Twelve months in Singapore: 96 senior HR leaders, 31 opportunities, 8 new accounts and $320k of bookings.
Veremark has the platform and, with RMI, a deep bench in Singapore. What it needs now is the hearts and minds of the top enterprise HR leaders who sign off on the top enterprise HR vendors. For larger deals and speed, we go top down and start with companies HQ-ed in Singapore.
Against HireRight, Sterling and First Advantage, a logo won't open that door. A peer will. We've mapped 3,336 of these buyers in Singapore. Yuri has sold into the HRtech segment for 7 years, from Uplifting Service to Tigerhall to Knolskape (with Amandeep) to WhyQ. We can hit the ground running.
We can run a tried and tested playbook in Singapore, all the way to close. Small, senior HR rooms on AI-enabled candidate fraud, hiring speed and cross-border compliance, followed by the work an AE does: discovery, demo, proposal, signature.
Your buyers (500+ employee companies, based in Singapore)
Projections
The fundamentals
The program at a glance
What you get
Target list. Named heads of HR, CHROs, HR directors and talent heads at 500+ employee companies in Singapore.
The access. Small, senior, in-person rooms co-hosted by Veremark and NO BS, on hiring fast without hiring blind.
Full-cycle selling. Discovery, demo, proposal and signature, 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 have built relationships with this exact HR ICP for 7 years, across Uplifting Service, Tigerhall, Knolskape and WhyQ. 117 Knolskape HR meetings, see the proof.
The model. Give before you take: senior access peers can't reach on their own.
Validated. Proven with senior leaders across the region, see the proof.
Conversion. 70% of participants to 1-on-1s; 40% of those to CRM opportunities.
Scale. 3,336 senior HR buyers in Singapore.
Why it's low risk
Cost. S$7,500 a month (~$70K a year), plus 15% of first-year bookings, paid quarterly. Same basis as your AEs.
Payback. Eight projected accounts are ~$320k of first-year bookings and ~$960k over 3 years, against ~$118K in year-one cost.
Focused. One market, one owner, from first meeting to signature.
Transparent. Every name, stage and week visible, nothing in a black box.
Veremark has the platform and the footprint. Winning new HR customers in Singapore, through to a signed deal, needs hours a team doesn't have.
Screening vendors are chosen by a small, senior group: the CHRO, HR director or head of talent who owns the hiring process and answers for a bad hire. They don't respond to another demo request or a cold InMail about "faster checks."
Why are these rooms hard to reach?
Every vendor sells the same checks
Global incumbents and local screeners pitch the same HR heads every week. 40+ check types is table stakes. A real conversation with a peer on hiring risk is not.
Screening is a trust call
A missed check becomes a bad hire. HR heads stay with the provider they know, even when a better one exists. They switch on a peer's word.
Strict rules, small market
MOM checks, PDPA and sector rules in banking and healthcare. Credibility gets built account by account.
Net-new is nobody's job
Account managers serve existing customers and marketing runs campaigns. Nobody owns turning a cold HR leader into a signed account.
Give before you take.
Behind every senior enterprise screening 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 Veremark's own momentum
The $26M Series B, the RMI acquisition in Singapore, new product launches and customer wins are built-in credibility. Time the room around them, and the invite carries Veremark's own momentum, not a cold ask.
Ride NO BS's momentum with this ICP
We have built relationships with senior HR leaders for 7 years, across Uplifting Service, Tigerhall, Knolskape and WhyQ. Those relationships open rooms a cold invite can't.
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 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. It is the same motion we would run for Veremark with CHROs, HR directors and talent heads in Singapore.
Closest proof point
Knolskape: enterprise HR buyers across Southeast Asia
Who we did it for: Knolskape, which sells leadership and sales training to enterprise HR and L&D leaders. Yuri ran this program alongside Amandeep, then Knolskape's Chief Business Officer.
What we ran: long-horizon LinkedIn outbound to enterprise HR buyers, plus events in Singapore and Malaysia with Knolskape's marketing team. A live dashboard tracked every meeting and stakeholder.
Why it maps to Veremark: same buyer, same region, same trust problem. Risk-aware HR leaders on long sales cycles, reached through peers first. Read the case study ↗
Who we met:
Outbound proof point
ByteDance: peer-to-peer outbound to senior buyers
Who we did it for: ByteDance's BytePlus AI product. A direct, peer-to-peer outbound motion, no event, straight into the calendars of founders, CEOs and CTOs at AI and technology companies.
The result: senior, skeptical buyers who ignore vendor email. 30 meetings in 3 months, 5 progressing to POC.
Why it maps to Veremark: same motion, different seat. Peer-to-peer outreach to senior buyers on a platform they have no reason to trust yet, converted to real meetings. It is the play we would run with HR leaders in Singapore.
Who we met:
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:
Serious Fluence: creator marketing lunch in Singapore
We co-hosted the lunch with their CEO, Prem, on the future of creator marketing. See the post on LinkedIn ↗
In the room: 9 senior marketing leaders from named target companies, 70% converted to 1-on-1 meetings, 40% of those to a CRM opportunity. Same mechanic, different seat.
