50 Questions to Help Young People Choose University Courses & Future Careers

I'll help you explore potential career paths through a comprehensive set of 50 questions designed to understand your interests, strengths, values, and preferences. These questions will guide us toward university courses that align with your goals and personality.

How to Approach These Questions:

You don't need to answer all questions at once - feel free to start with the sections that interest you most, or work through them gradually. Answer honestly and take time to reflect on each response. Look for patterns in your answers, as these will reveal important insights about suitable career directions.

Academic Interests and Strengths

1. Which school subjects do you genuinely enjoy and look forward to, and what specifically appeals to you about them?

2. When studying, do you prefer solving concrete problems with clear answers (like mathematics or chemistry) or exploring open-ended concepts and theories (like literature or philosophy)?

3. Have you ever become so absorbed in a school project or topic that you lost track of time? What was the subject matter?

4. Do you consider yourself stronger at written communication, oral presentation, visual design, or numerical analysis?

5. How do you feel about conducting experiments, hands-on laboratory work, or field research versus theoretical study?

6. Are you interested in learning foreign languages and exploring different cultures, or do you prefer focusing on your native language and local contexts?

7. When encountering difficult academic concepts, do you prefer to research independently, discuss with peers, or seek guidance from teachers?

8. How comfortable are you with complex mathematical formulas, statistical analysis, and quantitative reasoning?

9. Do you enjoy creative subjects (art, music, creative writing, drama) as potential career paths or primarily as personal hobbies?

10. Which type of academic challenges energize you most: memorizing detailed information, analyzing complex systems, creating original work, or solving practical problems?

Work Style and Environment Preferences

11. Do you work more effectively in quiet, focused environments or in dynamic, social settings with frequent interaction?

12. Can you envision yourself working at a desk for extended periods, or do you need a role that involves physical activity and movement?

13. How do you respond to strict deadlines and high-pressure situations - do they motivate you or cause excessive stress?

14. Would you prefer a structured schedule (traditional 9-to-5) or flexible, irregular hours that might include evenings, weekends, or remote work?

15. Are you comfortable with extensive travel for work, or do you prefer staying in one geographic location?

16. Do you work better independently with individual accountability, or as part of collaborative teams with shared responsibilities?

17. How do you feel about public speaking, presenting to groups, or being in leadership positions that require visibility?

18. Do you prefer working on long-term projects that span months or years, or completing varied short-term tasks with quick results?

19. Would you thrive in a fast-paced, constantly changing environment, or do you prefer steady, predictable routines?

20. Are you interested in working outdoors regardless of weather conditions, or do you prefer indoor, climate-controlled environments?

Problem-Solving and Thinking Style

21. When technology breaks or malfunctions, is your instinct to troubleshoot it yourself or seek expert help immediately?

22. Do you enjoy puzzles, strategy games, logic problems, or activities that require systematic thinking?

23. Are you more likely to follow established procedures carefully, or do you naturally look for ways to improve and optimize processes?

24. When facing conflicts or disagreements, do you prefer mediating and finding compromises, or advocating firmly for your position?

25. Do you find satisfaction in analyzing data to identify patterns, trends, and insights?

26. How do you perform under pressure or in crisis situations - do you become more focused and effective, or do you feel overwhelmed?

27. Are you energized by debating ideas, challenging assumptions, and exploring multiple perspectives on complex issues?

28. Do you naturally notice fine details that others might miss, or do you tend to focus on big-picture concepts and overall patterns?

Values and Motivations

29. How important is high earning potential compared to job satisfaction, meaningful work, and personal fulfillment?

30. Do you feel strongly motivated to help people directly through your work, or are you more interested in indirect contributions to society?

31. How much does prestige, social status, and professional recognition matter to you in career selection?

32. Are you passionate about addressing global challenges like climate change, poverty, inequality, or public health issues?

33. Do you thrive on competition and individual achievement, or do you prefer collaborative success and team accomplishments?

34. Is it important that your work aligns closely with your personal values, moral beliefs, or spiritual convictions?

35. How do you prioritize work-life balance versus career advancement and professional achievement?

36. Would you prefer job security and stability, or are you willing to accept higher risk for potentially greater rewards and opportunities?

Personality and Social Preferences

37. Do you consider yourself more introverted (energized by solitude and deep focus) or extroverted (energized by social interaction and external stimulation)?

38. Are you comfortable with uncertainty, ambiguity, and situations where outcomes are unpredictable?

39. Do you typically make decisions based primarily on logical analysis or intuitive feelings and personal values?

40. In group settings, do you naturally take leadership roles, or do you prefer contributing as a supportive team member?

