THOMAS NG
Thomas Ng is the founder and executive director of Genashtim, a pioneering social enterprise that leverages technology to connect marginalised communities to the global economy. Genashtim offers services like online learning, remote PC support, surveillance and ESG (Environmental, Social and Governance) support with a workforce composed largely of persons with disabilities, refugees, LGBTQ individuals, seniors, and other disadvantaged groups. Operating remotely across six continents, the company serves clients such as eCornell, Microsoft, and Google. Thomas is a passionate advocate for inclusive employment, serving on NGO boards and panels. A former chairman of the Young Presidents’ Organization (Philippines) and Southeast Asia’s World Presidents’ Organization, Thomas brings a wealth of leadership experience to his mission of creating meaningful social impact.
Genashtim (pronounced jen-ash-tim) is an acronym of Thomas’ family. His wife’s name is Genevieve, his daughter Ashley, and his son Timothy.
“When we first tried to register the company, we proposed a number of different names which describe our business. But they were all either rejected by the registrar of companies because they were too generic or we could not register a domain which sounded anything like the names we selected. So, I had to resign myself to the fact that we would have to come up with a name which had nothing to do with our business. After an afternoon of doodling, I came up with Genashtim.”
Thomas, your story begins in the corporate world. Can you tell us what led you to transition from a high-flying career to starting Genashtim?
My corporate life was intense. I held regional roles, travelled constantly, and worked close to 100 hours a week. By the time I became the country manager in the Philippines, I was deeply disillusioned. I felt like I was part of a toxic system that prioritised profits over people.
For instance, we’d tell customers the corporate story—what the company wanted them to hear—but we didn’t truly look after them. I couldn’t reconcile this with my values. So, in 2004, I decided to quit and spend time with my family in Melbourne. My son, who was 14, had learning difficulties at the time, and I wanted to give him the environment he needed to thrive.
Initially, my plan was to take two or three years off and then return to work before I turned 50. But during that time, I was invited to join the board of a computer school for the blind in Manila. That experience changed everything.
What was it about that experience that inspired you to create Genashtim?
At first, I was intrigued but sceptical. I couldn’t wrap my head around how blind people could use computers. But what I saw at that school amazed me. The students were using screen-reader software to navigate the Internet with incredible speed. I even challenged them to find information online faster than me—and I lost every time!
Despite their skills, I found out that almost none of them were employed. The foundation had trained 500 blind people over five years, but they couldn’t find work for them. Companies were impressed by their capabilities but always had excuses not to hire them. The only graduate who found a job was a poster girl for a business process outsourcing company. It felt like tokenism.
I spent two and a half years trying to convince my peers—corporate leaders I knew personally—to hire these talented individuals. Everyone was supportive in principle but ultimately said they couldn’t take the risk. After two and a half years, how many people did I place? Zero. That was when I decided to take matters into my own hands and start Genashtim.
The PWD employment challenge in Malaysia
Despite Malaysia’s 1% employment quota for persons with disabilities (PWDs) in the public sector, only 0.3% hold government jobs, exposing a stark gap between policy and practice. In the private sector, only 6,750 are employed out of the 637,537 registered PWDs. Many others remain confined to sheltered workshops, often earning below minimum wage. These figures highlight the significant gap between policy intentions and actual employment outcomes for PWDs in Malaysia.
Photo: Marcus Chung / iStock
What were some of the early challenges of running Genashtim?
Oh, there were plenty. First, we had no clear business model. I started by hiring a few graduates from the school and figuring out what we could do with them. Our initial employees were people with disabilities (PWDs), and we started in Manila, where public transport was not at all friendly to PWDs. As a result, commuting to work was not feasible, leaving us no choice but to provide remote services via the Internet. The internet wasn’t what it is today, so remote work wasn’t as seamless. We dabbled in programming, web development and e-learning, but it went slowly.
The scepticism we faced was another major challenge. Potential clients couldn’t look past the fact that we employed people with disabilities. They assumed we couldn’t deliver quality work. We even avoided mentioning our social mission in sales pitches because it raised doubts about our capabilities.
We lost money for the first ten years. Without drawing a salary myself, we still struggled to break even. It wasn’t until around 2018 that things began to turn around, partly because the world was catching up to the potential of e-learning and remote work. When COVID-19 happened about a year later, the lockdowns of schools and offices made our e-learning and remote service offerings highly desired and significantly boosted our revenues.
POTENTIAL CLIENTS COULDN’T LOOK PAST THE FACT THAT WE EMPLOYED PEOPLE WITH DISABILITIES. THEY ASSUMED WE COULDN’T DELIVER.
