A twelve-month program to open $13.8M of net-new pipeline for Rippling across SE Asia.
Rippling is already winning: one platform for HR, IT and finance, $1.9B raised, and an Asia team you have built from scratch in under three years. But a workforce platform is not won the way Slack was. Slack went bottoms-up: product love drove users, then teams, then eventually the enterprise.
The workforce-platform decision is top-down. It is made at the highest levels, the contracts are longer, and it is usually taken at headquarters. Against incumbents like Workday and SAP, cold outbound does not open that door. A peer-led room does.
NO BS builds the top-down enterprise pipeline for the sales team you have built: targeting the highest titles, prioritizing companies headquartered in-country, on the future of work and the real cost of running a workforce on disconnected tools. We prove the motion in Singapore, then expand across the region.
Your buyers across the five markets (senior HR and finance leaders, 500+ employees)
Projections
The fundamentals
The program at a glance
What you get
Target list. Named HR and finance leaders at 500+ employee firms across your five markets.
The access. Senior, in-person sessions co-led by Rippling and NO BS, on the future of work, workforce consolidation and AI.
Meetings. Qualified 1-on-1s, tracked by name and stage in your CRM.
Reporting. A live dashboard of all activity, plus weekly progress meetings.
Why it works
Warm start. We already speak to senior HR and finance leaders regularly, on behalf of clients like Tigerhall, Knolskape and WhyQ, so we hit the ground running.
The model. Give before you take: senior access peers can't reach on their own.
Validated. Proven with senior enterprise and technology leaders across the region, see the proof.
Conversion. 70% of participants to 1-on-1s; 40% of those to CRM opportunities.
Scale. ~18,000 senior HR and finance leaders across your five markets, ~7,800 at firms HQ'd in-country.
Why it's low risk
Cost. $10K per month for twelve months, a predictable, defined line item.
Payback. Nine new logos at $100k ACV is $900k of signed first-year revenue, about 7.5× the $120k program fee. On a typical three-year term that is about $2.7M in total contract value, roughly 22.5× the fee, before accounts expand with headcount and modules.
Phased. Singapore first, then the rest of the region as the motion proves out.
Transparent. Every name, stage and week visible, nothing in a black box.
Rippling has the platform. The growth is in the rooms where the workforce-platform decision gets made.
Consolidating HR, IT and finance onto one platform is a senior decision, owned by HR and finance leaders at companies scaling and hiring across borders. The net-new growth sits with that senior population across your five markets.
Those relationships are what a fast-scaling challenger, up against Workday, SAP and a stack of point tools, rarely has time to build. The incumbents get the meeting on brand alone; Rippling has to manufacture that access.
Why are these rooms hard to reach?
Brand pull only goes so far
An incumbent like Workday or SAP gets the meeting on its logo. Newer in Asia, Rippling has to earn that room: a warm, peer-led introduction on a topic they care about, not a cold pitch from a name they don't yet know well.
Everyone is chasing them
The same senior HR and finance leaders are bombarded daily by HR-tech, fintech and SaaS vendors with AI-powered emails, InMails, whitepapers, webinars and conference invites. Another cold sequence does not land.
A scaling team can't also prospect five markets
Building senior HR and finance relationships across Singapore, Malaysia, Hong Kong, Indonesia and the Philippines, week after week, takes dedicated time, energy and local senior networks a fast-scaling GTM team rarely has to spare.
Give before you take.
Behind every senior enterprise workforce-platform deal that closes in this region is a high-level peer-to-peer relationship. You can't build that relationship by making asks, you need to offer something of value first.
Spearfish in a small elite pond, not hit-and-hope
Decision making in APAC is top heavy. A dozen of the right people in an intimate setting beats a thousand badge scans.
Reach out like a peer
A real message from a real peer, about something they care about. Not InMail, not AI-slop emails, definitely not cold calls.
Ride Rippling's own momentum
The Singapore office expansion, new product and AI launches, and funding milestones are built-in credibility. Time the room around them, and the invite carries Rippling's own momentum, not a cold ask.
Offer something they want, not something you want to give
A real conversation on real issues with real peers. Not whitepapers, webinars or demos.
Share your point of view
Project credibility through your point of view, told through stories, experience and insight. No slide decks.
Earn the 1-on-1, never demand it
You've built credibility, authority and goodwill before your ask. The follow-up is more organic and more to-the-point because they already know and respect your point of view.
This isn't theoretical. We convene the exact senior rooms, then convert them.
