Work in Progress — Training Materials
Elitez Group · Since 2010
Company Overview & Values
Foundation-level knowledge every Elitez leader must internalise — our vision, 3E3P values, regional footprint, and what makes us different.
Our Vision
"To Fulfil Human Potential Without Borders"
What "Fulfil Human Potential" Means
- Develop and nurture capabilities in every person we work with
- Identify hidden opportunities and maximise individual ability
- Deploy people according to their strengths
- Maintain economic productivity
- Accommodate for self-actualisation
What "Without Borders" Means
- Regardless of nationality, ethnicity, language, age, status, geography
- Tearing down walls, building bridges, establishing partnerships
- Start with ourselves: attitude, wisdom, skills, knowledge
- Breakthrough constantly — leadership, sales, service, innovation
The 3E3P Framework
Ethics
Principled approach. Strong adherence to legal, moral, social and community rules. Always err on the side of caution. Always act with integrity.
Excellence
Service Excellence — create wow factor, protect the brand, charge premium. Innovation Excellence — ask: is there a better way? People Excellence — do what is right, not popular.
Entrepreneurship
Create value + capture value. Understand client needs, solve problems, be flexible. Hold ownership & accountability — think like a business owner, not an employee. Take calculated risk.
Profit
Frontier of company growth and profits. Frame Entrepreneurial mindset to make profits sustainably and Ethically via strong service Excellence.
Progress
Retain majority of profits and reinvest for growth of teammates and business units. Focus on continued learning & development. (Since 2019, many individuals have experienced significant progress.)
Possibilities
Co-create new business units with the group. Explore regional career mobility. Acquire or co-invest in adjacent businesses. Profit contributions recognised with career and personal possibilities.
Group At a Glance
6,228
Total Placements
311,960
Payroll Processed
263,138
Outsource Headcount
14+
Years of Operation
5
Offices in SEA
6
Markets
40%
CAGR 2018–2024
2010
Founded
Company Journey
2010–2013 · FMCG Roots & Near Bankruptcy
Gained leadership in FMCG sector. In 2013, company faced near bankruptcy — an existential concern when over-reliant on 1 company/sector. This crisis drove the transformation into a wide-spectrum HR service company.
2014–2017 · Diversification & Leadership
Expansion plans created pathways for the leadership team. DHC joined EGC. Created JOIE and Adept Academy. Transformation into multi-service HR provider completed.
2017–2019 · Regional & BPO
Expanded overseas amid global tensions. Solidified presence across multiple industries with various services. Started BPO services in Singapore.
2020–2022 · COVID Pivot & Cluster 2
COVID Pandemic. Shifted focus to 5 new sectors. Continued hiring and growth strategies throughout. Acquired JonDavidson. Started groundwork for Cluster 2 (with ESPL). Reignited regional expansion in 2022.
2023–2024 · MOUs, Tech & AI
Key MOUs & Partnerships with government institutions. Groundwork for career guidance services. Enhanced regional collaboration framework. Investment in Hey Rocket and QHunter.
2025 & Beyond
ElitezAI agentic workflows. WSG WDG (JR+) programme. HQBD specialisation transformation. Offshore team scale-up. Regional co-invest and co-create with BULs.
Full Group Entity Directory
View all Elitez group entities and descriptions
| Entity / Service | Description |
|---|---|
| Elitez (Core) | Established since 2010. Recruitment Services, BPO, Outsource Manpower Management, HR Shared Services. 40% CAGR 2018–2024. |
| DHC | HR Shared Services Specialist — HR administration and employer liability management. Among 9 prestigious EAs handpicked by MOM for Human Capital Partnership. Specialises in Engineering, Healthcare & Government. |
| JonDavidson | Regional outplacement and career transition firm. Helps clients with change management while protecting and strengthening organisation image. |
| Adept Academy | SSG-Approved Training Academy. Training in PWM (Progressive Wage Model), ESG, and HR. Eligible for direct subsidies up to 70% from SSG. Partners with IHRP & Singapore Polytechnic. |
| Elitez Security | Licensed 24/7 unarmed security services for events, residential, and commercial. Executes red-teaming and penetration exercises for security audits. |
| Specialised Recruitment EA | 15 years of consolidated research and market map intel. Specialises in financial services, ESG. In-house psychometric testing and coaching. |
| JOIE | Turnkey staffing for F&B, Healthcare & Hospitality. Quick turnaround for working youths aged 16–23. Instant-Pay Solutions. |
| FMCG / Events | Leading FMCG in-store merchandiser-promoter agency in Singapore. Deploys and manages 350 FMCG manpower island-wide. |
| Specialised IT/Education EA | Recruitment for IT, Education and Renewables sectors. Experienced in global talent search and mobility. |
| Vector Sky Defence | Aviation and defence solutions for government and enterprise clients. |
| ElitezAI | Agentic AI Workflows for Southeast Asian SMEs. Automating recruitment ops, document processing, client communications. |
Full Service Capabilities
Recruitment & Staffing
- Permanent recruitment and placement — access to broader network
- Contract staffing and part-time manpower — immediate talent demand
- RPO — improve recruitment competitiveness
Learning & Development
- SSG-Approved Training Academy (Adept Academy)
- PWM, ESG, HR — up to 70% SSG subsidy
- Partner with IHRP & Singapore Polytechnic for co-created courses
Outsourcing & BPO
- HR Shared Services (HRSS) — streamline process, increase productivity
- Payroll outsourcing — manage costs, maintain quality
- BPO — better focus on core business objectives
Regional Services
- EOR — expand into different regions effortlessly
- Regional talent insights and market intelligence
- Compliance and risk management across SEA labour laws
2024 New Expertise
- Aviation — AME, ATC, flight ops, safety inspectors, airport services
- EV & Renewable energy — engineers, analysts, project managers
- ESG — sustainability managers, environmental consultants, CSR
- Automotive — engineers, technicians, designers, service managers
Technology
- ElitezAI agentic workflows for internal ops and client automation
- Investment in QHunter (sourcing tech) and Hey Rocket
- Data Protection Trustmark (DPTM) certified
- Cyber Essentials Mark — good cyber hygiene certified
Strategic Partners & Accreditations
Quality & Governance Certifications
- ISO 9001:2015 — Quality management; customer focus, continual improvement
- ISO 14001:2015 — Environmental management responsibilities
- Data Protection Trustmark (DPTM) — PDPA compliance; visible trust indicator
- Cyber Essentials Mark — Good cyber hygiene practices certified
- BizSafe Level 3 — Workplace safety management
- EcoVadis Silver Award 2023 — Business sustainability rating (working towards Gold)
Government & Industry Partnerships
- MOM Human Capital Partnership — 1 of only 9 EA firms selected
- SSG-Approved Training Provider — Up to 70% training subsidies
- IHRP & Singapore Polytechnic — Co-create professional development courses
- Carbon Pricing Leadership Coalition (CPLC) Singapore — joined Aug 2022
- UN Global Compact — Pledged to 10 Principals of UNGC
- Progressive Wage Mark Plus — Recognised employer
Strategic Partners — Full Detail (WSG, IHRP, SP, ITE, FDAWU, Matcha Initiative)
Workforce Singapore (WSG)
FIRST and ONLY EA approved as a direct PROGRAM PARTNER of WSG to provide employment rebates to hiring companies via Career Conversion Program (CCP).
