SegWitz Hiring! Full Time Business Development Executive in Selangor - Ricebowl

The Business Development Executive (BDE) is responsible for:

High-quality lead generation and nurturing

Relationship building and management with key decision-makers

Negotiations and identification of new business opportunities

Target market segmentation and new customer segment development

This role sits at the intersection of Business Development, Marketing, and Strategy, operating within a

closed-loop pipeline: one shared business pipeline, supported by specialised funnels for each service/niche, and structured handovers to Sales, Tech, and other internal teams.

At SegWitz, the BDE:

1. Engages the market on the frontline – attending events, networking, and building credibility with CEOs,

founders, C-levels, and ecosystem players.

2. Designs and manages funnels – ensuring each introductory service has its own clear lead-generation and

qualification funnel, plugged into a single, trackable pipeline.

3. Drives market intelligence and opportunity discovery – researching sub-markets, TAM, competitor

moves, and surfacing new service/SaaS opportunities (including long-term upsell potential through

HyperCube).

4. Maintains pipeline velocity – ensuring prospects move from first contact to referral/assignment within no

more than two structured interactions, unless there is a deliberate strategic reason to extend.

The BDE is directly involved in bidding and tendering, as SegWitz is a registered vendor with 50+ PLCs, MOF ePerolehan, and Speed2U.

Success in this role means:

A consistent flow of qualified leads for SegWitzʼs core and introductory services.

Clearly defined funnels for at least six introductory/secondary services, all mapped into a single pipeline.

Well-defined target segments aligned with SegWitzʼs current capabilities and future strategic goals.

Strong, nurtured relationships that create opportunities not only for direct sales but also for partnerships, collaborations, and referrals.

Measurable pipeline velocity from first touch → qualification → handover to Sales/Tech.

Tender and bidding opportunities are systematically identified, qualified, and pursued.

Opportunity Design & Submarket Ownership

Continuously define and refine very specific submarkets, for example

For each submarket, work with Marketing to crystallise:

Single core problem we want to solve

Specific SegWitz solution (service or product) that fits that problem

Concrete channels where this submarket already moves, meets, or makes decisions

Turn each opportunity into a mini “play”:

Defined submarket

Problem → solution hypothesis

Entry channel(s)

First offer (intro service, audit, POC, etc.)

Funnel and pipeline stages

Maintain a portfolio of active “plays” and review performance (what to double down, pivot, or kill).

Key Responsibilities

1. Research, Analysis & Market Strategy

Conduct preliminary research for every identified market/sub-market:

Market needs and pain points

Opportunity size and Total Addressable Market (TAM)

Competition (including intensity and positioning)

Buyer attitudes, behaviours, and purchasing habits

Use frameworks such as Growth-Share Matrix, Porterʼs Five Forces, SWOT, and segmentation models to inform decisions.

Contribute to Market Entry and Market Penetration strategies.

Help build Touchpoint Maps and align them with SegWitzʼs Customer Journey Maps.

Prepare New Market Reports and Market & Customer Insight Reports that management can use to

decide where to invest next.

2. Identification & Target Segmentation

Identify target markets based on:

Market need and service demand

Competition intensity

Long-term upsell and cross-sell potential (especially into SegWitz HyperCube and other

platforms)

Define and refine Ideal Customer Profiles (ICPs) and Target Segments that align with:

SegWitzʼs present capabilities

Future business goals

Operational readiness and resource constraints

Work with Marketing and leadership to prioritise segments and niche entry plans.

3. Lead Generation Channels, Play Design & Funnel Building

Design and manage lead generation plays for at least six introductory/secondary services.