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 talent leaders at 500+ employee companies in Singapore.
These are the people who choose and sign off a screening provider: the heads of HR and People, CHROs, HR directors and heads of talent acquisition. Companies with 500+ employees hire enough to make pay-per-check worth real money.
| Seat, by exact titleall based in Singapore | HQ-ed in Singapore | HQ-ed outside Singapore | Total |
|---|---|---|---|
| HR directorsHR Director, Human Resources Director, Director of Human Resources | 558 | 927 | 1,485 |
| Heads of HR and PeopleHead of HR, Head of Human Resources, Head of People, Head of People Operations, Head of HR Operations | 271 | 719 | 990 |
| CHROs, Chief People Officers, HR VPsCHRO, Chief Human Resources Officer, Chief People Officer, VP Human Resources | 217 | 224 | 441 |
| Heads of talent acquisitionHead of Talent Acquisition, Head of Talent, Director of Talent Acquisition | 148 | 272 | 420 |
| Total | 1,194 | 2,142 | 3,336 |
Methodology. LinkedIn Sales Navigator, October 2026. Each cell counts people who currently hold one of the listed titles, at companies with 501+ employees, based in Singapore. The split uses LinkedIn's company headquarters location. "Outside Singapore" is every other company. It counts the seat, not anyone whose profile mentions HR. Every cell is an exact count, under LinkedIn's display cap. C-suite counts CHRO, Chief Human Resources Officer and Chief People Officer titles (126). Below C-suite is the remaining 3,210. Title groups are counted separately and could overlap slightly. These are indicative, profile-weighted counts, not a census. Named, de-duplicated target lists are built on kickoff.
Where we'd start, and how fast.
The ICP puts a real number on it: 3,336 senior HR buyers in Singapore. With a sales cycle of about three months, here is the sequence.
How we'd phase it across 12 months
Phase 1 (0-3 months): Build the named account list, start with the 1,194 buyers at Singapore-HQ-ed companies, and host the first rooms. The RMI deal and MOM relationships give us a real hook.
Phase 2 (3-6 months): The first opportunities reach proposal and the first deals close. A room a month keeps the pipeline full.
Phase 3 (6-12 months): Run rooms and deals in parallel across the full account list, and hand each signed account to onboarding.
Within each phase, the motion:
- Find the right peopleBuild the named target list from the ICP: the exact CHROs, HR directors and talent heads worth a room.
- 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 hiring fast without hiring blind, the kind of room they actually want to be in.
- Earn the 1-on-1Every room converts into named 1-on-1s, and we run every meeting that matters.
- Run the dealDiscovery, demo, proposal and signature, owned from first conversation to close.
- Live tracking and weekly updatesDashboards in your CRM on activity, conversion and deal progression, plus a standing weekly check-in.
What the program is worth, in your terms.
NO BS owns this funnel end to end, from first conversation to signed deal. 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 Veremark collaboration could produce.
What Veremark pays
Base. S$7,500 a month, S$90K a year (~$70K).
Commission. 15% of first-year bookings, paid quarterly in the month after quarter-end. First-year bookings only, no renewal commission. The same basis as your AEs.
At the default numbers. Eight accounts are $320k of first-year bookings and $48K of commission. Year-one cost is ~$118K, so first-year bookings are ~2.7× cost.
Over 3 years. Screening is pay-per-check and recurring. If those eight accounts stay three years they are worth ~$960k, about 8× year-one cost, with no further commission.
Default sliders reflect our working estimate over 12 months in Singapore: 12 rooms × 8 senior buyers is about 96 reached, 80% to a real 1-on-1 (77), 40% of those to a sales opportunity (31), and a 25% win rate on close (8), as NO BS runs the deal end to end. At a $40,000 average first-year booking that is $1.2M in pipeline and $320k in bookings. Cost is S$90K base (~$70K at S$1.29 to $1) plus 15% of bookings ($48K), about $118K in year one. Customers pay per check with no long-term contract, so the 3-year figure ($960k) assumes they stay. 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 to HR leaders directly, for Knolskape (where he worked with Amandeep), Tigerhall, WhyQ and Uplifting Service, so the HR 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 Korn Ferry years sit squarely in the talent world Veremark's buyers live in, alongside customer success, partnerships, transformation and leadership. Connect on LinkedIn ↗
Case studies
ByteDance
30 meetings in 3 months with founders and CTOs for the BytePlus AI product, 5 progressing to POC stage.
Knolskape
117 meetings with enterprise HR leaders across Southeast Asia, 19 SQLs and 3 deals closed.
Serious Fluence
50 meetings in 3 months with senior B2C marketing leaders from the likes of Google, Airwallex, Samsonite and Estée Lauder.
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?
- Does S$7,500 a month plus 15% of first-year bookings work as the structure?