Institute for Human Resource Professionals (IHRP)
1 of 3 prestigious agencies appointed as placement partner. MOU for IHRP credentialling/skills badging system. One of three exclusive recruitment partners.
Singapore Polytechnic
Board adviser to SP business faculty. MOU to co-create and co-brand WSQ HR courses. Placement partner for SCTP graduates. Co-creating WSQ HR courses, bridging industry needs.
ITE College Central
Adviser & Chairman of Technical Committee for WS-Diploma curriculum. MOU as Placement partner for WS-Dip graduates. Serving on ITE Work Study Technical Committee.
FDAWU (Food, Drinks & Allied Workers Union)
Elitez Group's MOU with FDAWU establishes a Company Training Committee (CTC) to drive workforce transformation and enhance training outcomes, benefiting both employees and the business.
NTUC-CTC & Matcha Initiative
Special mentions by DPM Heng in 2024 budget day speech. MOM awarded Special Economic Priorities +10 points for Compass Framework. Sustainability masterclasses via Matcha Initiative partnership.
Our Leaders
Derrick Teo
Chief Executive Officer
IDA Scholarship awardee of 2005. Declined the award to embark on entrepreneurship. Founded Elitez in 2010.
IDA Scholarship awardee of 2005. Declined the award to embark on entrepreneurship. Founded Elitez in 2010.
Wayne Chen
Executive Director / CHRO
Dedicated Community Leader (BNI & Lions' Club). Seasoned entrepreneur since 2003.
Dedicated Community Leader (BNI & Lions' Club). Seasoned entrepreneur since 2003.
Yvonne Tan
Group Director
16+ years in recruitment. Founded DHC, a Human Capital Partner of Ministry of Manpower.
16+ years in recruitment. Founded DHC, a Human Capital Partner of Ministry of Manpower.
Lin Rong Jie
Chief Finance Officer / COO
Wilmar Scholar. SMU Graduate in Finance with Magna Cum Laude.
Wilmar Scholar. SMU Graduate in Finance with Magna Cum Laude.
Subsidiary Structure & Persons-In-Charge
View full subsidiary structure with named leaders
| Category | Entity | PIC / Leader |
|---|---|---|
| Recruitment Agencies (SG HQ) | Dynamic Human Capital | Yvonne Tan |
| Elitez & Associates | Jackson Lim / Kelly Koh | |
| JonDavidson | Desmond Ong | |
| Hey Rocket | Jensen Lim / Sean Chi | |
| Staffing Agencies | Elitez FMCG | Eevann Seah |
| JOIE | Damien Tan | |
| HR Services | Adept Academy | Tommy Tan |
| HR Services | Elitez Pte Ltd | Derrick Teo |
| Regional | Vietnam: Elitez VN Asia | Wayne Chen |
| Thailand: Q Hunter / Q Elitez | Jackson Lim / Arm (Jakkraphan) / Prince (Kittichet) / Billy (Pittawat) | |
| Indonesia: Elitez Asia | Yvonne Tan / Adam Tirta | |
| Malaysia: AP EGC | Lin Rongjie | |
| South India: Elitez India | KJ Naveen | |
| Cluster 2 / IFM | Elitez Security | Ben Ng / Yeoh Ser How |
| AB Associates | Andy Lim (AB) | |
| Altez | Don Lee |
Full Industry Expertise (15+ sectors with specific roles)
FMCG
Trade shows, brand activations, promotional campaigns
Retail
Store Manager, sales associates, merchandiser, retail buyer, inventory
MICE
Event manager, coordinator, exhibition sales, operations manager, event marketing
F&B
Front desk management, guest services, chefs, admin support
Hospitality
Corporate and hospitality settings support
Government Service
Civil service administrator, planner, compliance officer
IT
Software developer, network administrator, cybersecurity, IT support services
Healthcare / Geriatrics
Medical doctor, registered nurse, laboratory technician, pharmacist, admin
Logistics
Supply Chain, Warehouse Supervisor, Logistics Coordinator, Inventory Control, Transporters
Security Service
Security officer, cybersecurity analyst, surveillance technician
Green Energy
Renewable energy engineer, analyst, technician, project managers
Sustainability
Sustainability manager, environmental consultant, CSR specialist, ESG analyst
Banking & Finance
Fintech, investment banking, corporate banking, insurance, asset management
Engineering & Construction
Civil engineer, structural, project manager, quantity surveyor, mechanical engineer
Automotives
Automotive engineer, vehicle technician, inspector, designer, service manager
Aviation (2024 New)
Aircraft maintenance engineer, air traffic controller, flight operations officer, aviation safety inspector, airport services
Regional Office Addresses
Elitez HQ (Singapore)
2 Kallang Ave, CT Hub, #03-08
Singapore 339407
Singapore 339407
Elitez Malaysia
Worq TTDI Suite 17, #3A-01A
GLO Damansara, No.699, Jalan Damansara
Kuala Lumpur, 60000
GLO Damansara, No.699, Jalan Damansara
Kuala Lumpur, 60000
Elitez Thailand
408/52 Phahonyothin Place Building,
12th Floor Samsen Nai, Phaya Thai,
Bangkok 10400
12th Floor Samsen Nai, Phaya Thai,
Bangkok 10400
Elitez Vietnam
4th Floor, 25A Nguyễn Bỉnh Khiêm Street,
Bến Nghé Ward, Dist 1, Ho Chi Minh City
Bến Nghé Ward, Dist 1, Ho Chi Minh City
Elit Indonesia Grup
Luminary Tower, 63rd Floor
Thamrin Nine Complex, Jl. MH Thamrin No.10,
Jakarta 10230
Thamrin Nine Complex, Jl. MH Thamrin No.10,
Jakarta 10230
Elitez Cluster 1 — 4 Main Engines
Business Development
Hunter-led client acquisition. 3–10 new clients per quarter per hunter. HQBD 4-quadrant specialisation (90/360/270/180).
Training & Academy
Adept Academy, internal upskilling, WSG-funded training, IHRP partnerships, PWM and ESG courses.
Regional Expansion
Offshore teams (East Malaysia WFH), regional co-broke, country BU build-out, EOR services.
Technology & AI
ElitezAI agentic workflows, QHunter sourcing tech, Hey Rocket investment, DPTM-certified data practices.
People Development
Leadership Progression & Career Tracks
Every Elitez leader follows a defined progression path. Below are the two main tracks — Sales Leader and Fulfilment Specialist — with titles, expectations, and salary benchmarks.
Sales Leadership Track
BDE / RC
Entry · comms-driven
→
Trial Leader
Proving stage
→
Asst Manager
20–30% overriding
→
Manager
30–40% overriding
→
Senior Manager
10–18% NP share
→
Asst Director
10–20% NP share
→
Senior Director
10–25% + 5% BUL
→
Director
10–22% + 5% BUL
Progression Pathway — Stage-by-Stage Detail (BDE → Asst BUL)
BDE / Senior BDE
- Average for Derrick's team: $11,500 in 2022
- Expected performance: Tier 2 for 9 months to start Trial Leadership
- Must display alignment to team goals, desire progress, display good leadership potential
Trial Leader
- No overriding yet. Must clear trial criteria.
