Everything built so far, live or superseded.
A student who ended up running a company. Then a second one.
Muhammad Adam Daniel bin Mohd Fazrizal (b. Malaysia) is a founder and operator based in Pulau Pinang, reading Physiotherapy at UiTM Kampus Permatang Pauh.
Ecoboo started on one campus on 28 December 2025 and now operates across seven, run by students, reconciled every week, with real stock and real money moving through it. 3E2 came after — a futures‑first community positioned, structured and shipped as a nine‑page product before it opened in September 2026. Ayam Gepuk Artisan is live and still being built out into a full operating system.
Most of it was learned because it had to be solved: sourcing stock, paying people correctly the same way every week, recruiting coordinators, building the websites, and rebuilding a process once it started breaking.
What he wants now is a real working environment — experienced people to learn from, work that matters, and enough responsibility to be useful.
Figures are as counted at the close of the 2025/26 session. Where a line is still being verified it has been left out rather than estimated.
Substantial — run daily for months under real pressure. Working — done enough to be useful, and would get properly good at quickly.
Secondary to the work itself — the projects are the evidence, this is the index.
Less concerned with the job title. More interested in being trusted with something — and in leaving the role more capable than I entered it.
If you’re unsure whether I’m the right fit, hand me a task, a trial project or a real problem you currently have. I’d rather show you how I think.
Two groups of students, on the same campus, unable to find each other. Ecoboo is the layer in between.
Students want everyday things without leaving campus — food, drinks, printing, digital subscriptions. Other students already sell exactly that, and have no customers beyond their own block.
Ecoboo is one registered enterprise, a payment rail, a poster network and a commission structure that makes it worth a student’s time to run it properly.
Personnel → Coordinators → Sector executives, each campus added as a declared branch.
An Ecoboo‑registered DuitNow QR per campus, weekly reconciliation, 80% of gross profit to the seller.
Goodies, beverages, cooked meals, printing & binding, digital schemes, student‑to‑student.
Public site, campus network page and operations page — built and maintained by me.
I registered the enterprise, opened the campuses, wrote the roles, set the rate card across ~70 items in five categories, recruited and trained the people running it, and built the site it sits behind.
Bertam is the founding campus and the most developed. Permatang Pauh is the fastest‑moving. Cooked meals — the hardest line to stabilise — now run steadily at Arau, Seremban 3 and Tapah.
Hold live stock at hostel level, or list their own products under the Ecoboo brand.
Brand, poster network, payment rail, stock sourcing, weekly reconciliation, commissions.
Order through the campus line, pay by QR, collect at their own block the same day.
Sellers earn on every sale; the network gains people who can run a campus.
The part I am most pleased with: the work that has to be exactly right every time — data entry, commission calculation, team scores, KPIs — moved onto an automated layer. Everyone is now paid by the same formula from the same records, and a decision can be explained rather than argued about. People still decide pricing, stock and promotions.
Doing it myself does not scale past one campus. Training somebody to do it 80% as well does.
A rule applied identically everywhere beats a good decision made case by case.
Students leave, get busy and go quiet. The structure has to survive that.
Choosing between lines that all look promising, and being wrong sometimes.
Test a line on one campus before rolling it out to seven.
The goal is an operation that keeps going when the founder is not in the room.
A complicated idea, turned into something you can click.
3E2 is a futures‑first trading community — index futures as the core book, commodities second. The interesting part for an employer is not the subject. It is that the whole thing existed only as a concept, and is now a nine‑page bilingual product with a defined position, a membership structure and a working business model.
Futures first, not a signals service. Decided before a page was drawn.
Mapped to how a stranger actually arrives, reads and decides.
Spectate free, learn free, or pay only for one‑on‑one time.
Memberships, competitions and funded seats, with the split published.
Published before the session and after — including the losses.
Logo, palette, typography and tone, carried across two languages.
Three pages — favourites, backtests and competitions — are marked under development on the live site. I’d rather label them than pretend.
A system, not a landing page.
I work part‑time on the floor at Ayam Gepuk Artisan in Seksyen 7, Shah Alam, cross‑trained across cashier, cooking, service, prep, cleaning and closing. Which means I know exactly where the friction is: orders, stock, shift handover, the daily count.
The public site is live. The build continues on the side staff actually use — the admin interface, live order management and the daily numbers.
Public site and brand — built and online.
Product catalogue with pricing and availability.
Customer order flow, straight through to the kitchen.
Staff‑side interface — the screen the floor works from.
Live order management and shift handover.
Daily business numbers, counted once and read by everyone.
Labelled by what is actually finished. When the admin side lands it becomes the first case study here with a working back office behind it.