From RM70K in Debt to a RM150 Million Company: The Oasis Home Story

He was RM70,000 in debt when he decided to start his business. Most people would have chosen stability. Datuk Jaden Teoh chose to build instead. Today, he leads Oasis Home Holding Bhd, Malaysia’s first live-commerce company listed on Bursa Malaysia.

In a digital era where content is often dismissed as fleeting attention, Oasis Home has demonstrated that when structured with discipline and ownership, content can evolve into a scalable and investable business model.

Before Live Commerce Was a Trend

Founded in 2011, Oasis Home began as a supplier of home and living products, mainly corporate gifts. It was not positioned as a tech company. It was built on sourcing, logistics and operational discipline.

By 2014, the company expanded into consignment sales at major department stores such as AEON. The exposure was valuable. The brand gained visibility. However, consignment retail came with heavy middleman charges and limited margin flexibility.

Then came 2019.

Teoh recognised that consumer attention was shifting online. Social platforms were no longer just marketing tools. They were becoming transaction channels. Oasis Home launched its first Facebook live-commerce sessions to promote its in-house brands.

At that time, live selling was still experimental. Many retailers viewed it as a side activity rather than a core revenue driver.

Teoh saw structural change.

When the pandemic hit in 2020 and physical stores shut down, consumers did not stop spending. They migrated online. What began as a complementary channel quickly became a growth engine.

During the peak period, live sessions generated between RM1 million and RM2 million in monthly revenue. Without physical retail overheads, margins improved significantly.

While others were reacting to crisis, Oasis Home was positioned to scale.

The Real Turning Point for Oasis Home

Many live sellers experienced strong sales during lockdowns. Very few built systems that survived after restrictions eased.

Teoh identified a strategic risk early. Relying solely on third-party platforms such as Lazada, Facebook and Shopee meant surrendering control. Platform algorithms change. Fees increase. Policies shift.

If the platform changes, the business model can weaken overnight.

So in 2022, Oasis Home invested in building its own proprietary application.

Today, the app serves approximately 30,000 active users. These are repeat customers who prioritise product quality and brand trust over aggressive price wars. The shift from platform dependency to customer ownership became one of the company’s most important strategic decisions.

Rather than extracting short-term profits during the live-commerce surge, Oasis Home reinvested earnings into warehouse expansion, systems and infrastructure.

“Anyone can be a content creator. But being an entrepreneur is more than selling products. You must build trust with customers and manage your wealth wisely for long-term sustainability,” he shares.

That philosophy distinguishes temporary hype from sustainable enterprise.

Scaling with Structure

Oasis Home operates through two core segments; direct-to-consumer and business-to-business.

Within the direct-to-consumer segment, live commerce contributed 66.3 percent of group revenue for the financial year ended June 30, 2025. Third-party e-commerce marketplaces and digital marketing accounted for 21.4 percent, followed by the mobile app and website at 8 percent. Offline sales made up 2.5 percent.

The business-to-business segment, primarily corporate orders, contributed 1.6 percent of group revenue. Teoh intends to maintain B2B at a measured level while prioritising retail, which offers stronger margins and greater brand visibility.

The company manages more than 2,200 SKUs across home and living, wellness, skincare and travel accessories. Its in-house brands, including Chefology and Doshio, are produced through OEM partnerships, allowing quality control and positioning flexibility.

Financial growth reflects steady expansion. Revenue was approximately RM20 million in FY2018. It increased to RM40.9 million in FY2022. By FY2025, it reached RM72.39 million.

In May 2025, Oasis Home debuted on the ACE Market of Bursa Malaysia at 28 sen per share, valuing the company at around RM150 million. The IPO was oversubscribed 1.55 times and raised approximately RM28 million.

According to its prospectus, the company targets a dividend payout ratio of at least 30 percent of net profit each financial year.

Competing in a Margin-Compressed Environment

The competitive landscape is increasingly challenging, particularly with China-based sellers deploying aggressive pricing strategies.

Teoh’s response is clear. Compete on value, not solely on price.

“In terms of product expansion, we are developing our home and living range, which remains our core business, with an estimated gross profit margin of about 40 to 45 percent. We must maintain this level of profitability while competing with the influx of China brands on features, functionality and design,” he says.

When asked about low-priced imports, Teoh adds:

“We build brands with value. Strong features, unique selling points and quality materials. These are what customers look for in the long run. Many sellers adopt a strategy of pricing at a loss to corner the market, but when they eventually raise prices, they risk losing customers.”

In live commerce, trust functions as currency.

Local Partnerships and Global Ambition

In August last year, Oasis Home’s wholly-owned unit Oasis Wellness International Sdn Bhd formed a 51:49 joint venture with GIMCare (M) Sdn Bhd to expand into the wellness segment. A month later, it signed a similar joint venture with CTG JV Malaysia Sdn Bhd, a collaboration linked to CTG Asia Holdings Sdn Bhd and AM Found Group Sdn Bhd.

The platform has incubated more than 50 healthcare and beauty brands with cumulative sales exceeding RM200 million over the past three years.

The company was also appointed the exclusive online distributor of FIFA World Cup 2026 licensed products in Malaysia through an agreement with Esteem International Sdn Bhd, FIFA’s official licensee in the country. Authentic merchandise will be sold via Oasis Home’s online platforms, including TikTok Shop and its official website, supported by livestream marketing.

Looking ahead, Oasis Home plans to expand into the Middle East, leveraging halal-certified products, while strengthening its presence in Hong Kong and Singapore.

The ambition is to surpass RM100 million in revenue through strategic collaborations and regional growth.

The Oasis Home Blueprint for Modern Entrepreneurship

From RM70,000 in debt to leading Oasis Home Holding Bhd as a publicly listed live-commerce player on Bursa Malaysia, Datuk Jaden Teoh’s journey is more than a founder’s success story.

It represents a blueprint for how a traditional trading company can evolve into a structured digital enterprise without losing its operational discipline.

In a business landscape that rewards visibility and short-term traction, Oasis Home offers a quieter lesson. Systems outlast trends. Ownership outperforms dependency. Discipline compounds over time.

And sometimes, the difference between debt and a RM150 million valuation is not hype, but how patiently a foundation is built.

Sources: 1| 2| 3| 4