Case Presentation

SMU925
SHINING A RAY OF HOPE THROUGH COVID-19

$10 million in donations. Wouldn’t it be great to grow Ray of Hope to this size and help even
more people, especially those who have been negatively affected by COVID-19?
While biking to work on Monday, November 30, 2020, Tan En, General Manager of Ray of Hope1
(“ROH”), a Singapore-based crowdfunding charity, pondered about how ROH could achieve this
aspirational goal and impact even more lives, especially when COVID-19 had disproportionately
affected some people more than others.
Since the onset of the pandemic, many social service agencies had struggled to raise enough funds2
for their clients3. However, ROH had bucked this trend. From April to September 2020, the charity
had grown the amount of funds raised six-fold from S$500,000 (US$400,000) in 2019 to S$3 million
(US$2.2 million).4 This was a formidable accomplishment given that there was no increase in ROH’s
staff strength and COVID-19 had disrupted the business operations in more ways than one.
Like most social service agencies, ROH helped its clients cope with their challenges and improve
their lives. However, unlike other social service agencies, ROH provided welfare assistance to its
clients through crowdfunded donation campaigns. ROH’s case workers assessed its clients’ needs to
determine the appropriate welfare assistance to be provided for each of them. The case workers then
developed customised fundraising campaigns for the individual clients who were featured on the ROH
website. These campaigns explained the clients’ personal circumstances and how much welfare
assistance was needed to support them. Donors who wanted to help the clients could do so by making
a donation to the clients directly on the ROH crowdfunding platform. This form of welfare assistance
contrasted with the public assistance schemes that gave a pre-determined amount based on the
eligibility criteria that clients had to meet.
The circuit breaker, which was Singapore’s term for a lockdown, had been imposed from 7 April
2020 to 1 June 2020. During this time, the Singapore Government issued a nationwide stay-at-home
order. Consequently, ROH’s mode of operations was disrupted as face-to-face interviews could no
longer be held with the clients. In order to continue servicing its clients, the team at ROH was quick
to turn to technology, using tools such as Zoom and WhatsApp to hold virtual meetings.
1
Information about Ray of Hope can be found at https://rayofhope.sg/.
2
Daryl Choo, “Covid-19: Some Charities Struggle to Raise Funds even as Economy Reopens, Others Thriving”, Today, October 12,
2020, https://www.todayonline.com/singapore/covid-19-some-charities-struggling-raise-funds-even-economy-gradually-reopens-
others, accessed January 2021.
3
The clients that social service agencies served included beneficiaries such as individuals, families, specific communities, as well as
organisations and volunteer groups that were focused on helping people in need.
4
Exchange rate of S$1 to US$0.74, as at November, 30, 2020.
This case was written by Professor Kenneth Goh and Dr. Jovina Ang at Singapore Management University. The case was
prepared solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective
handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect
confidentiality.
Copyright © 2021, Singapore Management University Version: 2021-02-24
This document is authorized for use only in Dr. YOGITA ABICHANDANI's Performance Management 8.9.2021 at Management Development Institute - Murshidabad from Aug 2021 to Feb
2022.
SMU-20-0037 Shining a Ray of Hope Through COVID-19
Many volunteer groups could not continue with their usual way of fundraising during the circuit
breaker, as they did not have the infrastructure or the know-how of raising funds online. Tan was
approached by many of these volunteer groups. These groups mainly focused on helping the migrant
workers, of whom more than 54,000 had been reported to be infected with the coronavirus.5
Tan knew that if ROH were to continue to serve the community, especially those who had been
negatively affected by COVID-19, the charity would have to re-strategise and pivot to new ways of
working to serve its clients’ needs that arose from the pandemic. Recognising the compounding
impact that ROH could make on many more lives, especially those whom the volunteer groups served,
Tan mobilised his team of case workers to develop and administer the fundraising campaigns for the
volunteer groups. While this shift in strategy helped ROH to reinvent itself and increased the funds
raised six-fold from the year before, there was a marked increase in the adoption of an indirect, low-
