The Plate is Empty: The Heartbreak and Aspirations of an F&B Entrepreneur

In the relentless heat of a Singaporean hawker kitchen, Adam, Founder and Head Chef of the now-closed MADAS Nasi Lemak, found his purpose and his pain. “I’m a risk taker,” he states, a trait that led him from a decade in graphic design to the all-consuming world of F&B.

His dream was clear and ambitious: “to grow MADAS into a chain where everyone can enjoy our Nasi Lemak. I want to see MADAS served in SIA Business Class, expanding across Southeast Asia.”

Image Courtesy of Adam, MADAS Nasi Lemak

But today, the brick-and-mortar stores are silent. The story of MADAS is not just one of passion, but a stark lesson in the brutal economics of modern food entrepreneurship.

The Vicious Cycle: Passion Meets Pragmatism

MADAS once stood on Tampines Street, with queues of customers drawn towards the aroma of crisp, freshly fried chicken, and the unmistakable taste of MADAS’s sambal.

The dream began humbly.

“We started our Nasi Lemak business. Bought a display and had 3 menu items.”

For a time, it thrived. The brand grew into a small chain, with Adam’s proudest milestone being “creating a strong SOP system that allowed us to grow into a couple of franchised outlets.”

However, the cracks soon began to show. The turning point, Adam explains, came with expansion.

“Suddenly, I found myself heavily dependent on staff — and as a small company, retaining them was never easy.” This triggered a devastating cycle. “

Whenever staff didn’t show up, the stall had to close for the day. It quickly became a vicious cycle: staff issues led to closures, closures led to loss of income, and customers began losing confidence.”

Compounding this was the ever-present spectre of rising costs. “One of the biggest reasons is the increase in rental and drop in footfall,” he says, summarizing a challenge that fells many.

He describes the financial reality with stark clarity:

“It’s very straightforward — when sales drop, profits shrink. And with rising overheads, there simply wasn’t enough left to cover the bills. In the final stretch, I found myself paying everyone out of my own personal savings just to keep things afloat.”

Contrary to what is customary, the worst blow was not the pandemic, but what came after.

“The worst actually happened when the borders reopened. People began traveling like there was no tomorrow… Overnight, footfall dropped sharply — and that’s when F&B businesses bled the most.”

The Personal Toll: Depression, Nightmares, and Swollen Hands

The decision to shut down was more than a business collapse; it was a personal shattering. “By the time I made the decision to shut the business, I was already financially drained. I even had to sell off my personal stocks just to keep it going a little longer. Losing both my savings and the business left me completely shattered.”

The physical and emotional labour of his eight-year journey left deep scars. “I’ve went through the depression stage and came out of it.”

“Marinating hundreds of chicken wings everyday until hands swollen,” he shares.

The memory is still visceral. “After the closure. This is still the image of Madas Nasi Lemak in my nightmares. After 8 years of hardwork. It still ends up with nothing.”

His message to others in the fight is one of hard-won solidarity: “To those who are struggling. You are not alone.”

A Candid Warning and a Shift in Strategy

Adam’s advice for aspiring F&B owners is brutally honest, born from painful experience. “Passion alone is not enough. Food being nice is also not enough,” he cautions.

“To make it work. You need good connections and to know the right people.”

He observes a harsh truth about the industry landscape, noting that success is not always about quality. His solemn conclusion:

“Without deep pockets, it was almost impossible to survive in the market.”

Yet, the ember of the MADAS dream is not entirely extinguished. Adam has pivoted, finding a new, less capital-intensive path. While retail is over—“No more for the retail sector. Right now we’re working with some catering company”—the brand lives on.

Looking Ahead, Dreaming On

Adam is protective of his recipes, not out of spite, but as a remaining asset. “We are still waiting for the right opportunity to make a comeback,” he says.

His future plan is focused on franchising.

“I haven’t given up on franchising MADAS NASI LEMAK… I’m ready to cook the sambal and prepare the flour mix for any future franchisee.”

For Adam, the journey of MADAS is a painful chapter, but not the final one. It remains a story of a dream pursued, broken by reality, but still flickering with the resilient hope of an entrepreneur who, despite everything, still believes in what he built.

One of his reflections is a poignant mix of grief and pride, a summary of the F&B struggle: “Serving our best everyday, not knowing how far we can grow. And also how abruptly we ended.”

Find Adam’s posts here: