VP Enterprise Sales, APAC

The Short Read 

Cerebrent Group companies have spent 11 years building software, products and design teams for enterprise clients, delivering outsourcing, product engineering, UX, DevOps and Digital services for a global clientele. We've delivered out of India, the US, the UK and Dubai. We have a Singapore entity, a Singapore address, and clients who already know our work.

What we don't have is a single person in Singapore whose job is to sell.

That's the role. You'd be the first commercial hire in the region (hopefully with your initiative, building up to a full sales and customer leadership team in the next few months), taking four things to market: our engineering and outsourcing practice, our UX practice, our transformation consulting practice, and avirat.ai, our platform for governed AI execution. The number is yours, and so is the P&L, and so are most of the decisions about what this business becomes here.

Worth saying plainly, because a lot of job ads blur it: this isn't a startup asking you to bet on whether the product works. It's a 11-year-old group choosing to start small in a new region, with one person. The one that matters. 

Who We Are

Cerebrent is a holding company for three operating businesses, with the first one founded 11 years ago, and work delivered in 16 countries for 100+ clients to date. 

Millipixels Interactive is the flagship. Product engineering, enterprise development, DevOps, and outsourced technology and design teams, including Global Capability Centre builds. Offices in Mohali and Rajasthan, in Texas and New York, in London, in DIFC Dubai, and at Marina Bay here in Singapore.

Clarient runs digital transformation consulting and technology outsourcing, grown out of the US practice.

Evantiv Digital Labs is the group's product company, incorporated in Singapore in June 2024. It's where avirat.ai lives, alongside a small portfolio of other enterprise products in the GRC & HCM Space. 

Client work to date includes Google, McKinsey & Company, BCG, Meta, Danone, McGraw-Hill Education, Eurofins and Worldly, formerly Higg. Almost all of it was sold and delivered outside APAC, which is precisely the gap we're filling now. 

A note about avirat.ai

avirat.ai is our platform for what we call governed execution: the layer that sits between an enterprise wanting to use AI and being able to prove what it actually did. This is what we're most excited about as our spearhead and a wedge to establish solid client relationships in the region. 

It does three things. Governance, meaning control over what AI is permitted to do, covering access, approvals and spend limits. Execution, meaning orchestration of agents, tools and workflows against real systems like CRM, ERP and service desks. And assurance, meaning audit trails and evidence of what happened and why.

It's built for regulated, process-heavy industries. Insurance, pharma and healthcare, financial services, manufacturing, construction. The buyer we're aiming at is the 500+ person enterprise that has run a few AI pilots, liked some of them, and can't get any of them into production because nobody can answer the governance questions. 

What you'd be selling 

Four distinct motions, and a fair bit of the judgement in this job is working out which one you're in:

1. Enterprise engineering and outsourcing. Multi-year, team-based, relationship-led. Slow to sell, slow to lose. This is where the group's proof sits.
2. UX and product design. Often the wedge. Smaller first deals, high strategic value, expands well. A core competence you can use to differentiate very quickly. 
3. Transformation consulting. Executive-level, scoped in phases, sold on outcomes rather than headcount. And we mean transformation when we say the word. Not optics, but real, delivered business value. 
4. avirat.ai. Early. First GTM motions are running now. Platform economics, a technical buyer sitting next to a business one, and a category with a lot of noise in it.

They compound, which is the genuinely interesting part. A governance conversation about avirat.ai routinely surfaces an integration problem the services business can solve, and a services engagement routinely surfaces the governance gap. Not many firms in this region can walk into a room with both. That's the argument you'd be making.

What's hard here

We'd rather you heard this now than worked it out in month four.

You're the first hire. There's no SDR, no local marketing engine, no regional CS team. Group marketing, pre-sales and delivery will back you and they're real, but year one pipeline is yours to build.

Our APAC logos are thin. The client proof is strong and it's mostly somewhere else, so early conversations will lean on your credibility at least as much as ours.

avirat.ai is early. It works, we're proud of it, and it hasn't been sold at scale yet. Your influence on the roadmap is real. A reference list you can lean on isn't there yet.