touch service engagement model at ROH (see Exhibit 1).
Several questions continued to pop up at the back of Tan’s mind. How could ROH respond to a post
COVID-19 world to help even more people in need? What could Tan do to scale ROH to new heights
without hiring additional headcount?
Ray of Hope – Starting Up
ROH was established in November 2012 by Danny Yong, one of the founding partners of Dymon
Asia Capital, to enable individual donors to financially assist another individual in need directly.
While individual donors could donate to charities, they did not know the individuals whose lives they
had impacted as their donations would go to a fund that was administered by the charity. This led to
the founding of ROH as a platform for crowdfunded donations, to facilitate direct financial assistance
between strangers.
If there is an easy way to facilitate giving right after someone has read a story in [the news], I
think it will help the recipient have more funds. We just want to facilitate you, a fellow
Singaporean, helping a fellow Singaporean, and that's it.”
—Danny Yong, Founder of Ray of Hope6
Crowdfunding was an internet-based technology platform that enabled large amounts of funds to be
raised by drawing upon relatively small contributions from a large number of donors. The technology
rendered peer-to-peer donations as simple as making an online purchase. After reading about the
personal circumstances of ROH’s clients on its website (for example, a client had suffered a stroke
and was now paralysed and could no longer work to provide for his family), donors could help this
client by making a donation on the ROH crowdfunding platform. The donors just had to click on the
“donate” button and that specific fundraising campaign would be added to a “checkout cart”. At
checkout, the donors were required to specify the amount that they wanted to donate, and the amount
would be deducted from their credit card. In other words, ROH’s platform essentially enabled donors
5
Michael Yong, “COVID-19 Cluster at Singapore's Biggest Dormitory Closes”, CNA International Edition, October 20, 2020,
https://www.channelnewsasia.com/news/singapore/covid-19-cluster-sungei-tengah-lodge-dormitory-closes-13319262, accessed
October 2020.
6
Priscilla Goy, “Help for Those Who Want to Give Help”, asiaone.com, June 03, 2014, https://www.asiaone.com/singapore/help-
those-who-want-give-help, accessed October 2020.
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to decide who they would like to help and how much they would like to give.
ROH was initially set up to help people who had limited access to welfare services, including some
of whom were not eligible due to their personal circumstances. ROH’s clients were wide-ranging,
coming from diverse backgrounds that included migrant workers, the elderly, low-income families,
single parents, people who required financial assistance to pay their medical bills, youth needing
support for their tuition fees, and people with special needs. ROH also raised funds to help clients
from various ethnicities celebrate cultural festivities such as Chinese New Year, Hari Raya Aidilfitri,
and Deepavali.
All of ROH’s fundraising campaigns were customised to the individual clients’ circumstances and
needs, such that no two campaigns were the same. After assessing each client’s requirements, the case
workers would develop a campaign story to communicate how the fundraising campaign would help
the client, what amount was to be raised and by when, and how the funds would be used. For example,
if food assistance was deemed necessary to help an elderly client, the campaign would explain how
the funds that were being raised would be used to pay for food to be distributed by a delivery partner.
In ensuring that its clients’ needs were genuine, the case workers followed a structured approach and
a stringent verification process to ascertain the extent of the support that was needed. This involved
taking into consideration the client’s household income, financial assistance from social service
agencies, personal debts and special financial obligations, and household expenses. Rather than
giving a lump sum pay-out, the disbursements to its clients could be made in instalments, or
sometimes in the form of supermarket vouchers, to ensure that the funds raised were used for their
intended purposes. ROH was so confident of its verification process that Yong vouched to return all
the donations in full should any of the fundraising campaigns turn out to be fraudulent.
None of the donations raised was used to fund the administrative and operating costs at ROH as these