The force behind Genashtim
Source: Genashtim website. https://genashtim.com/news/genashtim-2023.
Based on abilities, not disabilities
To foster an inclusive workplace for PWDs, employers must go beyond physical accommodations, such as accessible entrances or assistive technology, by cultivating a culture that values diversity and promotes equal opportunities. Implementing training programmes, refining recruitment processes and offering mentorship can enhance employee satisfaction and retention, drive creativity and innovation, and strengthen the company’s reputation as a socially responsible organisation.
Photo: Edwin Tan / iStock
EMPLOYEES CAN TAKE AS MUCH LEAVE AS THEY NEED, AS LONG AS IT DOESN’T AFFECT THEIR TEAM OR CUSTOMERS. INTERESTINGLY, SINCE WE LAUNCHED THIS POLICY, THE NUMBER OF LEAVE APPLICATIONS HAS ACTUALLY DECREASED.
Genashtim is built on a remote work model. Why did you adopt this approach, especially back in 2008 when it was still a novel concept?
As I mentioned earlier, the idea came out of necessity. Many of our employees face significant barriers to commuting. Take someone in a wheelchair, for example. Public transport often isn’t accessible, and even taxis might refuse to take them. For blind people, commuting requires an assistant, which triples their transportation costs.
One of our early hires worked in our small office, and her mother accompanied her daily. I asked her mother one day, “After paying for transportation and everything else, how much of her salary is left?” She said, “Almost nothing, but it’s better than her staying home and doing nothing.” That was a lightbulb moment for me. I thought, why make her come to an office when she could work from home just as effectively? That’s how our remote work model was born.
How do you ensure that remote work doesn’t compromise the sense of community among your employees?
Building a sense of community in a remote environment requires intentional effort. At Genashtim, we prioritise inclusion and support. Many of our employees have no prior work experience, so we invest heavily in their growth. Training is a big part of this—we mandate 80 hours of training per year for every employee.
We’ve also implemented unique policies like unlimited annual leave. Employees can take as much leave as they need, as long as it doesn’t affect their team or customers. Interestingly, since we launched this policy, the number of leave applications has actually decreased. People take only what they need because they know they have flexibility.
Can you share a story that illustrates the impact of Genashtim’s work?
There are so many stories, but one that stands out is Raj, who is paralysed from the neck down. He operates a computer using voice-command technology and works as a global auditor, verifying companies in the US, Canada and Australia. Raj now earns over 10,000 ringgit a month. For someone who was once considered unemployable, this is transformative.
Another inspiring story is that of Ee Bing, a blind employee who now leads our ESG (Environmental, Social, and Governance) services department. He is exceptionally intelligent and well-educated, yet he was not given the opportunity to utilise his talents because of his disability. He found Genashtim by chance, and now he plays a key role in leading our ESG Services Department, and helping our corporate customers navigate the B Corp certification process.
Their stories show what’s possible when you provide opportunities to the marginalised. It also proves to us that business, when run with the heart, can be a force for good.
Speaking of B Corp certification, Genashtim is now a key partner for B Lab. How did that relationship come about?
In 2015, some friends encouraged me to get Genashtim certified as a B Corp. At first, I wasn’t interested—it sounded like another bureaucratic process. But I eventually completed the B Impact Assessment and realised it was an excellent tool. We certified with 130 points, far above the 80 required.
In 2021, B Lab faced a backlog of certification submissions. We offered to help, leveraging our global, multilingual workforce to clear their pipeline. Today, we handle almost 90% of global B Corp certification submissions. It’s become a major revenue stream for us and aligns perfectly with our mission of empowering marginalised communities.
TODAY, WE HANDLE ALMOST 90% OF GLOBAL B CORP CERTIFICATION SUBMISSIONS. IT’S BECOME A MAJOR REVENUE STREAM FOR US AND ALIGNS PERFECTLY WITH OUR MISSION OF EMPOWERING MARGINALISED COMMUNITIES.
B Corp certification is a designation given to companies that meet rigorous standards of social and environmental performance, accountability and transparency. Issued by B Lab, a nonprofit organisation, the certification evaluates a company’s practices and outputs across five key areas: workers, customers, community, governance and environment. To achieve certification, companies must complete an assessment covering these areas, demonstrating how they meet B Lab’s criteria.
A key aspect of B Corp certification is its commitment to balancing profit with purpose. Certified businesses must legally commit to considering the interests of all stakeholders—rather than just shareholders—when making decisions. This shift towards stakeholder capitalism highlights a company’s dedication to creating a positive social and environmental impact while maintaining financial success. Moreover, B Corp certification is an ongoing process, with companies required to recertify every three years to ensure they continue to meet the standards set by B Lab.
