A twelve-month program to open $7.8M of net-new pipeline for Broadcom across priority ASEAN markets.
Broadcom Software already has a field team across ASEAN. What it does not have is a dedicated engine that convenes the senior IT and infrastructure leaders who own the private-cloud and data-center decision and converts them into net-new pipeline. NO BS is that engine, taking Broadcom into rooms its own sales team struggles to enter, with the post-acquisition VMware Cloud Foundation story, private and sovereign cloud, as the door-opener.
Your buyers: IT & infrastructure leaders
Projections
The fundamentals
The program at a glance
What you get
Target list. Named IT & infrastructure leaders at large firms across the priority markets.
The access. Senior, in-person sessions co-led by Broadcom and NO BS, built around private and sovereign cloud.
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
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. ~6,000 senior IT & infrastructure buyers at 5,000+ employee firms across the priority markets.
Why it's low risk
Cost. $6K per month for twelve months, a predictable, defined line item.
Payback. A single closed engagement more than covers the $72k annual fee; the projection is three.
Phased. Priority markets first, expandable across the wider region once proven.
Transparent. Every name, stage and week visible, nothing in a black box.
Broadcom has the platform. The growth is in the rooms where the private-cloud decision actually gets made.
Since the VMware acquisition, Broadcom has a stronger enterprise story than ever: VMware Cloud Foundation as a single, integrated private-cloud platform, landing right as ASEAN enterprises rethink public vs private, cost, and data sovereignty. The net-new growth, new logos and platform expansions, sits with the CIOs, CTOs, CISOs and infrastructure VPs who own that decision. That is a finite senior population across the priority markets.
Those are exactly the relationships a busy field team, heads-down on renewals and named accounts, rarely has time to build from scratch. Net-new at that altitude is the hardest pipeline there is.
Why is this hard to reach?
The senior seats are guarded
CIOs, CTOs and infrastructure VPs each field a full agenda and a wall of vendors. A new conversation, especially one reframing Broadcom post-acquisition, has to be made in person, peer to peer, not pitched cold.
Everyone is chasing them
The same senior population is bombarded daily by hyperscalers, OEMs and integrators with AI-powered emails, InMails, whitepapers, webinars and conference invites. Another cold sequence does not land.
Field teams can't also prospect
A field team measured on renewals and named accounts has little room to convene senior rooms and build net-new relationships week after week. It needs dedicated time, energy and senior networks.
Give before you take.
Behind every senior enterprise technology 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.
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 Broadcom with senior IT and infrastructure 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 Broadcom: 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 Broadcom's pipeline with CIOs, CTOs and infrastructure VPs across the priority 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 IT and infrastructure leaders across the priority markets.
One buyer group drives the private-cloud and data-center decision for Broadcom: IT & infrastructure leaders. We size them across three seniority bands, at firms with 5,000+ employees in the infrastructure-heavy sectors. The C-suite (CIO, CTO, CISO) sets the strategy and owns the private vs public call. VPs of infrastructure and cloud scope and sponsor the move. Directors and heads of infrastructure evaluate, pilot and recommend. Non-overlapping bands, so they sum cleanly.
| IT & infrastructure leaders | Priority 1Singapore, Malaysia | Priority 2Indonesia, Thailand, Philippines, Vietnam | Total |
|---|---|---|---|
| C-suiteCIO, CTO, CISO, Chief Digital / Technology Officer | 317 | 291 | ~608 |
| VP Infrastructure & CloudVP / SVP Infrastructure, Cloud, Platform Engineering, Data Centre | 247 | 228 | ~475 |
| Directors & Heads of InfraDirector / Head of Infrastructure, Cloud Ops, Platform, IT Operations | 2,500+ | 2,500+ | 5,000+ |
| Total senior buyers | ~3,060+ | ~3,020+ | ~6,000+ |
Methodology. LinkedIn Sales Navigator, September 2026. Job function = Information Technology. Seniority split into three non-overlapping bands: C-suite (CXO), VP, and Director. Company size = 5,000+ employees, so this is the large-enterprise slice, not the whole long tail. Industry filter = 10 infrastructure-heavy sectors: banking, financial services, insurance, telecommunications, government administration, IT services & IT consulting, software development, manufacturing, utilities, and technology, information & internet. Cells shown as a plain number are exact Sales Navigator counts; cells shown with a "+" are where LinkedIn caps the live display (the Director band), so read those as floors. Japan, Korea and China are out of scope here (thin English-language LinkedIn presence undercounts them); Australia and New Zealand are out of scope by design. Named, de-duplicated target lists per market and sector are built on kickoff.
Priority markets. Priority 1: Singapore and Malaysia. Priority 2: Indonesia, Thailand, the Philippines and Vietnam. We open Priority 1 first, prove the motion, then roll into Priority 2, and, once proven, the wider region.
Where we'd start, and how fast.
The ICP puts a real number on it: roughly 6,000 senior IT and infrastructure leaders (Dir/VP/CXO) at 5,000+ employee firms across the priority markets. Here is the sequence.
How we'd phase it across 12 months
Phase 1 (0-3 months): Singapore & Malaysia (Priority 1).
Phase 2 (3-6 months): Indonesia, Thailand, the Philippines & Vietnam (Priority 2).
Phase 3 (6-12 months): deepen the priority markets by sector (BFSI, telecom, government), then expand into the wider region as results land.
Within each phase, the motion:
- Find the right peopleBuild the named target list from the ICP: the exact IT and infrastructure leaders 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 the topics they care about, private and sovereign cloud, cost and consolidation, the platform agenda, 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 Broadcom collaboration could produce.
Default sliders reflect our working estimate over 12 months: 12 rooms × 8 senior IT & infrastructure leaders is about 96 reached, 80% to a real 1-on-1 (77), 40% of those to a sales opportunity (31), about a 10% win rate on close (3). At a $250,000 average ACV that is $7.8M in pipeline and $750k of signed annual contract value, roughly 10× the $72k annual fee. We keep the default win rate deliberately conservative given the larger deal size; 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 ↗
Yuri Bhanage, CEO
NO BS works with sales leaders and founders to execute sales motions that actually convert in Asia. We don't advise from the sidelines or theorise about markets, we work in them, running outbound, establishing high-level relationships, building pipeline and closing deals.
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 ↗
Yuri has sold and built pipeline in enterprise technology and SaaS specifically, including New Relic (observability) and Braze, so the language of infrastructure, platforms and IT buying that Broadcom lives in is home turf, not a script we learned for the pitch.
Prantik Mazumdar, Advisor
Co-founder of Happy Marketer, one of APAC's leading independent digital firms, which he built and sold to Merkle (Dentsu International), then led as Managing Director of Dentsu's CXM group in Singapore. President of TiE Singapore, the region's largest technology-entrepreneur network. He is deeply networked across the senior enterprise and technology community across ASEAN. Connect on LinkedIn ↗
Shyam Kumar, Advisor
As Managing Partner at Uplifting Service (Ron Kaufman’s global customer-experience firm), Shyam has led large-scale enterprise transformation programs at major organizations, including Singapore Airlines, Fiji Airways, Garuda Indonesia, Malaysia Airlines and Qantas. He operates at the senior enterprise altitude where large technology and platform decisions are sponsored. Connect on LinkedIn ↗
Rahul Gokhale, Director
Brings a senior operating perspective from large, complex organizations, with leadership roles at Microsoft, Zendesk, KPMG, Deloitte and Korn Ferry 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?