costs were fully absorbed by The Majurity Trust7 (see Exhibit 2) – a philanthropic organisation, the
board of directors of ROH (see Exhibit 3), and the other philanthropists who gave generously to
support its cause. The board of directors also personally guaranteed that they would fund ROH for a
period of 10 years.8
In the initial years, ROH was solely managed by Sharmin Foo, who was then the Head of
Communications and Corporate Social Responsibility at Dymon Asia Capital. Not only did Foo set
up ROH, but she also oversaw the operations at ROH end-to-end – from identifying the beneficiaries
to developing campaigns, conducting fundraising and disbursing funds to its clients. To scale ROH’s
social impact, Foo leveraged the crowdfunding platform that was developed by SimplyGiving9, a
charity that operated in Malaysia, Hong Kong and Singapore.
When the demand for ROH’s services grew, additional case workers were hired to address the
growing number of beneficiaries needing help, even though the team remained lean (see Exhibit 4).
When it became too costly to use the SimplyGiving crowdfunding platform (as the platform had to
be customised every single time for a new fundraising campaign), ROH decided to develop its very
7
Information about the Majurity Trust can be found at https://www.majurity.sg/.
8
Priscilla Goy, “Help for Those Who Want to Give Help”, asiaone.com, June 03,2014, https://www.asiaone.com/singapore/help-those-
who-want-give-help, accessed October 2020.
9
Information about SimplyGiving can be found at: https://www.simplygiving.com.
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own in-house crowdfunding platform with the help of a Malaysia-based technology vendor.
Scaling Up
Other than founding Ray of Hope, Yong founded the eponymous Yong Hon Kong Foundation to
honour his late father. As Yong expanded his philanthropic work, he realised that he needed a
systematic and sustainable way to institutionalise and multiply social impact. He established The
Majurity Trust to accomplish this goal and consolidate his philanthropic efforts at the end of 2017.10
However, ROH continued to operate as a separate entity.
In 2018, Tan was approached by The Majurity Trust’s Executive Director, Martin Tan, to join ROH
to streamline and further scale ROH’s operations. By that time, ROH had grown significantly, serving
close to 100 families per year. ROH had also started to expand its social impact by partnering with
large organisations like DBS Bank on corporate social responsibility projects. Tan had his work cut
out for him. There was lots to do – from revamping the crowdfunding platform to rebuilding the
culture and managing the board effectively.
Revamping the Crowdfunding Platform
The crowdfunding platform that was developed by the vendor in Malaysia was clunky to use,
inflexible and costly to operate. Tan explained,
It was so frustrating! Every time we created a new campaign, we needed our vendor in Malaysia
to make a tweak to the crowdfunding platform. Not only was our vendor slow, I couldn’t get them
to move unless there was a work order that spelt out in detail what I wanted done and at what
price.
Tan knew that if he wanted ROH to be effective and efficient, he needed a crowdfunding platform
that was easy to use, configurable, customisable and one that could support ROH’s plans for scaling
and expansion. In desperation, Tan reached out to Chin Su Yuen, the co-founder and Chief Executive
Officer of MomoCentral.com11 – an on-demand technological talent platform of vetted designers and
developers – to try to get a fix on the crowdfunding problem. Chin helped ROH to scope the
requirements, manage the project and through her start-up MomoCentral.com, she identified a key
technological talent to develop the new crowdfunding platform. In just a few weeks, ROH had a new
crowdfunding platform that met all its requirements to cater to its expanding base of clients. Chin was
also invited to join ROH as the Volunteer Honorary Chief Technology Officer (CTO).
Building a Culture of Trust
Tan recognised the importance of culture and knew that he needed to build a culture that was open,
candid, honest and trustworthy – the foundational values required to run a lean, agile and responsive
organisation. To this end, Tan provided a strong sense of psychological safety that enabled his small
team to tell one another when things were not going right. He cultivated this psychological safety by
taking interpersonal risks through leading by example,
10
The Majurity Trust, Annual Report FY2018 – Our First Year, https://www.majurity.sg/annualreport, accessed November 2020.
11