- Special stabilisation incentive available
- Toughest phase to clear in entire career
- Whole-of-team effort put together to aid trial leaders
- Clearance criteria: (1) Recruit 2 BDE/RC with combined GP $15k/mth for 3 running months; (2) Both BDE/RC display proficiency, good attitude, ability; (3) Continue personal GP at Tier 2
Assistant Manager
- Stabilise team of 3–4 BDE/RC. Overriding 20%.
- Specialised support available. Stabilisation incentive.
- Should lead by example: perform Tier 2 GP
- Can tap onto team building allowance
- To become full Manager: (1) Stabilise 5 BDE/RC at avg $10k GP; (2) At least 4 BDE/RCs confirmed; (3) Continue personal GP at Tier 2
Manager
- Stabilise 5–8 BDE/RC. Overriding 30%.
- Specialised support available. Expected to groom BDE/RC to become AM.
- Should lead by example: perform Tier 2 GP
Senior Manager / Asst BUL
- Profit sharing scheme (TBC). Added budget for marketing expenses.
- Employee share options program. Internal Entrepreneurship program.
- Assist BU Leader for co-creation of new/supplementary services.
Junior Leader Performance & Structural Goals (Official)
| Requirement | Trial Leader | Asst Manager | Manager | Senior Manager | Notes |
|---|---|---|---|---|---|
| Team Size | TBD | 3–8 | 6–14 | 10–20 | Leadership ratio must be 1:3 (AM and above) |
| # of Managers | N/A | N/A | N/A | 1–2 | |
| # of AMs | N/A | N/A | 2 max | 1–2 max | Too many leaders = inefficiency/"fatness" |
| Expected Avg GP/pax | $14,000 | $14,000 | $14,000 | $14,000 | Including leader; excluding probation. Ops Mgr: each OE does 550–700 man-days. |
| Salary Range (base + allowance) | SBDE/RC level | $3,700–$4,800 | $4,500–$6,400 | $5,000–$9,000 | |
| Overriding | N/A | 20–30% | 30–40% | 30–40% | Override on Executive level; AM level gets incremental value from M/SM |
| Annual Rewards | $3k–$6k | $3k–$6k | $3k–$6k | $3k–$6k | For L2.5–L3 |
AM Scheme Details — overriding, incentives, criteria
- Salary range $3,700–$4,800. Expected to stabilise team of ≥3 BDE/RC, each avg GP $10k.
- Overriding: 20% of all BDE/RC commissions, capped at Tier 3 per individual BDE/RC.
- To qualify for overriding each month: personal GP ≥$12k (if $8k–$11,999, overriding halved); best 2 BDE/RC must each clear Tier 1.
- Overriding Booster (+10%): when 3 BDE/RCs hit Tier 1 in a single month (team must have no more than 2 underperforming).
- New BDE/RC Stabilisation Incentive: if new hire generates $20k GP in first 3 months = AM gets $1,200; in 4 months = $600. Cannot be shared directly with the new BDE/RC.
- Commission illustration: Personal GP $15,000 = $1,750 + 4× BDE/RC T2 = $1,120 → Total $2,870.
- Trial Leadership criteria: Personal GP >$15k for 6 months or Tier 2 ($12k) for 9 months (plus intangible criteria).
Manager Scheme Details — overriding, groom AM, $1,888 incentive
- Salary range $4,500–$6,400. Expected to stabilise team of 5–8 BDE/RCs.
- Overriding increased to 30%. Overriding Booster (+10%) when 5 BDE/RCs hit Tier 1.
- Expected to groom ≥1 AM every 12 months.
- $1,888 AM Team Incentive: For Managers only (not SM+): upon each AM sub-team stabilising for 3 consecutive months (AM Tier 2, BDE/RC avg $10k), Manager receives one-off $1,888 cash. Manager must still have ≥3 other BDE/RC performing Tier 1.
- This compensates for the effort of building an AM team and the associated reduction in overriding.
- Progression to Senior Manager: overriding scheme replaced by profit-sharing scheme.
- Team building expense claims available. Can propose modifications to quarterly incentives.
Senior Leadership — BUL Performance & Structural Goals (Official)
| Specification | Senior Manager | Asst Director | Director | Senior Director | Notes |
|---|---|---|---|---|---|
| Team Size | 10–20 | 16–30 | 20–40 | 35–60 | Leadership ratio (AM+) must be within 1:3 |
| # of SM/M | Max 2 managers | Max 2 managers; no SM | Up to 4 managers (cap 2 SM) | Up to 7 | Too many leaders = inefficiencies/"fatness" |
| Expected Avg GP/pax | $14,000 | $13,500 | $13,000 | $12,000 | Including Director/SM; excluding probation staff |
| Salary Range (base + allowance) | $5k–$9k | $7.5k–$11k | $8k–$14k | $10k–$18k | |
| Personal Monthly GP Target | $10k–$18k | $14k–$21k | $15k–$27k | $18.5k–$33.5k | Revised scheme. No tier bonus; 20% comms after clearance. |
| NP Sharing Range | Overriding or 10–18% | 10–20% (no BUL) | 10–22% (no BUL) | 10–25% (no BUL) | Fixed cost $2k–$2.4k/pax/month |
| Annual Profit Share (illustrative) | NP $0.4M–$0.8M → $42k–$117k | NP $0.75M–$1.2M → $107k–$196k | NP $1M–$1.5M → $152k–$262k | NP $1.5M–$2.4M → $262k–$480k |
Asst Director (AD) — Band 1/2/3 Details
| Spec | AD Band 1 | AD Band 2 | AD Band 3 | Notes |
|---|---|---|---|---|
| Team Size | 15–22 pax | 18–26 pax | 22–30 pax | Leadership ratio 1:3 (AM+) |
| Expected GP/pax | $13,500 | $13,500 | $13,500 | Crucial for standard of living & profitability |
| Salary Range | $7,500–$9,000 | $8,500–$10,500 | $9,500–$11,500 | Each band = 1–3 years average progress |
| Personal GP Target | $18k/month | $19k/month | $20k/month | No tier bonus; 20% comms after clearance |
| NP Sharing | 10–20% | 10–20% | 10–20% | |
| Annual Team GP (at $12k avg) | 18 pax = $2.59M | 22 pax = $3.17M | 26 pax = $3.74M | Critical baseline $12k |
| Annual PS (at NP 27.5%) | NP $712k → PS $100k | NP $872k → PS $130k | NP $1.03M → PS $160k |
Senior Manager (SM) — Band 1/2/3 Details
| Spec | SM Band 1 | SM Band 2 | SM Band 3 | Notes |
|---|---|---|---|---|
| Team Size | 10–13 pax (min 8 to start) | 12–16 pax | 15–20 pax | Leadership ratio 1:3 |
| Expected GP/pax | $14,000 | $14,000 | $13,500 | |
| Salary Range | $5,000–$6,500 | $6,200–$7,700 | $7,500–$9,000 | Each band = 1–3 years avg progress |
| Personal GP Target | $10k–$12.5k | $12k–$14.5k | $14k–$18k | No tier bonus; 20% comms after clearance |
| NP Sharing | 10–18% | 10–18% | 10–18% | |
| Annual Team GP (at $12k avg) | 11 pax = $1.58M | 14 pax = $2.02M | 18 pax = $2.59M | Critical baseline $12k |
| Annual PS (at NP 27.5%) | NP $435k → PS $52k | NP $555k → PS $72k | NP $712k → PS $100k |
Once at SM level for >12 months with minimum 8 pax, senior leader can work with Derrick/Yvonne/Wayne to convert to Business Unit Leader scheme: reduced personal tier target, modified personal comms scheme, introduction of profit-sharing scheme, and flexibility to build an offshore support team.