41. How do you handle stress and maintain motivation during challenging periods?

42. Are you more competitive by nature, or do you prefer collaborative, cooperative approaches to achieving goals?

43. Do you enjoy mentoring others and sharing knowledge, or do you prefer focusing on your own development and tasks?

Practical Considerations and Future Vision

44. Are you willing to pursue extensive education beyond a bachelor's degree (master's, PhD, professional school), or would you prefer entering the workforce sooner?

45. What geographic preferences do you have - big cities, small towns, rural areas, or international locations?

46. Are there any physical limitations, family obligations, or financial constraints that might influence your career choices?

47. Do you have interest in entrepreneurship and starting your own business, or do you prefer working within established organizations?

48. How important is continuous learning and professional development throughout your career versus mastering a stable skill set?

49. What does career success look like to you in ten years - what would make you feel fulfilled and accomplished?

50. If you could shadow professionals in three different careers for a week each, which would you choose and why?

Identifying Patterns and Next Steps:

After completing these questions, look for recurring themes in your responses. For example:

Pattern Recognition Examples:

• STEM-oriented pattern: If you enjoy mathematics, prefer logical problem-solving, work well independently, and are interested in technology, consider engineering, computer science, data science, or research-based fields.

• People-focused pattern: If you're energized by helping others, enjoy social interaction, value meaningful impact, and handle stress well, explore healthcare, education, social work, or counseling fields.

• Creative-analytical pattern: If you enjoy both creative expression and systematic thinking, consider architecture, user experience design, marketing, or media production.

• Business-leadership pattern: If you're competitive, enjoy strategic thinking, are comfortable with public speaking, and motivated by financial success, explore business administration, economics, or management fields.

Connecting to University Courses:

Use your pattern identification to research specific degree programs. Consider:

- Double majors or minors that combine multiple interests

- Interdisciplinary programs that bridge different fields

- Flexible programs that allow exploration before specialization

- Co-op or internship opportunities for hands-on experience

Remember that career paths are rarely linear, and many successful professionals change directions multiple times. Focus on building transferable skills and maintaining curiosity about new opportunities as they emerge in our rapidly evolving economy.

How to lose 90% of your customers in 5 years?

In 1995, Netscape Browser was the best browser. I remember talking with my friend Andrew who had the idea to bring this business solution into Asia. 

1995: 90% market share

1996: 86%

1997: 51%

Netscape didn't just lose; they committed suicide. They had a 90% market share. And they threw it all away because they forgot the most important rule: Focus on what the customers want.

Here's how they blew it:

1. The Rewrite Trap: 

This was their biggest error. They re-wrote their code, meaning they stop new releases for 3 years to "clean up your code". While Netscape was busy, the world moved on. You don't win by being perfect later; you win by being better right now.

2. Software Bloat: Turned a browser into a "suite" of emails, newsreaders, etc. Became slow & buggy. Users want a tool that works.

3. Wrong Business Model: Trying to sell when the competitors were giving it for free. Microsoft realized the browser wasn't a product; it was a feature of the operating system. Google's free browser was a door to their world of fast searching and apps, while profiting from ad revenues. 

By the time Netscape realized they were in a fight, the fight was already over.

It's been 30 years. Has successful startups learnt this lesson? Or are they still bragging about their 1st-mover advantage that gave them a major share of the market (for now).

1st-movers in the past:

1. 1st successful PDAs: PalmPilot 1000(1996). 

2. 1st digital music player: MPMan F10. 

3. 1st digital camera: Kodak 1975.

These companies don't exist today. 

Marc Andreessen, Netscape cofounder: "Netscape will soon reduce Windows to a poorly debugged set of device drivers". this quote didn't age well..

Business is always personal in Asia.

We often assume business is a universal language, but the "dialect" changes drastically across borders.

In many Western contexts, the sales revenue or transaction is king. But looking through an Asian lens, all business is personal. It isn't just about contracts or invoices; it is about the human connection & lifelong trust behind them.

There is a profound preference for harmony. Rather than the "move fast and break things" approach—often viewed as the destruction of the normal order—there is a focus on stability, respecting hierarchy, and maintaining balance.

This "Let's not change anything" miindset heavily influences leadership expectations. Asian bosses typically prioritize deep, demonstrated loyalty from their existing staff over the ambitious new hires. However, new hires who can lead and execute the business plan will win over the bosses. It is not about the volume of your voice in the boardroom, but the depth of your commitment after you leave the room.

To navigate the global market, we must move beyond our own cultural defaults and appreciate these nuances in Asian markets. What works in one city may not in another Asian city..

How do you balance the drive for business transformation (disruption) with the need for harmony in your professional relationships? What happens when the firm faces a crisis unsolvable using existing leadership?