Information about MomoCentral.com can be found at: https://momocentral.com/.
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[I said] Look, give me feedback if I’m not doing things right. Tell me if I could be doing things
better.
Tan believed in building strong professional and personal ties with each of his team members. He
often had lunch with his team, and encouraged each of them to practise self-care as working in the
social sector was not easy – long hours, stress and high emotional toll were the facts of life for people
working in the sector. Tan scheduled regular one-on-ones to check that everyone on his team was
doing well during the pandemic, and also started organising daily informal team huddles to maintain
an easy flow of conversation when remote work became a common practice.
Tan also believed in building trust, especially with his key internal stakeholders. He invested a lot of
time and effort to sustain a strong relationship with the ROH board of directors, particularly with
Mark Wong, the chairman of the board. He scheduled monthly meetings with Wong and the other
board members to keep them abreast of the work that was executed, so that each of them had
information at their fingertips about the impact that ROH was making on the community.
He proactively sought the board’s approval for all important decisions that he had to make. When an
important decision had to be made, he would go to the board to highlight the pros and cons of the
decision, as well as explain why the decision was critical for growing ROH. He also built trust by
ensuring that his team consistently delivered on their commitments. If mistakes were made along the
way, Tan made it a point not to cover them up; rather, he would be upfront about what went wrong
with the board and what he intended to do as a course of correction.
Pivoting in Response to COVID-19
Tan had been in his role for two years and was planning on spearheading new initiatives when the
COVID-19 pandemic struck in February 2020.
Overnight, COVID-19 changed how work was conducted. The stay-at-home order during the two-
month circuit breaker and the practice of social distancing meant that ROH’s case workers could no
longer hold face-to-face meetings with any of their clients or social service partners. Even though the
team was quick to adopt technology tools like Zoom and WhatsApp to hold virtual meetings, the
fundraising campaigns took longer than usual to verify and list on the ROH website.
“What else could ROH do to further serve the needs of the community?” This was a question that
kept Tan awake at night, particularly since the pandemic disproportionately affected vulnerable
populations, such as migrant workers, the elderly, and blue-collar workers. He knew that it was
imperative for ROH to take swift action.
Shifting to Collaborating with Volunteer Groups
At the start of the pandemic, Tan was approached by many volunteer groups, such as It’s Raining
Raincoats and COVID-19 Migrant Support Coalition. These volunteer groups were ground-up
initiatives organised by individuals to help vulnerable populations most affected by COVID-19.
Unlike established charities, these groups could not raise public donations as they had neither the
governance nor the administrative capability to disburse donations to clients or pay the participating
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vendors and suppliers. Under the code of practice for public fundraising campaigns for donations,
fundraisers had to provide accurate information to the donors, keep proper records of the donations
received, and use the funds raised for the intended purposes. Any breaches to the code of practice
could lead to a fine of up to S$5,000 (US3,700) or imprisonment of up a year or both.
Given the limited capabilities of these ground-up initiatives, Tan saw an opportunity for ROH to serve
the community by using ROH as the intermediary that raised and administered public donations for
these volunteer groups. However, he had some initial misgivings because there had been public
concerns about fraudulent campaigns and scams. Since its inception, ROH had established a
reputation for listing campaigns for clients with authentic needs that had been verified in person by
the case workers who followed a stringent process.
Tan was aware that the ROH team needed to shift its mindset from its usual way of working to
capitalise on this opportunity. Serving these volunteer groups would result in an expanded job scope
for ROH’s case workers. Other than developing and administering the fundraising campaigns for
these groups, the case workers would also have to conduct spot audits on the participating vendors
