Case Study: Knolskape
Building sustained enterprise pipeline and market insight across Southeast Asia
Client
Knolskape is a global experiential learning company that works with large enterprises to build leadership, sales, and behavioural capability using immersive learning programs and simulations. Their buyers are senior HR, L&D, and business leadership stakeholders within complex organisations.
Challenge
Knolskape was selling into enterprise HR and leadership buyers, where progress is rarely linear and outcomes cannot be judged by short-term volume alone.
The challenge had several dimensions:
Enterprise HR leaders are busy, risk-aware, and difficult to access, especially without strong brand pull
Buying cycles are long, requiring consistency over time, not bursts of activity
Market conditions were volatile, with HR priorities shifting due to restructures, cost pressure, and changing operating models
Success required a motion that could compound steadily, while also generating real insight into what HR leaders actually cared about.
Objectives
The engagement was designed to:
Build a repeatable flow of enterprise HR conversations across Singapore and Malaysia
Convert those conversations into qualified enterprise pipeline
Use live conversations to develop ground-truth insight into HR priorities, budgets, and buying behaviour
Success was defined by sustained deal making momentum, quality of engagement, and learning.
NO BS Approach
Ran a long-horizon Linkedin outbound motion tailored for enterprise HR and leadership buyers
Worked with Knolskape’s marketing team, who consistently hosted high-quality, well-attended events in Malaysia and Singapore
Used these events to create warm context and credibility, significantly improving follow-ups and conversation depth
Live dashboard of meetings, stakeholders, and follow-ups to prevent enterprise deals from stalling
Used ongoing conversations and event feedback to continuously refine messaging, sequencing, and prioritisation
This was not campaign-based execution. It was deliberate, sustained pipeline building, reinforced by strong field marketing.
Outcomes
117 enterprise meetings completed with HR leaders across Singapore and Malaysia
A steady upward trajectory of conversations over time, reflecting compounding impact
19 SQLs generated and 3 deals closed, with additional opportunities continuing to progress
Market Insight Gained
Beyond pipeline, the volume and consistency of conversations created a clear picture of what HR leaders were prioritising:
Leadership skills accounted for ~30% of active discussions
Enabling reorganisations made up ~17%, reflecting ongoing volatility
Service excellence emerged as a growing focus (~10%), particularly as GenAI reshaped service expectations
GenAI and digital skills (~9%) were often deprioritised within HR, shifting instead to transformation or tech teams
Young leader development (~9%) gained importance as hybrid work reduced on-the-job learning
Selling skills (~5%) increasingly sat with commercial leaders rather than HR
These insights directly informed how Knolskape prioritised conversations and shaped its messaging.
Why This Worked
Enterprise-appropriate pacing ensured momentum was maintained, not forced
Combining outbound with events created context and credibility, not cold starts
Consistency over time allowed results to compound, even amid market headwinds
Treating conversations as both pipeline and learning inputs sharpened focus and relevance