A journey of resilience
Raj Kumar Selvaraj, paralysed from the neck down after an accident, now works as a Verification Analyst for the B Lab project, operating his computer with voice-command technology and working with clients from around the world. Raj’s journey shows how technology and inclusive work environments enable PWDs to pursue fulfilling careers, regain financial independence and build confidence, overcoming even the most challenging circumstances.
Photo: Genashtim
Partnerships often play a key role in the success of social enterprises. How have collaborations contributed to Genashtim’s growth?
Some partnerships have been impactful, like our work with Microsoft Southeast Asia to create a platform for at-risk youth. But to be honest, most partnerships haven’t gone anywhere. People admire what we do but don’t follow through.
We’ve learned to rely on our own capabilities. We compete for contracts based on the quality of our work, not on sympathy. This approach has helped us build credibility and sustainability.
WE’VE LEARNED TO RELY ON OUR OWN CAPABILITIES. WE COMPETE FOR CONTRACTS BASED ON THE QUALITY OF OUR WORK, NOT ON SYMPATHY. THIS APPROACH HAS HELPED US BUILD CREDIBILITY AND SUSTAINABILITY.
Today’s world moves fast, and the skills the market needs could be very different in a few years. How do you keep Genashtim relevant in this rapidly changing environment?
Agility is one of our core values. The world is constantly evolving, and so are we. When we started, we focused on e-learning, which wasn’t mainstream at the time. We then diversified into web development, remote IT support, and now ESG consulting. Today, B Corp certification is a major part of our business.
We also emphasise continuous learning. Our employees are encouraged to update their skills regularly, not just for their current roles but for future opportunities. This adaptability is what keeps us relevant.
With AI rapidly disrupting how we work, do you anticipate chaos in the workplace before things settle?
That’s a human behaviour issue. We wait for chaos before we react. Take COVID-19, for example. Experts had warned about pandemics for twenty years, yet we didn’t change laws to cope with them or adequately prepare for them. We spent more on making movies about pandemics than on preparing for them. It was sheer coincidence that Moderna and Pfizer could spin out those vaccines. But now, we are acting as if the pandemic didn’t happen. In the case of AI, I hope we have the courage to get proactive because we see another crisis coming.
MANY PEOPLE WILL ADMIRE YOUR VISION BUT WON’T SUPPORT IT. FOCUS ON DELIVERING VALUE AND BUILDING A SOLID BUSINESS MODEL. DON’T RELY ON HANDOUTS—EARN TRUST BY SHOWING RESULTS. AND MOST IMPORTANTLY, STAY TRUE TO YOUR PURPOSE.
Looking ahead, what’s next for Genashtim?
We have so many stakeholders to thank for our success and profitability. To drive continued growth in our business, we will invest further in hiring and developing people. We will also set up a social innovation fund to scale our impact by supporting start-ups like ours during their critical early years. We will share our experience and resources to help them navigate the challenges of building sustainable for-profit social enterprises.
Our immediate plan is to find a good partner who can help us sustain our global growth. Ideally, this partner would also invest in our business, providing us with the financial strength to focus on growing our traditional businesses and establishing the social innovation fund. This is how I envision multiplying our impact.
What advice would you give to aspiring social entrepreneurs?
Be prepared for a tough journey. Many people will admire your vision but won’t support it. Focus on delivering value and building a solid business model. Don’t rely on handouts—earn trust by showing results. And most importantly, stay true to your purpose. If your mission is clear and genuine, success will eventually follow. ∞
The rise of youth-led social enterprises in Southeast Asia
Youth involvement in social enterprises across Southeast Asia is on the rise, with young entrepreneurs increasingly addressing social and environmental challenges through innovative business models. A report by the OECD highlights that youth-led social enterprises often focus on social innovation, employment opportunities for youth and the development of innovative solutions for local issues. In Thailand, for instance, 52% of social enterprises are led by individuals under 35.
Photo: staticnak1983 / iStock
After the interview, Thomas arranged for me to meet with some of Genashtim’s staff members and their families and let them share their personal stories. Following are the stories of six of them:
AMALINA HARES
Growing up as a diplomat’s daughter, I had the privilege of living in several countries, which gave me an open mind, an outgoing personality, and a love for connecting with people from diverse cultures. However, at 12, my vision began to deteriorate, making social interactions challenging. High school became isolating; teachers misunderstood my struggles, and classmates accused me of making excuses. After consulting numerous doctors and specialists, I was finally diagnosed with Stargardt Disease at age 24, a rare inherited eye disorder that affects the macula, the part of the retina responsible for central vision.
