Founder-led property brand, Bali

Situation

The founder was the strongest pitcher in the business but could not be in every room. Senior associates were technically excellent in design and delivery but had never been built to host inbound investors or pitch to wholesale buyers visiting from Singapore, Jakarta, Sydney, and Hong Kong. A previous attempt to hire a head of sales had ended after seven months: the hire was operationally competent but could not carry the room. Two wholesale partnership conversations had stalled at the point where the founder had to step back. The launch of the second development was 16 weeks out.

Intervention

• Took the front-of-room role at investor pitches in Bali, three wholesale partner meetings in Singapore and Jakarta, and two on-site launch events.
• Co-wrote the launch narrative and the supporting 14-slide commercial deck. Rehearsed the founder and two senior associates against it.
• Coached two internal senior associates into a hosting-capable role over six months, with structured live observation and post-event debriefs.
• Held a weekly founder advisory call covering positioning, partnership decisions, and pricing posture.
• Designed a hand-back plan from month eight so the advocacy retainer could step down to a lighter project basis without dropping the founder back into every room.

Outcome

• Two of three pitched wholesale partnerships converted within the retainer period.
• Launch event generated a qualified pipeline that the restructured internal team was capable of converting without founder rescue.
• Internal team reached a point at month nine where one senior associate could host a wholesale partner end-to-end.
• Advocacy retainer stepped down to a project basis from month 11, on plan.