Think of Kin Global as an event management company and they specifically do sports event. It helps its clients organise events from end to finish, and also design and build structures and fixtures to enhance the value and appeal of the events.

Most of its revenue is derived from Singapore, where it makes up 98.6%. However, they also provide services to the United Kingdom, Ireland, Denmark and others.

It has successfully organised events such as:

The company has undergone some interesting changes in their business strategy in the past year (2025).

Firstly, Kin traditionally, was purely an events delivery and management company before 2024. However, it has gone up the value chain by offering design and build services for clients who are interested to enhance the value of their events further.

Two of its projects are from the World Aquatics Championship Singapore 2025.

Why is this important?

Kin’s design and build segment drove most of the increase in its revenue in the first 9 months of 2025. Revenue grew by 8 times from SG$6.5 million in 2024 to SG$48.9 million in 9M 2025.

Most importantly, this helped to buffer Kin from a downturn in its event planning and management side of the business.

So, it is not accurate to think of Kin as purely an event management company now. We need to think of it as a partner delivery partner that provides event enhancement services to its clients through designing and building new structures and fixtures.

Kin is planning to raise up to SG$9.2 million from its IPO. Most of it will be used for mergers and acquisitions, and joint ventures.

How is Kin approaching its M&A, joint ventures and strategic alliances?

There are two important points to take note here.

Firstly, its shift to the design and build segment means that it also intends to be owner (or joint owners) of sports-related intellectual property. The most efficient way to do this is to collaborate or merge with other players in the industry to take on larger scale projects.

Secondly, it is also trying to broaden the its service offerings to other sectors in the MICE, entertainment and content producing industries.

It will be pursuing its M&A, JV and strategic alliances activities according to these principles here.

2025 is undoubtedly the best year for Kin. In the 9 months of 2025, Kin’s revenue has already nearly tripled to SG$56.4 million. Meanwhile, profits also more than doubled to SG$4.0 million.

Most of this increase was driven by its design and built segment, where Kin’s traditional event management segment has seen a downturn.

2025 results need further context …

However, there is more to the story. While its revenue growth was impressive in 2025, this was driven mainly by the two big projects it is doing for the World Aquatics Championship Singapore.

This client contributed 76.5% of Kin’s revenue in 9M 2025. It is unclear whether this client will be a consistent contributor to Kin’s long-term revenue.

At the moment, Kin has two major clients - World Aquatics Championship Singapore (Customer A) and Singapore’s national authority (Customer C) that manages museums.

This will be an important risk to consider for Kin, as it focuses more of its resources to be a design and build company.

How sustainable will be its orderbook for new and existing clients? We will look at this in the risks section later on.