CEO Q&A: So Iizuka on challenges scaling across 35 cities
By So Iizuka
When I started Trambellir Sdn Bhd in Malaysia, the vision was clear, but the roadmap—less so. We weren’t trying to build a unicorn overnight. We wanted to create a dependable, human-centered digital platform that makes medical and wellness travel easier, safer, and more accessible.
Today, we’re operating in 35 cities across multiple countries, with partnerships ranging from boutique wellness retreats in Bali to urban diagnostic centers in Tokyo. It sounds smooth when written like that—but the reality of scaling across borders is anything but simple.
This article is less of a corporate update and more of a candid conversation—between me and you, the reader—about what it’s actually like behind the scenes. The hesitations, the pivots, and what we’ve learned along the way.
The early friction: trust isn’t automatic
When you’re expanding into a new country, the first assumption is that your digital model will scale cleanly.
It won’t.
Each market has its own language, regulation, health culture, and patient expectations. A service that feels premium in Malaysia may feel basic in Japan. What’s standard procedure in Thailand might be restricted in the UAE.
I remember pitching our model to a clinic in Tokyo—they stared at me politely and said, “You don’t understand how Japanese patients think about privacy.”
They were right. I didn’t—yet.
So I paused expansion in that market and spent three months just listening. That patience paid off. Today, Tokyo is one of our strongest cities in terms of user engagement and clinic re-bookings.
Lesson? Speed is seductive, but understanding is better.
Finding the right partners—not just any partners
In the early days, we thought onboarding more clinics quickly would create a stronger marketplace.
But it turns out, the wrong clinic can damage the entire brand. A single unclear pricing structure, a missed appointment, or a post-op complication—even if unrelated to us—can break trust.
So we slowed down. Our vetting process became strict. Some cities only have 3–5 listed providers. That’s intentional.
We’d rather show less choice with full confidence than a crowded page of unknowns.
The cultural nuance of wellness
“Wellness” isn’t a universal language.
In Japan, it might mean nutrition and low-stress environments. In Dubai, it may include advanced therapies and high-end experiences. In Indonesia, wellness often carries a spiritual or traditional component.
Our content team had to become anthropologists, translators, and cultural listeners. Not everything translates—and that’s okay.
Scaling isn’t about duplicating. It’s about adapting without losing your core.
Managing operations across time zones and temperaments
Thirty-five cities. Dozens of team members. Endless WhatsApp groups and Slack channels. Sometimes I wonder how we keep up.
Truth is, we mess up. We miscommunicate. We have different interpretations of “urgent.”
But we’ve learned to build systems that accommodate chaos, not avoid it. Flexible SOPs. Regional autonomy. A deep culture of documentation.
And yes—sometimes it just takes a midnight call to fix something. That’s part of it.
Keeping tech lean, but human-friendly
A lot of platforms chase automation. And yes, we have our share of booking engines, integrations, and dashboards.
But the truth is—our customers still want to talk to someone. Especially when they’re considering a health-related decision in a foreign country.
We invested early in real-time support, not just chatbots. It doesn’t scale perfectly. But it builds trust, and that’s harder to come by than clicks.
The Go Global Awards: a proud reminder
This year, Trambellir Sdn Bhd is proud to be a nominee for the 2025 Go Global Awards, taking place in London and hosted by the International Trade Council.
It’s more than a recognition. It’s a space—an international conclave of people building businesses that stretch across borders, industries, and ideologies. A place for new ideas, collaborations, and, hopefully, partnerships that push us all forward in a changing world.
For me, it’s a reminder that the daily grind of scaling—the paperwork, the compliance, the local adaptation—leads somewhere. It leads to conversations that matter.
What’s next? Slower, smarter, stronger
We’re still scaling, but we’re more mindful now. Less obsessed with numbers, more focused on depth.
Some cities may not grow quickly. That’s okay. We’ll listen first.
Some partnerships may take a year to build. That’s okay, too.
Because when a traveler entrusts us with their health—or when a clinic allows us to represent their services—we owe them our full attention.
Final thoughts
People sometimes ask, “What’s been the hardest part?”
It’s not funding, or tech, or marketing. It’s keeping the soul of the company intact while growing beyond what we imagined.
And if there’s one thing I’ve learned, it’s this: scaling across borders isn’t just about logistics. It’s about humility. And sometimes, it’s about stopping just long enough to listen.
Thanks for reading.