Self-Checklist for Progression (All Ranks Including Directors)
Have my team (including myself) achieved average $10k–$14k GP for past 9–12 months?
Am I a billing manager / director?
Have my team achieved the median structure size for my current title?
Is my team leadership structure considered lean? (ratio 1:3 or better)
Are my downline leaders stable in their structure measurement, or am I carrying too much weight on myself?
Director / SD Profit Sharing With BUL Structure
When a Director/SD has Business Unit Leaders (AD and/or SM) under them:
• They receive 5% royalties of the BUL's Net Profit (instead of 10–25%) for that BUL's segment.
• Reason: BULs are already capable of managing their team, requiring less attention from D/SD.
• For the non-BUL segment, D/SD still receives 10–25% profit sharing as normal.
• In return, D/SD with BULs in their structure are regarded as significant contributors to building Elitez Group and receive a higher proportion of stock options (ESOP).
• They receive 5% royalties of the BUL's Net Profit (instead of 10–25%) for that BUL's segment.
• Reason: BULs are already capable of managing their team, requiring less attention from D/SD.
• For the non-BUL segment, D/SD still receives 10–25% profit sharing as normal.
• In return, D/SD with BULs in their structure are regarded as significant contributors to building Elitez Group and receive a higher proportion of stock options (ESOP).
CSM (Chief of Staff / Deputy) Scheme
CSM Role & Compensation
- Not required to build a team directly under them
- 2.5%–5% profit sharing of the whole BU team (~¼ of BU leader). BU leader covers half this dollar value from their own PS component.
- Allowance: $250–$1,000/month (2024: $250–$500)
- Dotted report line to Top Management
- Works closely with other CSMs to enhance Group's fulfilment rate (perm and temps)
- Only applicable when SM/Director team size exceeds 12 pax AND approved by top management
CSM Eligibility & Titles
- Recommended by your SM, approved by Derrick/Wayne
- Team size must qualify; may go through 3-month trial first
- Recommended titles: Deputy, Team Manager, Chief of Staff, People & Process Manager
- Warning: If team structure is excessively top-heavy (e.g., 1 Director + 1 SM managing only 20 pax), CSM not applicable — one SM may convert to CSM pay grade instead
Asst BU Leader Qualifying Scheme (2026)
Criteria for Progression to Asst BUL
Salary range $5,000–$9,000. Same rank as SM. Goal: establish team of ≥7 pax by Dec 2026 (each performing T1–T1.5).
Technical: Shown personal excellence in GP. Stable client relations. Strong BD ability. Proven patience to coach junior staff. Clear niche positioning vs competitors.
Alignment: Understands 3E3P and puts it into effect. Can articulate own growth path with the company.
Credibility: Exceptional support for BUL team goals. Good personal credit score (company may do checks). Good standing in group. Has internal leadership capital to lead BU in BUL's absence.
Technical: Shown personal excellence in GP. Stable client relations. Strong BD ability. Proven patience to coach junior staff. Clear niche positioning vs competitors.
Alignment: Understands 3E3P and puts it into effect. Can articulate own growth path with the company.
Credibility: Exceptional support for BUL team goals. Good personal credit score (company may do checks). Good standing in group. Has internal leadership capital to lead BU in BUL's absence.
Asst BUL Scheme Benefits — NP Sharing Tiers & ESOP
Net Profit Sharing (Asst BUL)
Tier 1: $50k–$150k NP/year = 3.5% PS (from 1st dollar)
Tier 2: $150k–$300k NP/year = 5.5% PS
Tier 3: $300k–$600k NP/year = 7.5% PS
Tier 4: >$600k NP/year = 10% PS
Tier 2: $150k–$300k NP/year = 5.5% PS
Tier 3: $300k–$600k NP/year = 7.5% PS
Tier 4: >$600k NP/year = 10% PS
Other Key Points
• Automatic ESOP enrollment and guaranteed allotments
• Profit Sharing: 50% from BU leader's own PS, 50% from BU's P&L
• Growth bonus: if stabilise 4 new BDE in same year, get 1.5 months bonus
• Profit Sharing: 50% from BU leader's own PS, 50% from BU's P&L
• Growth bonus: if stabilise 4 new BDE in same year, get 1.5 months bonus
New Revenue Stream (TBC)
Details to be confirmed. Co-creation of new/supplementary services with the BU Leader.
BU-Level HR Policy Differences
View HR policy comparison (HQ BD vs DHC vs E&A)
| Specification | Elitez HQ BD | DHC | E&A | Notes |
|---|---|---|---|---|
| Contract type | Contract | Permanent | Contract | |
| Salary date | 7th of subsequent month | End of month | 7th of subsequent month | |
| Annual Leave (BDE/RC) | 7 days (+3/yr to 14 max) | 14 days | 14 days | For manager+ check with HR |
| Leave carry forward | 30%; expires March | 5 days; no expiry | ? | |
| Notice Period | 2 months | 1–2 weeks | ? | |
| Authorised signatory (sales contracts) | Senior Managers | Managers | Jackson, Kelly | HR not allowed to proceed unless contracts vetted by sales leaders |
| Withholding deduction | Deduct from Derrick & SM salary | ? | Deduct from Jackson or Kelly salary |
Fulfilment Specialist Track
Specialist
Researcher / Ops Exec
→
Senior Specialist
Deputy BUL / CSM
→
Principal Specialist
Ops Manager / CoS
Title Equivalents (Official)
BDE = Recruitment Consultant / Recruiter / Sales Executive / Account Management Executive
Trial Leader = Assistant Team Leader
Asst Manager = Team Leader / Recruitment Manager / Assistant Consulting Manager
Manager = Business Development Manager
Specialist = Researcher / Fulfilment Executive / Operations Executive
Senior Specialist = Senior Researcher / Senior Consultant / Senior Ops Executive / Deputy BU Leader / CSM
Principal Specialist = Principal Consultant / Operations Manager / Chief of Staff
Trial Leader = Assistant Team Leader
Asst Manager = Team Leader / Recruitment Manager / Assistant Consulting Manager
Manager = Business Development Manager
Specialist = Researcher / Fulfilment Executive / Operations Executive
Senior Specialist = Senior Researcher / Senior Consultant / Senior Ops Executive / Deputy BU Leader / CSM
Principal Specialist = Principal Consultant / Operations Manager / Chief of Staff
Specialist Track — Stage-by-Stage Detail
BDE / Senior BDE
Expected performance; stable and proven track record in subject matter/service specialisation. Must display strong capabilities to help company deepen its relevant expertise.