For each play, define:

Submarket (e.g. “aesthetic hair clinics in Klang Valley with >2 treatment rooms”)

Problem (“need objective hair imaging to increase treatment acceptance”)

Solution (e.g. SegWitz hair imaging + clinic workflow tool)

Channel – real-world or behaviour-based path, such as:

A stretch of road or commercial area heavily used by that submarketʼs customers (e.g.

highway exit or parking access where a billboard prompts patients to ask clinics about our

solution)

Professional associations, trade bodies, and their physical or member-only touchpoints

(closed-door talks, printed bulletins, internal groups, annual dinners)

Vendor, distributor, or device-manufacturer networks that already sell into the same

clinics/factories/offices

Industry-specific events or recurring meetups (e.g. trichology workshops, electrical

engineering CPD sessions, system integrator gatherings)

Training centres, academies, or certifying bodies through which decision-makers regularly

pass

Ensure that each play has a clear funnel:

Entry touchpoint (e.g. association workshop, demo day, billboard, partner introduction)

Discovery / education touchpoint

Offer (audit, pilot, POC, diagnostic workshop)

Qualification & handover to Sales/Tech

All funnels must feed into the single central pipeline, tagged by play, submarket, and solution.

4. Pipeline Management, Qualification & Speed

Maintain a single, central pipeline with clear stages, while each service or niche has its own funnel

feeding into it.

Design and apply qualification rules for prospects (budget, authority, need, timeline, strategic fit, upsell potential).

Ensure prospect velocity:

Aim for no more than two structured interactions before a prospect is referred/assigned to Sales

or relevant sub-departments.

Reduce stagnation and stuck leads by proactive follow-up and decision-making.

Track and report on pipeline health: number of leads, conversion rates between stages, and time-in-stage.

5. Relationship Building & Account Development

Build and maintain trust-based relationships with prospects, clients, and partners.

Use CRM and customer journey tools to track where prospects are in the pipeline and what the next best action should be.

Continuously update and refine customer information, context, and insights to support better proposal

development and service delivery.

Identify opportunities for:

Direct sales

Partnerships and collaborations

Strategic referrals

Future upsell/cross-sell opportunities (e.g. new modules, HyperCube analytics, AI/IoT add-ons).

6. Segmentation & Database Management

Maintain a structured prospect and client database segmented by:

Industry, sub-market, and geography

Company size and maturity (startup, SME, PLC, etc.)

Solution type (ERP, app, AI, IoT, HyperCube, etc.)

Stage in pipeline and relationship status

Use segmentation not only for sales but also as a Business Development tool to:

Coordinate cross-department initiatives

Identify who to involve in pilots, referrals, or strategic partnerships

Strengthen brand positioning in chosen segments.

7. Channel Identification & Validation

For each selected submarket:

Map where decisions are actually influenced (not just where people scroll):

Physical routes (roads, building lobbies, car parks, lifts) used daily by the targetʼs

customers or decision-makers

Rooms and forums where problems are discussed (closed-door industry briefings, private

roundtables, vendor training days, distributor meetings)

Ecosystem “nodes” that already control access to the submarket

Identify 1–3 specific channels per play that can realistically move the needle.

Validate channels by running small tests:

A single speaking slot, one hosted roundtable, one trial placement, etc.

Observe the quality of conversations and opportunities generated.

Drop channels that do not produce meaningful conversations or leads, and double down on those that do.

8. Bidding, Tendering & Proposal Development

Identify and evaluate government and corporate tenders relevant to SegWitzʼs services (PLCs, MOF

ePerolehan, Speed2U, etc.).

Prepare and submit bid proposals, including:

Company profiles

Technical and commercial proposals

Compliance and supporting documentation

Collaborate with Tech and Delivery teams to prepare:

High-level solution architecture and scope

Timelines and resource estimates

Costing and risk assumptions

Maintain a well-organised repository of:

Proposal templates

Case studies and credentials

Licenses, certifications, and other mandatory documents.

9. Cross-Department Handover & Collaboration

Prepare Cross-Department Target Customer Briefs that include background, needs, risks, and

opportunity size.

Provide Cross-Department Reports summarising segment performance, pipeline status, and key

learnings.

Conduct individual briefings with Sales, Tech, or Management for high-value opportunities to ensure smooth transitions.

10. Review, Reporting & Continuous Improvement

Regularly review:

Budgets, resources, and efficiency of BD activities

Channel and funnel performance

KPI dashboards (leads, conversion, velocity, tender success, event ROI)

Recommend improvements to:

Channels (what to double down on, what to drop)

Funnels and process flow

Qualification criteria and ICP definitions

Work closely with Marketing and Management to keep the closed-loop BD–Marketing strategy aligned and evolving.