Overview
Business Development Executive Jobs in Kota Damansara, Selangor, Malaysia at SegWitz Sdn Bhd
Title: Business Development Executive
Company: SegWitz Sdn Bhd
Location: Kota Damansara, Selangor, Malaysia
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.