Specialist
Plays execution role in manpower projects. Expected to fully account-manage clients and manpower. May take charge of operational members in delivery team. Aid profit margin improvement at project level.
Senior Specialist / CSM
Advisory and delivery role in project tenders. Aid research and strategize on service enhancement, competitor analysis. Identify gaps and opportunities. Propose business plans to management. CSM role available.
Principal Specialist / Chief of Staff
Strategic and advisory role to co-create new BU within the Group. May take on regional roles to aid expansion plans. Employee Share Options Program. Chief Of Staff: take charge of other CSMs. Future progression to Ops Director.
Rewards & Incentives
Compensation & Profit Sharing
How Elitez rewards performance — from commission philosophy at the BDE level to profit-sharing tiers at Director. Understand the formula before you manage a team.
Core Commission Philosophy
As a high-performance sales leader, the majority of your total gross package must come from variable components — not base salary. This is the mindset you must hire for and model yourself.
Commission Philosophy by Role
| Role | % from Variable | What to Ask in Interview |
|---|---|---|
| BDE / RC | High (50–70%+) | "As an aggressive and capable salesperson, how much of your total package should come from commissions?" |
| Manager & Above | Significant (40%+) | "We don't believe in hiring managerial managers. All managers bill. How much of your package should come from non-basic components combined?" |
| BUL / Senior Leader | Majority from NP share + overriding | Move from LT (low ticket) to MT (medium ticket) = the key income lever |
Overriding Commission (Junior Leaders)
Assistant Manager — 20% Overriding
Earns 20% of the team's GP contribution above threshold. Designed to reward early-stage team builders while still billing personally.
Manager — 30% Overriding
Earns 30% of team GP above threshold. Higher rate rewards proven team leaders. Must maintain personal Tier 2+ billing to qualify.
Senior Leader Profit Sharing Tiers
Senior Manager (SM)
10%
of BU Net Profit. No BUL royalty at this tier.
Asst Director (AD)
15%
of BU Net Profit. No BUL royalty at this tier.
Senior Director (SD)
18%
of BU NP + 5% royalty if you are also a BUL managing a Business Unit.
Director (D)
22%
of BU NP + 5% royalty if you are also a BUL. Highest tier in the group.
Profit Sharing Formula Notes
- NP = Net Profit of your Business Unit after all costs
- BUL Royalty (5%) applies to D and SD only when they operate a Business Unit
- Profit sharing is reviewed quarterly; paid based on confirmed NP figures
- Personal GP must stay at Tier 2+ ($12k+) to remain qualifying at senior levels
Unlimited Annual Leave (ULAL)
Eligibility Requirement
Achieve Tier 1–2 consistently for 6 consecutive months. Once earned, the employee is no longer bound by a fixed leave entitlement. Reflects Elitez's trust-based, results-driven culture.
Net Profit Sharing — Full Tier Breakdown
| Tier | Annual Net Profit Range | PS Rate | SM Cap | AD Cap | SD Cap |
|---|---|---|---|---|---|
| Tier 1 | $100k – $250k / year | 10% (from 1st dollar) | 10% | 10% | 10% |
| Tier 2 | $250k – $500k / year | 15% | 15% | 15% | 15% |
| Tier 3 | $500k – $1M / year | 18% | 18% (cap) | 20% (cap) | 20% (cap) |
| Tier 4 | >$1M / year | 22% | 18% (cap) | 20% (cap) | 25% (cap) |
How Net Profit is Calculated
NP = Gross Profit minus all of:
• Senior leader's salary and statutory obligations (inc. WICA)
• Team salaries, incentives, commissions, overriding, WICA, annual benefits, awards
• $2,000 overhead/employee/month (2024 onwards: revised to $1,900–$2,400)
• Unapproved unilateral expenses = charged at 2.5× cost (e.g. non-approved staff hire, non-approved trips/entertainment, non-approved portals — always get written/WhatsApp approval from top management)
Eligibility requirements:
• Personal GP ≥ $120,000/year (management may discount PS proportionally if short)
• Team structure meets company expectations (management may discount if short)
• Minimum $100,000 NP from the team
• Senior leader's salary and statutory obligations (inc. WICA)
• Team salaries, incentives, commissions, overriding, WICA, annual benefits, awards
• $2,000 overhead/employee/month (2024 onwards: revised to $1,900–$2,400)
• Unapproved unilateral expenses = charged at 2.5× cost (e.g. non-approved staff hire, non-approved trips/entertainment, non-approved portals — always get written/WhatsApp approval from top management)
Eligibility requirements:
• Personal GP ≥ $120,000/year (management may discount PS proportionally if short)
• Team structure meets company expectations (management may discount if short)
• Minimum $100,000 NP from the team
Salary vs Target Reference Guide (Do Not Deviate)
Full Salary Grade Chart — BDE/RC to AM2 (2024 rates)
| Grade | Salary Range | Fixed | Median | T0.75 GP | T1 GP | T1.5 GP | T2 GP | T3 GP | Median Multiple |
|---|---|---|---|---|---|---|---|---|---|
| BDE, RC | $2,500–$3,200 | $200 | $2,850 | $6,000 | $8,000 | $10,000 | $12,000 | $18,000 | 2.11–2.81 |
| BDE, RC+ | $2,700–$3,400 | $200 | $3,050 | $6,375 | $8,500 | $10,500 | $12,500 | $18,500 | 2.09–2.79 |
| Snr BDE 1, Snr RC 1 | $2,900–$3,600 | $200 | $3,250 | $6,750 | $9,000 | $11,000 | $13,000 | $19,000 | 2.08–2.77 |
| Snr BDE 1, Snr RC 1+ | $3,100–$3,800 | $200 | $3,450 | $7,125 | $9,500 | $11,500 | $13,500 | $19,500 | 2.07–2.75 |
| Snr BDE 2, Snr RC 2 | $3,300–$4,000 | $300 | $3,650 | $7,500 | $10,000 | $12,000 | $14,000 | $20,000 | 2.05–2.74 |
| Snr BDE 2, Snr RC 2+ | $3,500–$4,200 | $300 | $3,850 | $7,875 | $10,500 | $12,500 | $14,500 | $20,500 | 2.03–2.73 |
| AM 1 / Principal Con 1 | $3,700–$4,400 | $600 | $4,050 | $8,250 | $11,000 | $13,000 | $15,000 | $21,000 | 2.04–2.72 |
| AM 1 / Principal Con 1+ | $3,900–$4,600 | $600 | $4,250 | $8,625 | $11,500 | $13,500 | $15,500 | $21,500 | 2.03–2.71 |
| AM 2 / Principal Con 2 | $4,100–$4,800 | $800 | $4,450 | $9,000 | $12,000 | $14,000 | $16,000 | $22,000 | 2.02–2.70 |
| AM 2 / Principal Con 2+ | $4,300–$5,000 | $800 | $4,650 | $9,375 | $12,500 | $14,500 | $16,500 | $22,500 | 2.02–2.69 |
Toggle Median Formula: 0=0% ($0) · 1=14.29% ($100) · 2=28.57% ($200) · 3=42.86% ($300) · 3.5=50% ($350) · 4=57.14% ($400) · 5=71.43% ($500) · 6=85.71% ($600) · 7=100% ($700). Each rank has a spread of $0–$700. Your allowable decision is between 0%–57.14%, or $0–$400 from lower range.
