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Close-up of a mechanical departure board

02— Business development

Meetings with those
whomakes the decision.

Real conversations with C-level people matching your customer profile — from the first month, on behalf of a team already known here.

12–15 meetings with qualified decision makers in the first six weeks
Start with market research→ See the ladder
BizDev ≠ SDRMarket validationLocal trustC-level access Entry strategyPresaleLand and expandKZ · UZ · KG

01— Entry challenges

What it really
takes to enter
a
new market.

Real BizDev

Real BizDev is not an SDR function or a list of meetings. It is market-hypothesis testing, trust, local context, relationships and a path to a pilot.

What the entry motion includes
Entry layer Starter hire Bridge
Regional lead✓✓
Qualified meeting flow✓✓
Partner channels—✓
Market-specific positioning—✓
Hypothesis validation—✓
Personal access to C-level buyers—✓
Industry opinion leaders—✓
Trust in the people behind the brand—✓
Local team with a track record—✓
Category shaping—✓
Events, community and expert content—✓
Team momentum—✓

02— Method

Test the market.
Thenbuild on it.

We start by validating your fit through the right local relationships and target accounts. Once the signal is there, we move into pilots, partnerships and closed deals.

Stage 01

Adaptation

+ Material reuse
  • Product understanding
  • Business understanding
  • Material review
  • Market analysis
  • Roadmap
Stage 02

Access

+ Local trust
  • Customer profile
  • Influence map
  • Focus lists
  • Insight gathering
  • Warm entry routes
Stage 03

Opportunities

+ Demand validation
  • Joint presales
  • Customer discovery with decision makers
  • Qualified opportunities
  • Pilot scenarios
  • Go / no-go decision
Stage 04

Scale

+ Business reuse
  • Team and processes
  • Metrics system
  • Brand promotion
  • Partnerships / communities
  • References
Growth 05

Region

+ New markets
  • Uzbekistan
  • Kyrgyzstan
  • Cross-market presales
  • Regional case studies
  • Transit connections
Growth 06

Partnership

+ Strategic contract
  • Local team
  • Regional brand
  • Partner ecosystem
  • Long-term contract
  • Regional autonomy

03— The cost of the decision

Two paths to the first deal.
The difference is2 months and KZT 28.5M.

−0
months to first sales
−0 M ₸
saved before scale
−0%
fixed cost before results

01/ Without Bridge

Independent market entry

5 mo · KZT 45.0M
Mo 1
10,0 M
Search + headhunter
Headhunter = KZT 7.5M + entity setup
Mo 2
19,0 M
Hiring + onboarding
Hiring mistake can cost up to 12 months
Mo 3
27,5 M
Work starts
One CM is not a C-level team
Mo 4
36,5 M
First presales
go / no-goKZT 36.5M already spent
Mo 5+
45,0 M
Scaling
Fixed cost grows without results
First sales · M5
vs

02/ With Bridge

With Bridge

3 mo · KZT 16.5M
Mo 1
5,5 M
Onboarding + adaptation
A reputable team from day one
Mo 2
11,0 M
Hypothesis validated
go / no-goKZT 11.0M spent
Mo 3
16,5 M
Presales -> scale
Co-owner mindset
First sales · M3
+2 monthsalready at scale

Bridge: fixed fee of KZT 5.5M/month for 3 months = KZT 16.5M, then a revenue-based Success Fee. DIY: headhunter KZT 7.5M + entity and tool setup KZT 2.5M + Country Manager KZT 5.0M/month + SDR + operations = KZT 8.75M/month. Total over 5 months is about KZT 45M. Central Asia market rates, 2026.

All figures are shown in Kazakhstani Tenge (KZT) for illustrative purposes only and do not constitute a public offer. Actual service fees are invoiced in accordance with the publishedtariffs.

04— Financial architecture

We becomeself-fundingpart of your company.

Once the revenue share covers the fixed fee, the fixed fee is dropped. We are motivated to sell high and for the long term — a partner's thinking, not a hired manager's.

Investment stage Fixed advance payments. Paying for the team infrastructure and the network in a new market.
Success Fee · % of revenue A share of local revenue. The incentive is to sell high and for the long term.
Strategic partnership Once the revenue share covers the fixed fee, the fixed fee is dropped — we work as part of your P&L.
Retainer · subscription Success fee · % of the result Partnership

Fig. 03 · Typical trajectory · Illustrative

05— Capital and corporate finance

Capital — from the first investor
tolisting.

We do not just introduce you to «investors in general». We design a funding architecture for your model, prepare materials of institutional quality and take the deal to money in the account — to corporate finance standards of the One Equity Partners (J.P. Morgan) level.

Discuss funding→
Scale · Valuation → Day 1 · First investor 01 · Structure Structure and taxes 02 · Debt Debt financing 03 · Equity Equity capital 04 · M&A M&A and deals 05 · IPO · KASE / AIX Listing Capital trajectory · Illustrative
How the work runs — from request to money in the account
01
Diagnostics
Capital needs, funding architecture
02
Materials
Memorandum, financial model, data room
03
Structure
Instrument, SPV / AIFC, legal wrapper
04
Fundraising
Talks with banks, funds and investors
05
Closing
The deal, money in the account, support
0+
investors on file
$0M
funding strategy
$0M
anchor investor closed
0+
M&A deals · $5–20M

Illustrative. Not investment or tax advice.

06— Market

KazakhstanoutpacesEurope
in Enterprise digitalisation.

