Build · Going to market
We do not sell introductions. We build the business behind them.
A meeting is easy to arrange. A partnership that still pays in year two is not. We take a named seat in the market for a partner, run the business development ourselves, and design the customer selection with a lender’s head on.
In one line
An in-market partner who carries your business to lenders, decides who qualifies before the file moves, and stays accountable for whether the volume performs.
Selection is a credit decision, not a marketing one.
The loan products in this market are standard. Anyone can copy the tenor, the rate and the pitch. What decides whether a partnership survives is who gets approved, at what limit and at what price, and that is a credit question.
So we run partnerships from the lender’s side of the table. We set the eligibility and the limit logic before the first customer is sent across, so approval rates hold and the lender keeps buying. Then we ask for performance labels back, so the selection sharpens every cycle instead of going stale.
That is the difference between a business and a commission. A referral list never learns. A selection engine does.
A senior person in market who is accountable for the pipeline, not a channel partner who forwards contacts.
The data or the product to work with, and a mandate to speak for you in the room.
Carry two competing mandates in the same segment, or move another client’s credit policy into yours.
One model, entered from either end.
In-market representation
For lenders, scoring and risk-tech vendors, and platforms
You have a product that works elsewhere and want Vietnam and the region, without first opening an office and hiring a country team you cannot yet judge.
We become the named senior face of your business here. We map the buyers, position the product the way a local credit committee hears it, get into the room at decision level, and run the pipeline to a signed pilot. You get the reporting discipline of an internal country head without the fixed cost of one.
- Market and buyer map, ranked by who can actually sign
- Positioning and materials rebuilt for local decision-makers
- Introductions and meetings at committee level, with us in the room
- Pilot design, scoping and commercial negotiation
- Handover to your own team, or continued management
Data-to-lending partnerships
For utilities, telcos, retailers, payment and platform businesses
You already hold a large customer base and a behavioural data trail. You want credit or insurance revenue from it, and you do not want to become a lender or carry the risk.
We build that partnership end to end. We work out which customers are worth lending to, which product fits, which lender will buy the volume and on what terms, and how the relationship keeps paying after the first loan. Your balance sheet stays clean; the economics do not.
- What the data can actually predict, tested before anything is promised
- Customer segmentation and the eligibility rules that follow
- Product fit: cash, instalment, secured, or insurance
- Lender selection, onboarding and the performance feedback loop
- Channel, consent, systems and retention design
A partnership is only as good as its weakest answer.
These are the questions we work through before a programme is allowed to launch. Skip one and it stalls about six months in, when approval rates fall or the lender stops answering.
What you hold, what it predicts, and what you may lawfully use. Tested before it is claimed.
Segmentation, then the eligibility and limit logic that separates them.
Cash, instalment, secured or cover. Standard in market, chosen deliberately rather than copied.
Through the channels you already own, at a cost that leaves margin behind.
The offer, the message and the sequence, built to convert without burning the base.
Onboarding, scoring, file transfer, consent and reporting. Enough to run, not a two-year build.
Structured so value is retained past the first loan rather than paid away at the first.
Performance labels returned by the lender, fed back into eligibility. This is what makes it compound.
Five stages, and a decision gate on each.
Who lends in this segment, on what terms, and where the gap is. Two to four weeks, and it is allowed to end here.
Eligibility, limits, pricing logic and the product itself, written as a spec a credit committee can read.
Meetings at decision level, with us in the room and answering the credit questions.
A live cohort, real approvals, real performance. Small enough to be honest about, big enough to read.
Volume grows, the feedback loop runs, and your own team takes it on when it is ready.
Four things a referral agreement never gives you.
Eligibility and limit logic are set before the lender sees a single file. Approval rates hold, so the lender keeps buying instead of quietly going cold.
We make performance labels a condition of the deal. Selection improves with every cohort, which is the one thing a contact list can never do.
Retention and re-lending are designed in from the start, so what you own is a book with behaviour behind it, not a one-off commission.
Deciding who to approve, at what limit and at what price has been the day job for 25 years. That is the judgement being brought, and it is the part that is hard to hire.
Four capabilities, in one person.
Lender access
Relationships with banks, finance companies and digital lenders across Vietnam, Cambodia and Thailand, at the level that signs.
Credit judgement
25 years of owning approval, limits, collections and fraud. Selection designed by someone who has carried the losses.
Commercial structuring
Models that survive contact with a credit committee and still pay after the first cohort.
The build
Scoring, pipelines and reporting built and run in house, so a pilot can start without waiting on anyone’s roadmap.
Mandates are few at a time and run by the principal. Structure is agreed privately, mandate by mandate, around who owns the pipeline and who carries the risk.
One mandate per segment. We will tell you if we already hold a conflicting one.
Start here
Tell us the base, or the product, and we will tell you if it works.
The first conversation is about whether there is a real business in it. If the data will not carry a credit decision, or the segment is already served, we say so then rather than scope a study around it.