and suppliers that were involved in the initiatives. Tan was unsure how his team would adapt to the
changes to their roles, routines and tasks. He elaborated with an example,
We had a campaign which entailed feeding the elderly for two months. To ensure that the
restaurant delivered food to the beneficiaries, we asked for the list of units that were a part of
this campaign. My case worker randomly picked 100 units and conducted a spot check to verify
that these beneficiaries indeed received their meals.
Getting the Donors to Defray the Administrative Costs of Credit Card Transactions
After two months, Tan could see that the pivot to helping the volunteer groups was gaining traction.
ROH had successfully executed four campaigns for the volunteer groups, raising thousands of dollars
for them. However, Tan anticipated that this unexpected surge in the amount of funds would create
new problems. Specifically, as the donations ramped up, so too would the transactional fees to the
credit card companies as these companies charged a 2 percent fee to process donations on the ROH
crowdfunding platform. Thus, for every S$1 million (US$740,000) raised, ROH’s operating costs
would increase by S$20,000 (US$14,800). This placed ROH in a paradoxical situation, whereby
raising more money imposed a greater financial burden on the charity.
ROH had always been transparent about absorbing all the administrative costs, including the 2 percent
credit card transactional fee. So for ROH to include this 2 percent opt-out feature on its crowdfunding
platform, the charity could appear to renege on its promise to the donors, even though the donors still
had the choice to opt for the fee to be borne by ROH. To address this issue, Tan quickly convened an
emergency board meeting where he explained the importance of including this 2 percent opt-out
feature on the crowdfunding platform. Because of his relationship with the board of directors, he was
able to swiftly obtain their approval to add this feature, thus, saving ROH close to S$60,000
(US$44,400) on a S$3 million (US$2.2 million) donation pool in administrative fees, while
maintaining ROH’s promise of all donations going to the beneficiaries.
With the approval in hand, Tan immediately sought help from the web designer to implement the 2
percent credit card transactional fee as an opt-out feature, so that the donors could help to defray the
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administrative costs of their donations. Given his direct access to the technological talent that
MomoCentral.com had arranged for ROH, Tan was able to quickly execute on the decision and add
this feature on the crowdfunding platform. This work arrangement with the technological talent was
a marked improvement compared to the previous arrangement with the vendor in Malaysia for which
every job had to be scoped and priced individually.
Interestingly, ROH’s foray into helping the volunteer groups also led to a positive spillover effect of
enhancing awareness to the other fundraising campaigns for its individual clients. Tan estimated that
about 10 percent of the people who provided funds for the volunteer groups also provided funds for
ROH’s other fundraising campaigns.
Scaling to New Heights
Since COVID-19, ROH had executed at least 60 fundraising campaigns for the volunteer groups and
raised S$3 million (US$2.2 million) in donations, a six-fold increase from S$500,000 (US$400,000)
the year before. If hard metrics such as the amount of funds raised were the measure of success, it
was clear that ROH had coped well in the face of COVID-19. Despite these positive outcomes, Tan
recognised that the pivot towards working with the volunteer groups had diluted the human touch
differentiation that ROH was previously known for.
Tan pondered about several strategic questions going forward. How could ROH respond to a post
COVID-19 world to help even more people in need? Should raising S$10 million (US$7.4 million)
be a goal for ROH to pursue? If so, what could Tan do to scale ROH to this size without hiring
additional headcount? Would this scale come from the high-touch direct model used for serving its
individual clients or perhaps from the low-touch indirect model used for serving the volunteer
groups? And what else could Tan do to further embrace the agile mindset that was so needed in this
critical time of change?
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EXHIBIT 1: RAY OF HOPE SERVICE MODEL
Clients Volunteer Groups
High Low
Touch Touch
Individual Model Model Group
Campaigns Campaigns
1. Case workers verified 1. Volunteer groups