Our playbook is seat-agnostic: convene the senior people you need to reach into a room they actually want to be in, then convert. Here is that motion working across clients, industries and geographies, including with founders and CTOs on a technical product. It is the same motion we would run for Rippling with senior HR and finance leaders.
Proof point
Future of creator marketing lunch in Singapore
Who we did it for: Serious Fluence, a creator-marketing company. We co-hosted the lunch with their CEO, Prem, on the future of creator marketing. See the post on LinkedIn ↗
The ICP in the room: senior leaders (director and above) from named target companies. The mechanic, convene the exact seat you need, then convert, is identical whatever the title on the badge.
Why it maps to Rippling: same motion, different seat. We put a curated senior group in a room they wanted to be in, on a topic they cared about, then converted. It is the identical play we would run to open Rippling's pipeline with HR and finance leaders across your five markets.
In the room: peers across consumer brands, platforms and agencies.
More proof points
Integrate: CEO dinner event in Singapore
An evening for B2B marketing leaders, co-hosted with the CEO of Integrate, on the revenue impact of trusted marketing data. View the post on LinkedIn ↗
In the room:
ByteDance: outbound to AI founders and CTOs
No event here: a direct, peer-to-peer outbound motion we ran for ByteDance's BytePlus AI product. 30 meetings in 3 months booked straight into the calendars of founders, CEOs and CTOs at AI and technology companies, with 5 progressing to POC. Proof the same convene-and-convert discipline works with technical buyers, one on one, not just in a room.
Who we met:
Serious Fluence: Creator marketing lunch in KL
A private lunch in Kuala Lumpur, co-hosted with the CEO of Serious Fluence, for B2C marketing leaders, on creator marketing. View the post on LinkedIn ↗
In the room:
Gimmefy: Brand marketer lunch in Singapore
A lunch event in Singapore, co-hosted by the CEO of Gimmefy, for brand marketers navigating the shift to AI. View the post on LinkedIn ↗
In the room:
Your buyers: senior HR and finance leaders at 500+ employee companies across your five markets.
Two groups own the Rippling decision: HR leaders (CHRO, Chief People Officer, VP HR, HR Director) and finance leaders (CFO, VP Finance, Finance Director), at companies of 500+ employees across Singapore, Malaysia, Hong Kong, Indonesia and the Philippines. We split each group by where the company's global HQ sits: in-country, where the workforce-platform decision is usually made locally, versus outside, regional offices where the economic buyer often sits at global HQ. We count by job title, not broad job function.
| Buyer group and company HQcounts by where the buyer sits, at 500+ employee companies | Singapore | Malaysia | Hong Kong | Indonesia | Philippines | Total |
|---|---|---|---|---|---|---|
| HR leaders: CHRO, Chief People Officer, VP HR, HR Director | ||||||
| HQ in same country | 849 | 351 | 201 | 1K+ | 748 | ~3.1K+ |
| HQ outside country | 1K+ | 506 | 742 | 528 | 774 | ~3.6K+ |
| Finance leaders: CFO, VP Finance, Finance Director | ||||||
| HQ in same country | 1K+ | 683 | 444 | 1.5K+ | 1K+ | ~4.6K+ |
| HQ outside country | 2.5K+ | 882 | 1.5K+ | 1K+ | 1K+ | ~6.9K+ |
| Total, both groups | ~5.3K+ | ~2.4K+ | ~2.9K+ | ~4K+ | ~3.5K+ | ~18K+ |
Methodology. LinkedIn Sales Navigator, October 2026. We size by current job title, not broad job function, because the function filter (all of Human Resources, all of Finance) counts analysts, coordinators and specialists who don't own the decision. HR titles: CHRO, Chief People Officer, Chief Human Resources Officer, VP Human Resources, VP People, Head of HR, HR Director, People Director. Finance titles: CFO, Chief Financial Officer, VP Finance, Finance Director, Director of Finance. Company size = 500+ employees. Counts are by the buyer's own location, then split by the company's global HQ: "HQ in same country" means the firm is headquartered in that market (COMPANY_HEADQUARTERS filter, which returns exact counts); "HQ outside country" is the same buyer at a firm headquartered elsewhere. Cells with a "+" are where LinkedIn caps the live display, so read those as floors; the ~18,000 total is therefore conservative. Named, de-duplicated target lists per market, group and HQ-tier are built on kickoff.
Sequence. Phase 1 opens Singapore, where Rippling is tripling its office and has the most momentum. Phase 2 adds Malaysia and Hong Kong. Phase 3 opens Indonesia (the deepest pool) and the Philippines. Every market is worked senior-first, account by account.