#DigitalTransformation hashtag

#ChangeManagement hashtag

#BusinessTransformation hashtag

#BusinessCulture hashtag

#GlobalBusiness hashtag

#Leadership hashtag

#Networking hashtag

#AsiaBusiness hashtag

#AsianCulture

When I was managing a team, we had this sacred rule: never, ever let the people who got us here feel like they’re worth less today than yesterday.

And yet, I see it happening everywhere in recent years. Companies hiring in a frenzy. Salary for new talent have exploded (sales, engineers, designers, product people). A fresh graduate suddenly makes 30% or 40% more than the person who’s been bleeding for the company for 5 years. Same role.

That’s not hiring. That’s a betrayal.

You know what it feels like when you’ve been at a place for years, you’ve shipped incredible products, you’ve worked nights and weekends, you’ve turned down better offers because you believed in the mission… and then some new person walks in, glances at the code you wrote, and gets paid dramatically more than you? It feels like a slap in the face. It feels like the company is saying, “Thanks for working long nights building this thing. Now step aside, the new guy’s more valuable than you.”

That’s how you destroy a culture. That’s how you kill the soul of a team.

I’ve seen it. I’ve felt it in the hallways. The best people (the ones with taste, the ones who care deeply, the ones who made the products insanely great) they don’t complain loudly. They just quietly update their résumé. And one day they’re gone. And when they leave, they take the magic with them.

So here’s what I would do:

1. Never let the market dictate your soul.

Yes, you sometimes have to pay crazy money to get the right person. Fine. But the moment you do that, you go back to every single person on the team who’s in a comparable role and you tell them that we’ll review their salary upwards in the next budget. You just do it. Because new people's pay might get disclosed (somehow).

2. Equity is the great equalizer.

Cash salaries get compressed and distorted by the market. Shares doesn’t lie. Give people real ownership that grows with the company they helped build. When the company does well, the people who were here in the begining will get insanely high stock valuations. That’s how you keep the early believers believing.(and staying)

Great companies aren’t built by the people who joined yesterday. They’re built by the people who stayed through the dark days, who shipped the impossible, who cared when it wasn’t cool yet.

If you let salary inflation turn those people into second-class citizens, you don’t just demotivate them; you lose them. And when you lose them, you lose everything that made your company special in the first place.

Take care of the people who took care of you.

It’s not complicated.  It’s the right thing to do.

Our 2025 Christmas message:

Dear Friends, Clients and Staff,

As we enter the heart of the Christmas season, a time often defined by twinkling lights, festive gatherings, and the exchange of gifts, I find myself reflecting on the deeper purpose of this holiday. I believe our success is not just measured by our year-end reports, but by the positive footprint we leave on the world around us.

The reality we must face is that while many of us have plenty — warm homes, full tables, and the security of a steady income—there are countless individuals just outside our doors who have nothing. For many, this season isn’t about celebration; it is about survival.

This year, I want to challenge each of you to give back to society. It is easy to get caught up in the consumerist whirlwind of buying expensive presents for people who already have everything they need. I am asking you to consider a different path this December.

Instead of purchasing that luxury item or another high-priced gadget, I encourage you to redirect those funds. Donate that money directly to the poor or to reputable charity organizations that are working on the front lines to alleviate suffering. Whether it is providing a hot meal, a warm coat, or medical supplies, your contribution can be the difference between despair and hope for someone in need.

We often hesitate to give because we feel our contribution is too small to make a difference. Please remember: a little bit is better than zero. You do not need to be a billionaire to be a philanthropist. A small sacrifice in your holiday budget can provide a monumental blessing to a family in crisis. Let us redefine what "abundance" means this Christmas. Let it not be the number of boxes under our trees, but the amount of help we extend to the helpless.

Thank you for your time reading this, and thank you for joining me in making this a season of true, ethical impact.

With gratitude and warmth,

Daniel Cheah



The AI Race is Shifting from Hardware to Software & Efficiency

Nvidia's dominance has been built on a simple premise - "to implement AI, you need immense computational power, and our GPUs are the best at providing it." For years, this was unquestionably true. Companies like Google, Microsoft, and OpenAI spent billions on Nvidia's H100 and B200 chips to train and run their massive models.

Google's recent "wins"—specifically with its Gemini model and the underlying Tensor Processing Unit (TPU) infrastructure—challenge this premise by proving that the game is no longer just about raw hardware power. It's about creating a more efficient, integrated, and cost-effective "full stack".

Here’s why that's bad for Nvidia's current business model:

1. The Vertical Integration Threat: Google's TPUs

This is the most direct threat. Instead of buying Nvidia chips, Google designs and uses its own custom AI chips called Tensor Processing Units (TPUs).