Salary Reference Rules — Offer, Confirmation, Adjustments, Increments
Offer Salary (Newbie)
- Do not offer more than $50 above the median
- If need to offer $51+ above median, jump to the "+" category
- Upon jumping 1 category, ensure you offer between $0–$400 from the lower range
Confirmation Adjustment
- For confirmation increment, it is MANDATORY to increase the tier target
- Example: increase $200, all tiers increase $500
- Exceptional cases: may allow $50–$150 increment without tier increase if probation salary is $50 below median
- Please clarify before work commencement
Key Considerations
- The "+" category is clearly defined in 2024 for better clarity amongst leaders on GP targets
- Each rank has a spread of $0–$700
- Your allowable decision is between 0%–57.14%, or $0–$400 from lower range
Annual Adjustments (Stable = 6/9 months)
- A: Tier 1 stable → $200 increment, all tier up by $500, no rank promotion
- B: Tier 2 stable → $400 increment, all tier up by $1,000, one rank promotion, consider leadership
- C: Tier 3 stable → $600–$800 increment, all tier up by $1,500–$2,000, 1–2 rank promotion, consider leadership
Increment vs Tier Target Analysis
- All BDE/RC must start from a multiple of 2.75 to 3×
- Increments are tagged with a 2.5× multiple
- With each increment, the salary multiple will decrease by 0.02–0.05, implying easier pathway to achieve new targets (better ROI for the BDE/RC)
Adjustments Within Same Year
- If able to perform average Tier 1.5 or above, the leader is able to provide an increment
- Ensure that the average performance stabilises for at least 6 months
Wrong Salary Scale — How to Identify & Rectify
What is Wrong? & Why It Matters
If BDE/RC is more than $100 above median of their grade = wrong scale.
Problems: Lack of internal equity. No longevity to individual's growth plan (increments are no longer motivational). Dampener of team morale. Unsustained higher cost base for the leader.
Problems: Lack of internal equity. No longevity to individual's growth plan (increments are no longer motivational). Dampener of team morale. Unsustained higher cost base for the leader.
How to Rectify
Method: $150 increment for $500 target increase, or $300 for $1,000 target increase. Rectification increment multiple should be 3.33×–3.5×.
Timeline: If meeting increment criteria (avg Tier 1.5, appeal at Tier 1 of past 6 months), proceed within same calendar year.
Important: If not meeting increment criteria, do NOT conduct increment for sake of rectification. Increment criteria is stable Tier 1–2 for 6–9 months.
Timeline: If meeting increment criteria (avg Tier 1.5, appeal at Tier 1 of past 6 months), proceed within same calendar year.
Important: If not meeting increment criteria, do NOT conduct increment for sake of rectification. Increment criteria is stable Tier 1–2 for 6–9 months.
Average Salary vs Team Target — "FAT Team" Warning Signs
Symptoms of FAT Team
• Average salary more than $3,650
• Too many non-billing support staff (bad ratio lower than 8:1?)
• Too many non-billing support staff (bad ratio lower than 8:1?)
Why This is a Concern
• Expectation of $12–14k GP must be adjusted upwards
• Derrick will develop revised recommendation
• Derrick will develop revised recommendation
How to Rectify
• Change role of AM/M who are not billing at 2.5×
• Main leader must double-effort as billing leader
• Main leader must double-effort as billing leader
Important Considerations
• Always ensure 3:1 leadership ratio to sustain long-term growth
• Short-term deviation (less than 5 months) is acceptable
• Short-term deviation (less than 5 months) is acceptable
Leader's Total Package — 5 Income Components
Formula
Base Salary (xx%) + Variables (yy%) = 100% Total Gross Package
1. Personal Commissions
Available to ALL roles. Tier-based commission from personal GP billings.
2. Over-riding (AM/Managers)
AM: 20% overriding. Manager: 30%. Earned on team's BDE/RC commissions above threshold.
3. Annual Rewards (AM/Managers)
$3k–$6k annual rewards for L2.5–L3 performance. Separate from overriding.
4. OGR Bonus (Deputy/CSM)
Deputy annual bonus based on team performance tiers. Costed into BU operating cost.
5. Net Profit Sharing (BU Leaders)
10–25% of BU Net Profit. The ultimate income component for senior leaders. Replaces overriding at SM level.
Commission Scheme History & Comparison (HQBD)
| GP Tier (BDE/RC) | 2024 Annual (no client) | Monthly / Quarterly Target | 2023 Monthly Comms | 2022 Monthly Comms |
|---|---|---|---|---|
| Tier 0.75 (average) | $21,000 | $6,000 / $18k qtr | $200 (+$200) | $0 |
| Tier 1 | $27,000 | $8,000 / $24k qtr | $500 (+$100) | $400 |
| Tier 1.5 | $33,000 | $10,000 / $30k qtr | $800 (+$400) | $400 |
| Tier 2 (20%) | $39,000 | $12,000 / $36k qtr | $1,400 (+$250) | $1,150 |
| Tier 3 | $57,000 | $18,000 / $54k qtr | $3,400 (+$300) | $3,100 |
Other Benefits for Senior Leaders
ESOP — Employee Shareholder Options Plan
- At management's discretion, added to ESOP pool
- ESOP may be part of future incentive or profit-sharing programs
- D/SD with BULs in their structure receive higher ESOP proportion as recognition
Team Support & Growth
- Specialised management support (discounted interns, admins, portal credits)
- Able to propose modifications to quarterly incentives for own team
- Team building expense claims available (speak to management)
- Regionalization opportunities (based on discussion with management)
- Can propose business ideas for internal entrepreneurship
- Pathway to convert into a Business Unit Leader
- Enhanced decision power over your Business Unit and teammates' progression
All grants relating to direct team hires
CCP, WSQ, EDG and similar grants will be considered for profit sharing. Grants relating to project or HQ level are excluded unless otherwise approved by top management.
Expense Guidelines & Authority
Expense Authority Rules
- Any exceeded expense budget = charged at 2.5× cost to BU
- All budgets can roll over/accumulate for up to 3 months
- Expenses must be spent (not cash prizes) — reason: experiential outcomes (team bonding, social media, multiplier effect with credit card promotions like AMEX Love Dining)
- Official Business Trip: if upgrading cabin class, claim up to $70–$80 per published flight hour (not actual). Attach travel records.
- All other travel clauses: follow CFO memo release (September 2022)
Unapproved Expense Warning
Any unilateral unnapproved expense decision (e.g. hiring non-approved support staff, non-approved team trips, non-approved client entertainment, non-approved job portals) is tabulated at 2.5× the actual cost against your BU GP. Always get written/WhatsApp approval from top management before spending.
Offshore Team KPI Formula
Why Offshore is Economically Compelling
KPI Baseline Formula: 3× (standard multiple) × 3.4× (currency advantage) × 0.8–0.9 (10–20% salary premium) = 8 to 9× ROI
Annual Cost Model: Salary ~SGD $1k + Overheads ~SGD $1k = SGD $24k per year per offshore headcount.