After earning a psychology degree in Canada, I hesitated to enter the workforce, fearing that employers would view my blindness as a burden. A friend introduced me to Genashtim, and during my interview with Thomas, he focused on my strengths. I started in the Language department and soon became a training coordinator, which led to the formation of the Learning Support Services team. Today, I lead that team and work with clients, including government agencies in Singapore. Balancing my career and family—especially supporting my young daughter’s upbringing—brings me immense joy. My story is about finding clarity and purpose, even in the face of uncertainty.
ANDREW MANASSEE
After over three decades in the corporate world, including ten years with an American medical device manufacturer, I reached a point where I felt I had enough. The corporate grind left me craving something meaningful, so when the opportunity to join Genashtim arose, I jumped at it.
What attracted me was their commitment to empowering marginalised communities through technology and employment. Since joining, I’ve been deeply impressed by my colleagues’ skills and resilience. Working here has reinforced my belief that if more companies provided opportunities to disadvantaged communities, they would discover just how many untapped talents exist. My time at Genashtim has been about more than work—it’s about purpose and impact.
“Working here has reinforced my belief that if more companies provided opportunities to disadvantaged communities, they would discover just how many untapped talents exist.”
THEVA RAJ
After dedicating 34 years to the national airline, a fall changed everything. I sustained a concussion and fracture, and the medical board declared me unfit to work. Determined not to let this define my future, I returned to school and earned a PhD, but finding work as a person with disabilities was a huge challenge.
Genashtim came into my life through the “Hire Seniors Platform.” I was impressed by their mission and values, and after an interview, Thomas offered me a position. Since 2019, I have been part of this extraordinary organisation, working with colleagues who inspire me with their resilience. Genashtim’s mission, hands-on leadership, and commitment to inclusivity have made my second career chapter more rewarding than I ever imagined.
(From left to right) Usha Packia Rani, Amalina Hares, Thomas Ng, CD Liang, Andrew Manassee, Tan Ee Beng, Nurul Arafah Ahmad Rizal (Ara), Theva Raj.
USHA PACKIA RANI
In 2008, I was at the peak of my corporate career, leading the Group HR Division of a large, diversified company. A domestic accident changed everything. Spinal injuries left me mobility impaired, forcing me to quit my job and spend years focusing on recovery. Lifelong physiotherapy treatments depleted my savings, and psychological trauma eroded my confidence. The physical pain was one thing, but the financial and emotional toll was overwhelming.
Joining Genashtim through its EPiC business writing programme saved me. Now, as an Independent Verification Analyst and Associate Lead for the Indonesian and Filipino team, I feel empowered and hopeful. Genashtim has given me financial independence and access to quality healthcare, allowing me to rebuild my confidence and live a fulfilling life. I can now focus on personal growth while sharing my blessings with others. Genashtim hasn’t just offered me a job—it has given me a greater sense of purpose.
“Genashtim has given me financial independence and access to quality healthcare, allowing me to rebuild my confidence and live a fulfilling life. I can now focus on personal growth while sharing my blessings with others.”
NURUL ARAFAH AHMAD RIZAL (ARA)
Seven years ago, my life changed dramatically due to an accident that left me reliant on crutches. Despite my passion for HR work, finding a job was an uphill battle because of my disability. It was disheartening, but I refused to let the challenges define me.
Today, I’m proud to be an HR Business Partner for the verification division of Genashtim’s business, which has over 100 employees in 20 countries. Working remotely has given me the flexibility and support I need to thrive. Genashtim has shown me that the right opportunities can break barriers and unlock potential. My journey proves that with resilience and the right environment, anyone can achieve their dreams.
“Today, I speak at conferences and conduct ESG training, something I never imagined possible. My journey is proof that with the right support, even daunting challenges can turn into opportunities.”
TAN EE BENG
Born blind due to a genetic condition, I always believed that academic excellence would lead to a successful career. I worked hard, excelled in exams, and even earned the nickname “walking encyclopaedia” from my university friends. However, when it came to job hunting, reality hit hard. Seeing blind friends resorting to massage work made me question the value of my degree.
I initially worked for a social enterprise and was paid very little for three years. During the COVID-19 pandemic, I discovered Genashtim through a social enterprise programme and started in an entry-level business development role. Thomas, the founder, recognised my potential and entrusted me with leading a new ESG department in 2020. Initially unsure of myself, I found guidance and confidence under Thomas’ mentorship. Today, I speak at conferences and conduct ESG training, something I never imagined possible. My journey is proof that with the right support, even daunting challenges can turn into opportunities.
FEBRUARY 2025 | ISSUE 13
MIND THE GAPS; BRIDGING THE GAPS