*  Purpose-Built Efficiency: TPUs are designed from the ground up specifically for the kind of linear algebra operations (matrix multiplications) that dominate AI model training and inference. This can lead to better performance-per-watt and lower cost than a general-purpose GPU for these specific tasks.

* Control the Stack: By controlling both the hardware (TPU) and the software (TensorFlow, JAX), Google can optimize them to work perfectly together. This software-hardware co-design is a significant advantage that a general-purpose chipmaker like Nvidia, which must cater to a wide range of customers, cannot easily replicate for any single one.

* Reducing Nvidia's TAM: Every major AI task Google runs on its TPUs is a task for which it does **not** need to buy a Nvidia GPU. As Google's AI services (Search, Workspace, Cloud, etc.) grow, its internal demand for TPUs grows, directly eating into Nvidia's potential market.

2. The Software Ecosystem Threat: Nvidia's "MoAT" is Being Challenged

Nvidia's true strength has never been just its silicon; it's its **software platform, CUDA**. For over a decade, CUDA has been the indispensable programming model for AI. If you trained a model, you did it with CUDA. This created a powerful "moat."

Google is building a compelling alternative with **JAX** and its ecosystem.

* A New Software Stack: JAX, combined with Google's TensorFlow and optimized for TPUs, is becoming a highly popular and powerful framework for cutting-edge AI research, especially for large-scale models. Many researchers now prefer it.

* Breaking the Lock-In: If the best and most efficient models (like Gemini) are built on a non-CUDA stack (JAX/TPU), it proves that CUDA is not the only game in town. This encourages other companies to explore alternatives, weakening Nvidia's strategic lock-in on the developer community.

3. The Inference Problem: Where the Real Money Is

AI has two phases:

1. Training - Building the model (requires massive compute, Nvidia's stronghold).

2. Inference - Using the model to answer queries (e.g., asking a chatbot a question).

While training is computationally intensive and gets all the headlines, inference is where the vast majority of the long-term computational cost and business revenue lies. Every Google Search, every ChatGPT query, every image generation is an inference task.

*  Inference Favors Specialization: Inference doesn't always need the brute power of a top-tier H100 GPU. It often runs better on cheaper, more specialized, and power-efficient chips—exactly what TPUs are designed for.

*  Cost is King: For a service used billions of times a day (like Google Search with AI), shaving off microseconds and fractions of a cent per query through a more efficient chip like a TPU translates to hundreds of millions of dollars in saved operational costs. Google's vertical integration gives it a massive cost advantage here.

4. The Cloud Power Shift: Competing with Your Supplier

Google Cloud Platform (GCP) is a major seller of Nvidia GPUs to its customers. But it's also the primary showcase for its own TPU v5e chips.

*  Offering an Alternative: Google can now offer cloud customers a choice: "You can rent Nvidia GPUs from us, or for many workloads, you can use our cheaper, more efficient TPUs." This positions TPUs as a direct competitor *within* Nvidia's own distribution channel.

*  The "Apple vs. Microsoft" Dynamic: This is akin to Apple controlling its entire hardware and software stack (like Google with TPU+JAX) versus Microsoft/PC makers relying on Intel (like other AI companies relying on Nvidia). The integrated model can often be more efficient and profitable.

Conclusion (Why Nvidia Isn't Doomed)

It's crucial to understand that this is a long-term threat, not an immediate collapse.

*  Nvidia is Still the King and the Pace-Setter: Nvidia's latest GPUs (like the Blackwell B200) are still arguably the most powerful AI chips on the market. The demand for AI compute is so immense that the market can support multiple winners for the foreseeable future.

*  The Broader Market: Nvidia sells to everyone: other cloud providers (Azure, AWS), sovereign nations, research institutions, and startups. Google's success does not directly impact these sales. In fact, it fuels the overall AI arms race, which benefits Nvidia.

*  Nvidia is Evolving: Nvidia isn't standing still. It's building its own cloud AI services (DGX Cloud), investing in software, and its hardware roadmap remains aggressive. It's also expanding into new areas like robotics and autonomous vehicles.

Google is proving that the path to AI dominance may not run exclusively through Nvidia's GPUs. By successfully vertically integrating with its TPUs and building a world-class software stack, Google is breaking Nvidia's perceived monopoly on high-performance AI computation. It demonstrates that superior algorithms and a tightly integrated hardware-software stack can be a more powerful and cost-effective advantage than simply buying the most raw compute power from a third party.

For Nvidia, this means the competitive landscape is shifting from being the sole provider of the "picks and shovels" in the AI gold rush to being one major player in a more diverse and competitive ecosystem. That, by definition, is bad news for a company that has enjoyed near-total dominance.