Governance cycles are long. Six to twelve months is normal for the buyers we want, so your first two quarters will look like relationships rather than revenue. The comp structure has to account for that, and we've said how below.

Team comes later. For the first stretch you carry the bag yourself. When the numbers justify headcount you make the case and we fund it. We're not going to promise you a team on a date we can't yet defend.

If any of that reads as a dealbreaker, it should, and better now than in October.

What own the region actually means 

Three things, written down rather than left as a slogan.

P&L ownership. The Evantiv Singapore P&L is yours. Pricing latitude inside agreed bands, a say in which deals we chase and which we walk away from, and a direct line to the Founder & CEO instead of a layer of regional management.

Uncapped commission. No cap, no accelerator cliff. We're flexible on the overall structure, but would ideally ensure you make the most money when the deals expand. Would love to discuss one on one. 

Equity. Meaningful ESOP, sized for a founding regional hire. We'll discuss it openly during the process, including strike, vesting, and what would actually trigger a liquidity event. 

One honest note on that last point. We're a 11-year-old group, not a venture-funded startup, and that changes the trade. The equity story here is more grounded and less lottery-like than what a Series B will wave at you. The business attached to it has been paying its own way for over a decade. It might change as we move forward with active investor interest already on the table with the kind of growth we've demonstrated. But then, we'll only ask you to count on it when we do. 

The first twelve months 

Months 1 & 2. Learn the four practices properly, including time spent sitting with delivery. Map the buyers you already know onto what we can now sell them. Agree the ICP and territory plan with the CEO and the other members on the Growth Team. 

Months 3 & 4. Live pipeline across at least two of the four motions. First alliance conversations with hyperscalers, ISVs, systems integrators and industry bodies. First named opportunities inside the avirat.ai ICP. 

Months 5 to 12. Close. Land the reference accounts that make year two easier. Build the case for what the region needs next, whether that's headcount, marketing spend or local delivery presence.

We'll agree the actual targets with you before you sign, not after. 

What we're looking for

• 10+ years selling enterprise technology services, software, or transformation and consulting work, with real quota history at enterprise deal sizes. Team leadership on its own won't cover it.
• A network in Singapore and Southeast Asia you can pick up the phone to. Buyers and partners who'd take your call this month. Honestly, this is the single biggest thing separating candidates for us.
• Experience across both technology services and products. Or a clear account of which one you've done, and how you'd get up the curve on the other.
• Regulated-buyer experience. Financial services, insurance, healthcare, pharma, manufacturing. You know what procurement, risk and compliance will ask, because in a governance sale they ask it first rather than last.
• You've worked without a safety net. A first hire, founding, or greenfield territory role. You know what it feels like when nothing is set up yet and nobody is coming to set it up for you. We're there to help and support, but then, it's all you. 
• Comfortable being the face of the group. Panels, roundtables, partner conversations, industry bodies. Not because we want an extrovert, but because in this region reputation tends to arrive before pipeline does.
• Eligible to work in Singapore, or able to be sponsored. Current ties to the Singapore and SEA market matter far more to us than where your passport was issued.
• On high energy, since everyone claims to want it: we mean you'd rather have eight real conversations this week than a finished deck by Friday.

This probably isn't your role if

• You need an established in-region brand to open doors for you. 
• You want a team to manage from day one. 
• Your last few roles have been inherited-territory renewals. 
• Or you need the product roadmap settled before you'll go and sell it.

How we work

• Our operating principle is that we're not a small company hoping to become a large one. We're a large company choosing to start small in a new market, and it shows up in how we decide things. 
• We don't treat process as the enemy of speed, but then we always want to strike a balance between the two.
• And then there are practical things – flexible work arrangements, insurance and other coverage, which we can discuss once you do decide to move the application forward.

Applying

• Send your CV and a short note answering one question. Which three organisations in Singapore or Southeast Asia would you call in your first week, and what would you say to them
• Four honest paragraphs will do more for you here than a cover letter. [Confidential Information]