the fundraising initiated the
campaigns
Ray of Hope fundraising campaigns
2. Direct approach 2. Indirect approach

serving the clients serving the clients
Source: Interview with Tan En, General Manager of Ray of Hope, on October 8, 2020.
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EXHIBIT 2: THE MAJURITY TRUST
The Majurity Trust was a philanthropic organisation that sought to work with donors and charities to
build a thriving and sustainable community for all in Singapore.
Vision
A thriving and sustainable community for all in Singapore.
Mission
To be the catalyst of collaboration and creativity for the common good of all in Singapore.
Board of Directors
Director’s Name Appointment outside the Majurity Trust

Danny Yong Founder, Yong Hon Kong Foundation
Hsieh Fu Hua Founder, Binjal Tree
Elaine Yew Senior Partner & Global Executive Committee Member, Egon Zehnder
Kuik Shiao-Yin Co-founder & Director, The Thought Collective
Mark Wong Chairman, Ray of Hope
Kenneth Kan Partner, Dymon Asia Capital
Source: The Majurity Trust, https://www.majurity.sg, accessed November 2020.
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EXHIBIT 3: RAY OF HOPE’S BOARD OF DIRECTORS
Director’s Name Brief Biography
Mark Wong Mark Wong was Chief Operating Officer and Chief Risk
Chairman Officer at Dymon Asia Capital. Prior to joining Dymon
Asia, Wong was at Deutsche Bank where he was the Co-
Head of Rates and Foreign Exchange Trading for Asia with
Deutsche Bank in Singapore.
Abdul Jabbar Bin Karam Din Abdul Jabbar was an Executive Committee Partner at Rajah
& Tann LLP where he led the firm's Corporate and
Transactional Practice. He had 25 years working experience
in mergers and acquisitions, joint ventures, banking and
finance, general commercial and private client work. Jabbar
regularly advised companies including not-for-profit
organisations on corporate governance, compliance and
regulatory matters.
Brian Thung Brian Thung was Ernst & Young's ASEAN Financial
Services Managing Partner. He was a member of the Ernst
& Young Global Hedge Fund Steering Committee. Prior to
joining Ernst & Young, Brian was a Police Inspector with
the Singapore Police Force.
Danny Yong Danny Yong was the Chief Investment Officer and a
founding partner of Dymon Asia Capital. He had over 18
years of experience trading foreign exchange, fixed income,
and index futures in Asia. Prior to Dymon, he was a
founding partner and Chief Investment Officer of Abax
Global Capital, a hedge fund based in Hong Kong. Yong
was Managing Director at Citadel Investment Asia in Hong
Kong where he established and ran the Asia Macro trading
business. He was also Head of Trading for South East Asian
Derivatives, Fixed Income and Foreign Exchange at
Goldman Sachs.
Kenneth Kan Kenneth Kan was a partner at Dymon Asia Capital, in

charge of macro execution trading, as well as the firm's
Chief of Staff. Prior to joining Dymon in 2012, Kan was a
portfolio manager at Marathon Asset Management where he
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managed trading teams at banks including Standard

Chartered, Royal Bank of Scotland and Credit Agricole
focussing on emerging market derivatives. Kan was on the
board of ACI Singapore (The Financial Market's
Association).
Kher Sheng Lee Kher Sheng Lee was Managing Director (Co-Head of Asia
Pacific and Deputy Global Head of Government Affairs) at
the Alternative Investment Management Association
(AIMA). AIMA was the global representative of alternative
investment industry, with more than 190 corporate members
in over 60 countries.
Quak Hiang Whai Quak Hiang Whai was Senior Advisor at the Ministry of
Home Affairs. He also held a similar role at the Ministry of
Foreign Affairs. Quak spent over 30 years of his career in
the media, finance, property, academic and public sectors. A
specialist in leadership development and public
communication, he had advised and coached senior leaders
from the private and public sectors.
Martin Tan Tan was the Executive Director of The Majurity Trust, a
new philanthropic organisation with social impact
programmes in Singapore. Tan was formerly the Executive
Director of Institute for Societal Leadership at Singapore
Management University and Co-Founder of Halogen
Foundation Singapore.
Source: Ray of Hope, https://rayofhope.sg/staff/, accessed October 2020.
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EXHIBIT 4: THE STAFF AT RAY OF HOPE
Staff Name Brief Biography
Tan En Tan En had always been a dedicated activist for the

General Manager marginalised populations. He had previously served in a
number of influential capacities in the non-profit sector,
most notably as a Director of Advocacy at ACRES
(Animal Concerns Research & Education Society), a
Legislative Assistant for a Member of Parliament, and a
Program Manager for the Silent Foundation before
joining as General Manager of Ray of Hope in February
2018.
Chin Su Yuen Chin Su Yuen was the latest addition to ROH’s staff. She
Honorary Chief Technology joined as the Volunteer Honorary CTO and was an
Officer entrepreneur with a passion for democratising access to
opportunities through remote work. Her start-up
MomoCentral.com, was an on-demand technology talent
platform of human-interviewed, tested and verified
developers and designers. The platform had over 450
talent with over 1000 participating companies ranging
from YCombinator to Series C startups and Fortune 500
companies including Deloitte and Standard Chartered
Bank. She had conducted workshops in remote project
management at RocketSpace and Alchemist Accelerator.
In her free time, she enjoyed finding ways to give back