Where we'd start, and how fast.
The ICP puts a real number on it: roughly 18,000 senior HR and finance leaders across your five markets, at 500+ employee companies, about 7,800 at firms HQ'd in-country. Here is the sequence.
How we'd phase it across 12 months
Phase 1 (0-3 months): Singapore, where Rippling is tripling its office and has the most momentum.
Phase 2 (3-6 months): Kick off Malaysia and Hong Kong, each worked as its own track.
Phase 3 (6-12 months): Kick off Indonesia (the deepest pool) and the Philippines, then deepen the earlier markets as results land.
Within each phase, the motion:
- Find the right peopleBuild the named target list from the ICP: the exact HR and finance leaders worth a room, at 500+ employee companies, in-country HQs first.
- Reach out like a peerReal messages from real people to the few who matter, not a sequence tool running on its own.
- Convene the roomSmall, senior, co-hosted sessions on the topics they care about, the future of work, workforce consolidation and AI, the kind of room they actually want to be in.
- Earn the 1-on-1Every room converts into named 1-on-1s, and we sit in every meeting that matters.
- Live trackingDashboards on activity, conversion and deal progression in your CRM, so you always see the pipeline.
- Weekly updates with usA standing weekly check-in where we walk the numbers together and agree the next moves.
What the program is worth, in your terms.
NO BS takes full accountability for the top of this funnel. The defaults below reflect what we typically see, but move the sliders to your own numbers to get a real view of what this NO BS x Rippling collaboration could produce.
Default sliders reflect our working estimate over 12 months: 18 rooms × 8 senior leaders is about 144 reached, 80% to a real 1-on-1 (115), 40% of those to a sales opportunity (46), about a 20% win rate on close (9). At a $100,000 average ACV over a three-year term that is $13.8M in pipeline and $2.7M of signed contract value, both 3-year TCV, with $900k signed in year one (about 7.5× the $120k program fee) and $2.7M over three years, roughly 22.5× the fee. Move the sliders to your own numbers.
Operators, not consultants.
Most firms sell you a plan. We are the team that executes it, in the room, from month one.
Moving Asia from strategy deck to P&L.
More on NO BS ↗
NO BS is a sales execution firm that helps enterprises build pipeline and close deals across APAC.
We don't advise from the sidelines or theorise about markets, we work in them: running outbound, winning meetings, hosting sales conversations, building pipeline, closing deals and learning directly from buyers.
Yuri Bhanage, CEO
Led by CEO Yuri Bhanage, who brings 15+ years of hands-on sales experience in Asia, across SE Asia, China, India and the US, from Fortune 500 to seed-stage startups. Selling to enterprise clients like AIA, Accenture, EY, KPMG, Braze, Almosafer, American Express and New Relic. Connect on LinkedIn ↗
Most relevant here, Yuri has sold HR, learning and people-development solutions directly, including Knolskape, Tigerhall, WhyQ and Uplifting Service, and has sold enterprise software to finance and operations buyers, so the HR and finance buyer and the way they buy is familiar ground.
Rahul Gokhale, Director
Brings a senior operating perspective from large, complex organizations, with leadership roles at Microsoft, Zendesk, KPMG, Deloitte and Korn Ferry, the last putting him squarely in the talent and people-advisory world Rippling's HR buyers live in, across customer success, partnerships, transformation and leadership. Connect on LinkedIn ↗
Case studies
Serious Fluence
50 meetings in 3 months with senior B2C marketing leaders from the likes of Google, Airwallex, Samsonite and Estée Lauder.
ByteDance
30 meetings in 3 months with founders and CTOs for the BytePlus AI product, 5 progressing to POC stage.
WhyQ
Built an outbound enterprise sales motion from scratch, leading to a US$200K+ enterprise deal closed in the first 3 months.
Why NO BS
Results from month one
Outreach, meetings and pipeline building from day 1, landing in the first month, not after a long ramp.
Enterprise access, without the overhead
Reach the top levels of the enterprises you want, without investing millions in a market-development team to get there.
Results that count, not theories
Meetings, opportunities and deals, tracked by name. Not market theories or a strategy deck that sits on a shelf.
What we'd need from you.
We can get into a lot more detail from here, but four questions first.
- Do the projected outcomes align with your targets?
- What questions do you have on our approach?
- How big a priority is this for you?
- What budget can you allocate to achieve these outcomes?