Hivebotics Pte Ltd

As a deep-tech startup at the forefront of robotic innovation in facility management, Hivebotics Pte Ltd is driven by a strong mission to empower human workers, transforming challenging and undesirable tasks into safer, more efficient, and value-adding work. Founded in 2022 as a spin-off from the National University of Singapore (NUS), Hivebotics develops multi-purpose facility management robots, with its flagship solution focused on autonomous restroom cleaning for high-traffic environments such as malls, airports, hospitals, hotels, and offices. 

Operating at the intersection of robotics, AI, and facilities management, Hivebotics experienced rapid market interest early in its growth journey. With Singapore as its launchpad, the company’s solutions quickly gained traction beyond its home market, drawing interest from enterprise clients in the US and Europe where scalability, reliability, and compliance are critical. 

As Hivebotics prepared to scale its solutions across international markets, the leadership recognised that technical innovation alone was not enough. To grow sustainably, the company needed stronger internal systems, clearer strategic alignment, and a structured approach to capability building. This made workplace learning a critical enabler, not just for improving processes, but for empowering teams to think strategically, make better decisions, and support rapid expansion. 

Through the Learning Enterprise Alliance (LEA) consultancy project with the Institute for Adult Learning (IAL) in 2025, Hivebotics embarked on a structured workplace learning journey to build organisational capability, sharpen its business strategy, and translate innovation into scalable execution. 

 

Building on Momentum: A Critical Growth Opportunity 

Hivebotics entered the project at a pivotal stage of development. The company had secured strong market traction, including a USD, $100 million priced Letter of Intent (LOI) and initial purchase orders worth USD $650,000, with a substantial demand pipeline from existing customers. 

As a fast-growing SME with global ambitions, Hivebotics reached an important milestone where strengthening internal structures and capabilities became key to supporting its next phase of growth. This involved building experience in scaling multi-national sales and operations, optimising manufacturing processes to further improve productivity and cost efficiency, and sharpening structured business planning to enhance readiness for fundraising and expansion.

Rapid expansion also surfaced organisational pressures: fragmented planning, evolving customer requirements, and the need for stronger cross‑functional alignment, especially ahead of overseas deployments. Recognising these gaps early allowed Hivebotics to turn them into a growth opportunity through structured Workplace Learning. 

To support these priorities, Hivebotics adopted a structured approach to reviewing its business model, strengthening internal decision-making, and developing a clear, actionable execution roadmap aligned with its growth objectives. 

 

Where Capability Meets Strategy: Partnering with IAL 

Through the LEA consultancy project, Hivebotics partnered with IAL to undertake a systematic and capability-driven transformation journey, focusing on both business outcomes and workplace learning. 

The project aimed to: 

• Facilitate a structured review of the business landscape and emerging trends 
   
• Develop a viable Operational Transformation Roadmap (OTR) to guide growth 
   
• Equip the internal team with the capability to execute, review, and refine strategic plans independently 

The IAL workplace learning consultant worked closely with Hivebotics’ leadership and project team, guiding them through a structured consultancy approach that included: 
 

Diagnosis 
A comprehensive review of Hivebotics’ business and operating environment, covering SWOT analysis, Business Model Canvas (BMC), Value Proposition Canvas (VPC), competitive benchmarking, customer expectations, technology trends, and product performance. 
 

Co-Creation 
Hands-on co-creation sessions to develop Hivebotics’ OTR, enabling the team to systematically assess internal and external drivers, prioritise products and services, evaluate technical and resource constraints, and align capabilities with strategic goals. 
 

Implementation 
Development of a practical execution plan targeting at least 15% increase in sales revenue, 10% improvement in productivity, and 10% reduction in production costs 
 

Evaluation 
Review of project outcomes, documentation of learning transfer, and assessment of Hivebotics’ ability to independently apply the tools and frameworks introduced. By framing each step around capability transfer, the project ensured teams were not just receiving deliverables, but internalising disciplined methods of analysis, prioritisation, and execution. 

A Collaborative and Capability-Building Journey 

Alongside overseas travel and on-site customer trials, the project sustained strong momentum through flexible engagement and close collaboration between the consultant and Hivebotics’ team. 

The learning journey emphasised hands-on participation, ensuring that tools and frameworks were not only delivered but deeply understood and applied. Through the process, the Hivebotics team gained practical capability in conducting structured market reviews, using OTR methodology to map business direction and priorities, and translating innovation into executable products and operational plans. 

Beyond technical tools, teams reported increased confidence in articulating customer insights, facilitating cross‑functional alignment, and making evidence‑based decisions. The structured framework reduced ambiguity in planning and accelerated alignment on priorities. 

From Insight to Impact: What Hivebotics Achieved 

By the end of the LEA consultancy project, Hivebotics achieved tangible and strategic outcomes that strengthened its readiness for growth and expansion. 
 

1. A Viable Operational Transformation Roadmap 

Hivebotics successfully developed a self-owned OTR, providing a clear and structured view of its strategic priorities, internal capabilities, and execution pathways. The roadmap now serves as a living tool to guide decision-making as the company scales. The OTR established a shared language for discussing priorities, resulting in faster, better‑aligned decisions across functions. 

2. Stronger Business Planning for Funding and Expansion 

The project enabled Hivebotics to develop a robust business plan and pitch deck, covering sales strategy, market sizing, and expansion timelines. This strengthened the company’s readiness for investor engagement and capital raising. Sharper business planning capabilities now help Hivebotics communicate value more clearly to investors and partners, supporting long‑term fundraising and collaboration. 

 

3. Executable Product and Manufacturing Roadmap 

Hivebotics developed the V1C Restroom Cleaning Robot Product Requirement Document, addressing product requirements, manufacturing process improvements, and cost productivity. This supports both product quality enhancement and production cost reduction. A clear, cross‑functional requirements baseline reduced rework, improved coordination, and enabled smoother production scaling. 

4. Recognition of Business Excellence 

As a testament to its strengthened business fundamentals and growth potential, Hivebotics was awarded the OCBC Emerging Enterprise 2025 - Most Promising Emerging Startup Award. This recognition validates the disciplined approach to capability building and strategic execution adopted through Workplace Learning. 

The project will impact 18 employees, equipping them with structured thinking, planning, and execution capabilities critical for the company’s next phase of growth. 

Together, these improvements position Hivebotics to scale with confidence, backed by teams that possess stronger analytical, operational, and decision‑making capabilities. 

A Stronger Foundation for Scalable Innovation 

With clearer strategic direction, improved internal capability, and structured execution tools, Hivebotics is now better positioned to scale its robotic solutions across international markets. The LEA consultancy project has not only supported immediate business priorities but also embedded a culture of systematic learning, reflection, and continuous improvement within the organisation. 

As Hivebotics enters new markets, the Workplace Learning mindset established through this project becomes a strategic advantage, enabling the organisation to navigate complex, fast‑changing environments with discipline and agility. 
 

“The journey has been engaging for the project team. Our next journey will be to further improve our product design and secure more sales.” 
- Nguyen Tuan Dung, COO 

 

Looking Ahead 

Building on the success of the LEA project, Hivebotics plans to pursue strategic business mentoring and continue strengthening its capabilities to support overseas expansion, partnerships, and operational scaling. Future capability investments will deepen data‑driven decision‑making, reinforce cross‑market readiness, and sustain continuous learning at scale. 

Hivebotics’ journey shows what is possible with the right structures and capabilities in place. 

If your organisation is preparing for growth or transformation, reach out to us to discuss how our consultancy services can support you.