to the community with technology. In March 2016, she
created the MomoGivesBack program at
MomoCentral.com – in partnership with Fast Forward,
the top US non-profit technology accelerator. The talent
on MomoCentral.com had also donated thousands of
hours to selected non-profit organisations from
YCombinator, Google.org and Chan-Zuckerberg
Initiative with their technological skills. In June 2019,
she was selected for the highly competitive MIT
DeepTech Program in Cambridge, Boston.
Eileen Tay Eileen Tay started volunteering in 2016 upon completing

Case Manager school – helping the under-served elderly declutter their
homes on a weekly basis with a group of volunteers.
Through volunteering, Tay’s passion for helping the
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under-privileged was ignited, prompting her to make the

big move and pursue a career in the non-profit sector.
Prior to working at Ray of Hope, Tay was working in the
Education industry. Through working in the non-profit
sector, she hoped to be able to help more people in need.
In her free time, Tay organised events for the under-
privileged at children’s homes.
Anusha Aswani Anusha Aswani’s career first began in Corporate

Partnership and Case Manager Communications where she was introduced to Corporate
Social Responsibility and Community Development. She
found herself focusing largely on Community-
Development projects and soon made the switch to
philanthropy. Having initiated various Social Projects in
Nigeria where she grew up, she decided to pursue her
MBA in social impact where she realised that she knew
little about the Social Sector in Singapore, her home.
That was when she decided to dedicate her time to
helping those in need across Singapore. In her free time,
Aswani was usually found testing out a new recipe or
watching her football club, Arsenal.
Zainuldin bin Zainol Zainuldin bin Zainol began his career in media
Campaign Manager production as a video producer and director before
moving into the marketing aspects of digital content. His
philosophy centred upon the belief that everyone has a
story to tell, no matter how trivial it might seem to be. He
hoped that storytelling would kindle a greater empathy
towards those in need. He loved cats, the outdoors and
relished in the participation of alternative sports, having
competed in the Asian X-Games in 2001 and tournament
paintball from 2010 to 2014.
Source: Ray of Hope, https://rayofhope.sg/staff/, accessed October 2020.
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SMU925

SHINING A RAY OF HOPE THROUGH COVID-19

Copyright © 2021, Singapore Management University Version: 2021-02-24

Ray of Hope – Starting Up

Revamping the Crowdfunding Platform

Building a Culture of Trust

Pivoting in Response to COVID-19

Shifting to Collaborating with Volunteer Groups

Scaling to New Heights

EXHIBIT 1: RAY OF HOPE SERVICE MODEL

Clients Volunteer Groups

1. Case workers verified 1. Volunteer groups

2. Direct approach 2. Indirect approach

EXHIBIT 2: THE MAJURITY TRUST

Director’s Name Appointment outside the Majurity Trust

Source: The Majurity Trust, https://www.majurity.sg, accessed November 2020.

EXHIBIT 3: RAY OF HOPE’S BOARD OF DIRECTORS

Director’s Name Brief Biography

Kenneth Kan Kenneth Kan was a partner at Dymon Asia Capital, in

managed trading teams at banks including Standard

Source: Ray of Hope, https://rayofhope.sg/staff/, accessed October 2020.

EXHIBIT 4: THE STAFF AT RAY OF HOPE

Staff Name Brief Biography

Tan En Tan En had always been a dedicated activist for the

In her free time, she enjoyed finding ways to give back

Eileen Tay Eileen Tay started volunteering in 2016 upon completing

under-privileged was ignited, prompting her to make the

Anusha Aswani Anusha Aswani’s career first began in Corporate

Source: Ray of Hope, https://rayofhope.sg/staff/, accessed October 2020.

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