When Petrina Goh first launched the Nuren Group, it was not with a polished strategy or guaranteed market fit. Instead, it started with a vision—one shaped by personal experience, gaps in the market, and a deeply rooted belief in the power of community. Today, what began as a humble platform supporting new mothers has become one of Southeast Asia’s fastest-growing parenting and women’s wellness ecosystems.
In this conversation, the founder opens up about evolving the business, expansion ambitions, and why the next phase is about going bigger—and deeper.
“If someone were to start something similar today, I think it might still work,” she said, reflecting on the early days. “But the flow and end product would probably be different. The market has changed.”
Back then, the business began as a marketplace—a model driven by transaction volume, discounts, and GMV (gross merchandise value). But hindsight has taught her the importance of building relationships before revenue.
“If I were to start all over again, I would begin with chats, engagement, and community. That’s where the trust is built. I’d advise anyone starting today to focus on engagement and capturing the audience first—before trying to sell to them.”
The Kuala Lumpur-based startup—which operates Motherhood.com.my, Kelabmama, and other verticals—has matured into a platform that integrates content, commerce, community, and education, serving women across all stages of life. And Goh believes the best is still to come.
In 2014, the company secured RM1.1 million (approximately USD 300,000) in seed funding. This was followed by a USD 2 million Series A round, and eventually over RM6 million in validation from early backers such as Malaysia Debt Ventures.
Since then, the group has steadily captured market share, claiming 20% of Malaysia’s birth rate penetration in 2024—a figure projected to rise to 30% in 2025. It now operates with 60 team members, leveraging AI and continuous upskilling to achieve more with less.
“We’ve evolved from a founder-led, hands-on culture to one that’s data-driven and empowerment-focused,” Goh explains. “I’ve moved from micromanaging to building vision and culture.”
More Than Just a Business
Growth today is not just measured in numbers. For her and her team, success is best expressed in the stories and testimonials that come from mothers and families who have found support through the platform.
“What keeps us going is seeing how our tools and services help not just mothers, but also entrepreneurs and our sellers. Watching them grow—from small startups into internationally recognised brands—is incredibly rewarding.”
The vision, she says, goes well beyond IPO. “Yes, we’re on the IPO path, but for me, the bigger goal is building a global ecosystem that genuinely supports women and families.”
Acquisitions, Expansion, and Going Global
The company is actively pursuing mergers and acquisitions over the next two years. A key acquisition was made a few years ago, and more are on the horizon.
“We have a few in the pipeline, though we can’t disclose details just yet,” she revealed. “But yes, we’re looking at platforms and brands that can help us scale internationally.”
Despite a wall in her office showcasing over nine brands under the company’s umbrella, she sees the parenting market as far from saturated.
“There’s still room for brands that really understand what today’s parents want—convenience, trust, safety, and quality. These are non-negotiables.”
Beyond Malaysia: A Regional Play
Nuren once had expansion plans into Singapore and Thailand, but the pandemic delayed those moves. Now, they’re back on the table—with clearer infrastructure and more scalable tools.
“We’re confident about regional expansion again,” says Goh. “Singapore, Thailand, and other ASEAN countries are next. But we’re not going alone—we’re expanding with our local Malaysian brands.”
Through partnerships with MATRADE, SME Corp, and export-focused programs like eTRADE, Nuren helps local female entrepreneurs scale internationally. From regulatory training to trade incentives, the goal is simple: create a cross-border marketplace driven by Malaysian brands and Southeast Asian mothers.
“We help brands meet global standards, get export-ready, and enter new markets,” Goh says. “When our sellers grow, we grow.”
Filling the Gaps: From Education to Policy
One key area she believes remains underserved is parenting education. She points to shifting cultural trends: more young people are delaying or opting out of parenthood, often due to financial anxiety or fear of inadequacy.
Motherhood.com.my may have started as an e-commerce site, but it’s now an ecosystem. Over the years, Nuren added live parenting classes, an expert-backed content portal, and a growing mobile app—now positioned as a super app that integrates content, community, commerce, and tools built by and for mothers.
“During the MCO, we realized we had to evolve fast,” says Goh. “We launched our app and built offline programs that offer interactive, hands-on experiences—from baby bathing and breastfeeding workshops to Super Kids classes that focus on child development.”
Beyond parenting, Goh sees the future in women’s wellness more broadly. “We always start engaging women even before they enter motherhood,” she says. “We’re partnering with platforms that offer traditional wellness services—massages, herbal treatments, postpartum care—because wellness is lifelong.”
“We’re exploring collaborations with the Ministry of Women, Family and Community Development to roll out more accessible parenting education—especially for the younger generation. It’s important they see that parenting doesn’t have to be overwhelming or expensive.”
She’s also passionate about contributing to policy-level change, particularly in supporting underserved and vulnerable communities.
“We’ve been supporting NGOs like OrphanCare,” she added, referencing the organization’s baby hatch program in partnership with KPJ hospitals. “If a mother feels she can’t care for her baby, she can leave the child safely and anonymously. We help spread awareness about these options—so no one feels like they’re alone.”
The Legacy Beyond IPO
So what comes next?
“Post-IPO, our focus will be on accelerating regional growth and expanding globally, particularly into Tier 2 and Tier 3 markets,” she explained. “We want to be a globally recognized digital platform for women’s wellness, starting from Southeast Asia.”
Personally, she’s committed to mentoring the next generation.
“I want to invest in more women leaders and help shape a legacy—a homegrown brand that outlasts me. I see myself advising and mentoring younger entrepreneurs, especially those whose missions I believe in.”
As we wrapped up, her energy remained unwavering. “It’s not just about scaling. It’s about creating something that matters—and lasts.”