From the $1k overhead, company covers direct engagement costs (flights, stays). $1k stays flat until end of 2025.
Annual Cost Model: Salary ~SGD $1k + Overheads ~SGD $1k = SGD $24k per year per offshore headcount.
From the $1k overhead, company covers direct engagement costs (flights, stays). $1k stays flat until end of 2025.
Standards & Accountability
Performance Management
Elitez runs a high-performance culture with firm policies on underperformance, benefits withholding, and rectification. Leaders must know these inside out before managing their first team.
Performance Matrix (from Oct 2022)
Average GP is calculated excluding the leader's personal GP. The leader's own GP should remain at Tier 2+ ($12k+) to continue inspiring teammates. The matrix below defines team-level performance expectations.
Red Alert
Average GP below $6k for 3 months. Leader control removed. Team reconstituted.
Amber Alert
Average GP below $6k for 1 month. Weekly meetings with BU Director. Micro-management begins.
Survival Stage
Average GP range $6k–$10k. Team is surviving but not yet profitable enough for healthy growth.
Stabilized Stage
Average GP above $10k. Team is profitable. Leader begins to enjoy macro-management privileges (FWA, EWAP).
Excellence Stage
Average GP above $12k–$14k. Target state. Team qualifies for full benefits, progression, and recognition.
| Trigger | Threshold | Consequence |
|---|---|---|
| Red Alert | Team avg GP drops below $6,000 | Leader immediately meets BU Director / CEO weekly. Withholding of FWA/EWAP. Micro-manage reporting implemented. Weekly meeting minutes sent to CEO / Top Management. |
| 3rd Consecutive Month Below $6k | Avg $6,000 per person/month | BU Director / Top Management may step in temporarily, OR team reconstituted under experienced manager(s)/director(s). |
| Reinstatement | Avg GP above $6k for 3 consecutive months | Leader resumes full control of team. |
| Exemption | BDE/RC below 5 months tenure | Excluded from performance calculation and scrutiny. |
Fall-Below Rectification Plan
Immediate Actions (Red Alert)
- Withhold FWA (Flexible Work Arrangement) benefits
- Withhold EWAP (Employee Wellness & Assistance Programme) benefits
- Implement new reporting measures (micro-manage mode)
- Weekly meeting minutes documented and sent to CEO
Escalation Actions (3rd Consecutive Month)
- BU Director / Top Management steps in to temporarily lead
- Team may be reconstituted under other experienced managers
- Leader does not resume control until 3 consecutive months above $6k
- Documented process — paper trail for all decisions
Withholding Policy & T1 Non-Entitlement
T1 Non-Entitlement Policy (Since 2019)
Employees who do not achieve Tier 1 performance are not entitled to certain benefits. This has been the policy since 2019 — it is not new, and it is non-negotiable. Leaders must communicate this clearly during onboarding, not only when issues arise.
What Withholding Applies To
- FWA (Flexible Work Arrangement) — work from home, flexible hours
- EWAP (Employee Wellness & Assistance Programme) benefits
- Certain team activity funding and perks
- Progression consideration — stalled without hitting tier benchmarks
Leader's Responsibility
- Communicate withholding policy during Day 1 onboarding
- Do not use it reactively — make it a known contract upfront
- Apply consistently — do not have special cases or exceptions
- Use firm-handed philosophy: statistically, ill performers cost 25–45% of net profit
Withholding Policy — Full Detail (Since 2019)
Not a New Clause
Elitez has practiced withholding since 2019. ALL team-mates have signed acknowledgment. As a leader, you cannot say you don't know. BIG RED WARNING: if a team-mate says they don't know about this, you need to question your faith in that staff.
Leader's Obligations
- Ensure all new joiners acknowledge the withholding policy before final interview with Derrick/Yvonne/Directors — no surprises at the signing stage or first withholding
- After 3rd month of employment: watch performance closely. You can appeal for first round on the basis that staff is new and probation is extended.
- RCs focusing on perm: you may adjust to quarterly tracking. If they miss T0.5 quarterly, on the 3rd month they undergo withholding 20% × 3 = 60% of 3rd month salary.
How Withholding is Actually Used
- In 2023, top management acceded to 50% of appeals to halt withholdings
- This clause is used more defensively — to ensure firm, quick, unified management action — rather than as a punitive measure
- Most departing executives receive back their final month withholding
- Closing thought: What is the impression of BU Leaders who are overly protective of team-mates and fully side against management? Asking in advance for waiver beats giving excuses on behalf of team-mates.
Withholding Table 4 — Performance Indicators & Actions
| S/N | Performance Indicator | Corresponding Action | Remarks |
|---|---|---|---|
| 1 | Monthly GP more than Tier 0.75 ($6,000) | Access to Flexi Time benefits / Elitez Work Anywhere Program | All BDE achieving T0.75+ will be granted privilege on the subsequent month for Flexi Time benefits. |
| 2 | Monthly GP less than Tier 0.5 ($4,000) | Withholding of 20% of basic salary in the same month | Applicable after first 3 months of employment. If cumulative GP for affected month and subsequent month is Tier 1, the withholding shall be disbursed. However, the BDE is not entitled to Tier 1 Profit Share of the subsequent month. |
** The 20% of basic salary in Item 2 is a mutually agreed monthly variable component wage between the company and BDE.
Withholding Scenario Walkthrough (Jan/Feb 2023 Example, T1=$8k)
January 2023 — Withholding Triggered
Checklist: Achieves GP $3,000 (less than T0.5). Worked more than 3 months. Appeal rejected.
Outcome: Withholding 20% (BU leader informs HR).
Think: Why should the BDE/RC aim to achieve above $5,000? Goal = quarterly T0.75 ($18k/q). Push to achieve $7k in Feb, $8k in March → qualify for quarterly T0.75 comms worth $200/month.
Outcome: Withholding 20% (BU leader informs HR).
Think: Why should the BDE/RC aim to achieve above $5,000? Goal = quarterly T0.75 ($18k/q). Push to achieve $7k in Feb, $8k in March → qualify for quarterly T0.75 comms worth $200/month.
February 2023 — Recovery Scenarios
A: If achieve <$5,000 (cumulative <T1 for Jan+Feb) → Jan withholding forfeited.
B1: If achieve $5,000+ → BDE gets back Jan withholding. (BU leader informs HR).
B2: If achieve $8,000 (T1 of Feb) → gets back withholding but forgo T1 comms of Feb. Receive T1.5 comms.
C: If achieve $12,000 (T2 of Feb) → gets back withholding, forgo T1 comms, receive Tier 2 comms of Feb.
B1: If achieve $5,000+ → BDE gets back Jan withholding. (BU leader informs HR).
B2: If achieve $8,000 (T1 of Feb) → gets back withholding but forgo T1 comms of Feb. Receive T1.5 comms.
C: If achieve $12,000 (T2 of Feb) → gets back withholding, forgo T1 comms, receive Tier 2 comms of Feb.
Myths debunk: Elitez does not believe in a snowball scheme (where targets roll over and accumulate too much). We prefer fresh start every month or quarter. In addition, 50% of withholding appeals are acceded.
Departing Executives: Usually, if handovers are done proper, Elitez will disburse back the final month's withholding as a sign of goodwill. BU leader makes the decision.