Scroll right
Fact 01 / EGDI
0/ UN 2024

24th globally

In the e-government development index. Kazakhstan is ahead of many European countries in public-sector and G2B/B2B service digitization.

Fact 02 / IT export
$0BN · 2025

The market has matured

IT services export volume. The market has moved from domestic consumption to building global products and Enterprise software.

Fact 03 / Fintech
0%

Cashless payments

Kazakhstan's infrastructure and business environment are ready for sophisticated IT solutions: AI, HR tech, analytics and automation.

Fact 04 / Velocity
0MO · PoC

Fast pilots

An open ecosystem and limited legacy allow proof-of-concepts to launch within six months and integrate into Enterprise core systems.

Fact 05 / Tools
∅ 

No tool barriers

Open access to LinkedIn, Sales Navigator, Instagram, advanced AI tools and global advertising platforms.

Fact 06 / Demand
↑ 

Strong demand

Active demand for innovation in AI, HR tech, FinTech and Enterprise solutions, especially infrastructure products built for scale.

07— Preconditions for entry

Barriers exist.
Partnershipremovesthem.

+ Tailwinds

  • Strong demand for innovation in AI, HR, FinTech and Enterprise solutions
  • Open access to global tools: LinkedIn, Instagram, Sales Navigator and AI
  • A path to diversify business beyond the domestic market

— Friction and risk

  • Entering from scratch requires significant investment and time
  • High risk of mistakes in local hiring and value-proposition adaptation
  • No local brand awareness or trusted network

= Bridge advantage

  • Dedicated local BizDev team from day one
  • Hypothesis testing before major hiring and fixed costs
  • Reuse and localization of existing materials and cases

08— Evidence

Proven with
category leaders.

SAP, Microsoft, Salesforce, Yandex — our team has run Enterprise programs at that level. These are highlights from recent engagements.

Product spin-out · 2025–2026

Team came in with a strong internal tool for managing project economics. Over the engagement we packaged it into a box product, shaped positioning through hundreds of custdev meetings with CEO/CFO/CTO, and closed three enterprise contracts: QazCode (with licensing into Beeline), BTS Digital and BSB (National Bank of Kazakhstan).

Read the case→
0
enterprise contracts
Digital Compliance Assistant · Product build & scale · 2025—2026

Built from scratch — the first boxed compliance-process automation platform in Kazakhstan. From MVP and pilots with the Anti-Corruption Agency to 30+ paying enterprise clients across three segments: quasi-government (Kazatomprom, National Bank, EDB), commercial enterprise (Air Astana, FlyArystan, Toyota FS), and international (UZCARD). Kazakhstan trusted-software registry, ISO 37001, hundreds of millions KZT/year ARR.

Read the case→
0+
paying enterprise clients
Personalization Platform · Research-led GTM · 2023

Ran 60+ discovery interviews with C-level retail and e-com leaders to launch two new products — A/B Testing and Consulting. Organized an offline event for FinTech and banks where contracts were signed on the day of the event. First deals in 3 months, pipeline +50% to plan by year-end.

Read the case→
0+
discovery interviews
Resident acquisition · Base Camp Kazakhstan · 2026

Astana Hub needed technology companies to sign up as residents. We built the Base Camp Kazakhstan 2026 delegation: 204 owners and executives received a personal invitation, 58 people from 37 companies confirmed, 28 bought tickets. The delegation included Softline, 2GIS, VK Cloud, E-promo Group, Equio, RosKvartal. 20 companies requested residency; RosKvartal onboarded first.

Read the case→
0
companies in delegation
Metal bank cards · Korea to Kazakhstan · 2026

Cellfie Global makes metal bank cards. We run the company's entry into Kazakhstan: the bank perimeter is built, we open decision-maker access and carry the negotiations through to a first order. The program is live.

Read the case→
0
banks in perimeter
Digital factoring · Funding acquisition · 2026

Fin4B finances Kazakhstan businesses against receivables: factoring, contract financing, early payment on e-invoices. Eurasia Insurance covers the receivables and its rating sits above the sovereign — under National Bank rules such cover counts as hard liquid collateral. We run the funding-bank track: the pilot with Eurasian Bank is live, Bereke is next.

Read the case→
0+
financial institutions
All case studies→

09— Team

A dedicated team
from day one.

Alexey Timchenko
CCO Alexey Timchenko
CCO & Enterprise BizDev

17+ years with Gartner leaders

— GTM & BizDev architecture

Enterprise sales architect with SAP, Microsoft and Salesforce experience. Managed Enterprise account portfolios across EMEA and CIS.

Ivan Astakhov
CMO Ivan Astakhov
CMO & GTM

15 years in data-driven GTM

— Demand generation

Marketing and sales across CIS and EMEA. Launched 30+ Enterprise products through ABM methodology.

Asylbek Yesenov
CPO Asylbek Yesenov
CPO & Automatisation

15+ years in FinTech & Startup

— Operational scaling

Scaled companies from MVP to production. Business process automation in FinTech and Enterprise environments.

SAP · Microsoft · Salesforce · Anaplan · Yandex · Acer · UniCredit · DemirBank · Kameleoon · Manhattan · Creatio

10— Next step

Not to use
this asset in the markets
CA —means losing
capitalisation.

A 30-minute strategy session. We look at the product, assess readiness for the Central Asian market and sketch an entry hypothesis — no obligations.

  • 01 / AuditIntroduction and review of materials
  • 02 / AgreementContract · advance
  • 03 / StrategyLaunch as one team

We reply within 24 hours · NDA on request

Book a session→