive rent aligns incentives rather than providing handouts
• Contributory systems: Social insurance requires operator contributions, not pure subsidies
• Temporary bridges: Support during shocks (COVID, illness), not permanent subsidy

The goal is creating conditions for self-sufficiency, not permanent dependence. Operators like the Pngs and Ms Poon desperately want to succeed independently – they need structural reform, not charity.

“This will be too expensive for taxpayers”

Response: Cost-benefit analysis:

Total proposed investment: ~$650M over 5 years

• Emergency Fund: $50M
• Incubator Kitchens: $50M
• Healthcare Support: $120M (via insurance contributions)
• F&B Development Bank: $500M capitalization (revolving, not spent)
• Skills Conversion: $75M
• Heritage Operator Grants: $36M (3,000 operators x $12,000/year)
• Various smaller programs: $50M

Economic returns:

• Tax revenue: Profitable businesses pay corporate tax, GST, employer CPF
• Reduced social costs: Preventing homelessness, emergency healthcare, and social support needs
• Tourism value: Singapore’s food culture drives significant tourism spending ($4.3B food tourism annually)
• Cultural preservation: Irreplaceable heritage worth protecting
• Employment: Each F&B business employs 3-8 people directly plus supply chain jobs

Comparison: Government spent $1.1B on tourism marketing in recent years. Protecting actual food culture is better ROI than marketing campaigns promoting food culture that no longer exists.

“Young Singaporeans don’t want F&B careers anyway”

Response: Partially true, but self-fulfilling:

• Young people avoid F&B because they see operators like Mr Teo working 80-hour weeks at age 62 with cancer
• They avoid it because they see operators like the Pngs risking homelessness in their 70s
• They avoid it because Ms Poon’s story shows even multiple degrees and hard work lead to $200,000 in losses

Fix the structural problems, and F&B careers become viable:

• Reasonable working hours with sick leave
• Retirement security through social insurance
• Ability to build equity via cooperatives or F&B-Integrated Housing
• Access to capital for expansion rather than personal bankruptcy risk

The Mid-Career Skills Conversion Program acknowledges that workers aged 40-60 are available and interested – they just need pathways and support.

“Heritage pricing will price out regular Singaporeans”

Response: Strategic, not blanket pricing:

• Not all dishes become expensive – only extremely labor-intensive heritage preparations
• Certification creates two-tier market: Quick hawker fare at $4-6 remains available; authentic heritage dishes at $20-30 for special occasions
• Most Singaporeans already accept premium pricing for quality (fine dining, cafes, Japanese omakase)
• Compare to theater, museums, traditional crafts – we accept paying more for cultural experiences

Alternative is extinction: When Mrs Png closes Woody, her Buah Keluak recipe (requiring 9 hours prep) disappears forever. No young operator will learn a technique that guarantees poverty.

Conclusion: From Resilience to Sustainability

The stories of Ms Poon, Mr Teo, and the Pngs inspire us with their determination. But inspiration is not enough. Admiring their resilience while allowing the system to crush them is moral theater.

These operators are not asking for handouts. They are asking for:

• Reasonable lease terms that don’t transfer 100% of risk to tenants
• Access to capital at terms that don’t require betting their family’s home
• Social protections so that cancer doesn’t mean choosing between treatment and homelessness
• Fair compensation for skilled labor and cultural preservation

Singapore celebrates its hawker culture, promotes food tourism, and lionizes successful F&B entrepreneurs. But the infrastructure supporting this ecosystem is collapsing. Hawkers are aging out with no replacements. Traditional cuisines are disappearing. Operators are ground down by unsustainable economics.

We can intervene now with targeted reforms that preserve what makes Singapore’s food culture special, or we can watch it die while marveling at the resilience of the last generation willing to sacrifice everything.

The Pngs should not have to choose between their business and homelessness. Mr Teo should not have to work through stage three cancer. Ms Poon should be building wealth for her children, not losing $200,000.

Systemic problems require systemic solutions. Individual resilience has reached its limit. The question is whether we value Singapore’s food culture enough to build an ecosystem where operators can thrive, not merely survive.

The time for action is now – before the last of these resilient operators finally breaks.