Departing Executives: Usually, if handovers are done proper, Elitez will disburse back the final month's withholding as a sign of goodwill. BU leader makes the decision.
Withholding vs Attrition — Exemptions from Withholding
Will withholding lead to attrition?
• What is the profile of people who leave due to withholding?
• What happens if this profile STAYS in the company?
• Will performers start to doubt your leadership caliber?
• Answer: Yes, it does lead to healthy attrition.
• What happens if this profile STAYS in the company?
• Will performers start to doubt your leadership caliber?
• Answer: Yes, it does lead to healthy attrition.
Exemptions from Withholding
• Leaders who embark onto special projects
• BDE/RC who are deployed into projects
• BDE/RC in midst of transition to other roles
• Highly profitable BU Leaders with team structure that meets expectations (but profit sharing will still be impaired)
• BDE/RC who are deployed into projects
• BDE/RC in midst of transition to other roles
• Highly profitable BU Leaders with team structure that meets expectations (but profit sharing will still be impaired)
Overheads & Withholding Policy Since 2024
Finance team monitors these key points and promptly informs BU leader:
• Overheads doubled — previously $2,000/headcount/month; now $1,900–$2,400 from 2024
• Withholding and leader's salary deduction — if withholding is triggered, deducted from relevant leader's salary (Derrick & SM for HQ BD; Jackson or Kelly for E&A)
• Unapproved incidentals — all unapproved expense decisions charged at 2.5× cost against BU GP
• Overheads doubled — previously $2,000/headcount/month; now $1,900–$2,400 from 2024
• Withholding and leader's salary deduction — if withholding is triggered, deducted from relevant leader's salary (Derrick & SM for HQ BD; Jackson or Kelly for E&A)
• Unapproved incidentals — all unapproved expense decisions charged at 2.5× cost against BU GP
Types of Cost NOT Covered in Standard Overheads
- Unapproved incidentals (excess salaries paid, transportation, project expenses, client entertainment). Charge back 2.5× to the BU. TIP: If in doubt, seek written support from top management before committing to expenses.
- Liquidated damages to client or candidates. Charge back 1.5× to consultant/BDE/RC GP.
- Special programs (advertisements, cash referral programs etc).
- Always keep top management (CFO in this case) informed about financial impact to your team's overheads.
Overhead Doubling Rule: For new employees unable to perform T0.5 quarterly average that continued service on the 6th month and onwards, the overheads will increase by double. For existing team-mates that perform under Tier 0.5 for 1 rolling quarter, same doubling overheads rule applies.
Credit Score Analogy: A1 — This ensures that as a leader, your faith in the person is fully accounted for. A2 — Person A's credit score is lower than B's. Naturally, any banks he borrows from will charge higher interest. Therefore, if a BDE/RC is below capability expectation, any company he works for will have to devote more resources to support him/her.
Credit Score Analogy: A1 — This ensures that as a leader, your faith in the person is fully accounted for. A2 — Person A's credit score is lower than B's. Naturally, any banks he borrows from will charge higher interest. Therefore, if a BDE/RC is below capability expectation, any company he works for will have to devote more resources to support him/her.
Comms Tier Near Misses — How to Approve
Near Miss Approval Guidelines
Based on Tier 1 = $8k:
• Typically, the first occurrence per BDE per year — provide direct approval as a way of motivation
• All approvals to be in written email sent to CFO
• Do NOT send this to BDE/RC — confidential to leaders' group only
• Your duty as a leader: balance compassion vs firmness
• Only applicable for teams that have also shown commitment to implementing withholding policies
• Typically, the first occurrence per BDE per year — provide direct approval as a way of motivation
• All approvals to be in written email sent to CFO
• Do NOT send this to BDE/RC — confidential to leaders' group only
• Your duty as a leader: balance compassion vs firmness
• Only applicable for teams that have also shown commitment to implementing withholding policies
Comms Near Miss — Full Appeal Matrix with Scenarios
How to Appeal?
• If BDE/RC displays positive attributes, BU leader/director may provide discretionary approval
• Shortfall per level = 20% less for the specific tier's comms
• Definition: each level is $100 GP per part thereof
• Tier applicable: T1 $300, T1.5 $300, T2 $600, T3 $800 (T0.75 not applicable)
• Shortfall per level = 20% less for the specific tier's comms
• Definition: each level is $100 GP per part thereof
• Tier applicable: T1 $300, T1.5 $300, T2 $600, T3 $800 (T0.75 not applicable)
Scenario Examples
• GP $7,860 → shortfall $160 = 2 levels. Appeal for 60% of T1 = $180
• GP $17,710 → shortfall $290 = 3 levels. Appeal for 40% of T3 = $360
• GP $11,999 → shortfall $1 = 1 level. Appeal for 80% of T2 = $480, thus gets $1,280
• GP $17,710 → shortfall $290 = 3 levels. Appeal for 40% of T3 = $360
• GP $11,999 → shortfall $1 = 1 level. Appeal for 80% of T2 = $480, thus gets $1,280
Restrictions
• Each BDE/RC can only claim up to 3 times per year
• For quarterly scheme, each level can be 3× the value (i.e. $300 per level)
• For overriding scheme, still applies proportionally if BDE/RC comms are approved
• Finance team has rights to look into detailed project GP sharing for month-to-month shifts
• For quarterly scheme, each level can be 3× the value (i.e. $300 per level)
• For overriding scheme, still applies proportionally if BDE/RC comms are approved
• Finance team has rights to look into detailed project GP sharing for month-to-month shifts
MA Meeting Attendance Requirements
View full MA meeting attendance table (who attends which BU meeting)
| Business Unit / Leader | Finance Rep | Top Mgmt 1 | Top Mgmt 2 |
|---|---|---|---|
| HQ BD / Senior Managers | Liqian / Shen Yang | Derrick | — |
| Merchandising BU / Jack + 1 | Liqian / Shen Yang | Derrick | Rongjie |
| Elitez FMCG & Events / Eevann + Josh | Liqian / Shen Yang | Derrick | Rongjie |
| DHC / Yvonne | RJ / Liqian | Rongjie | — |
| E&A 1 / Jackson (+ Vernon + Cassan) | Liqian / Shen Yang | Wayne | Yvonne |
| E&A 2 / Kelly | Liqian / Shen Yang | Wayne | Yvonne |
| Adept Academy / Tommy Tan | Liqian | Rongjie | Derrick (optional) |
| Elitez Security / Ben Ng | Shen Yang | Rongjie | — |
| Elitez Pte Ltd / Derrick | Liqian / Shen Yang | Rongjie | Wayne (Yvonne optional) |
| Other EAs (JD, SA, HR etc) | Liqian / Shen Yang | Yvonne, Rongjie | Derrick (optional) |
| Regional | RJ / Shen Yang / Siew Weng | Indonesia/Thailand: Yvonne; Malaysia: RJ; Vietnam: Wayne, Jackson | Derrick not required |
Important Policy Updates (Q4 2023 Onwards)
Compass Framework
Your team composition should follow Singapore MOM's regulatory requirements.
Job Post Violation Penalty
Refer to the HOD slides on 18 October 2023. Non-compliance has real consequences.
Overheads Increase
2024: $1,900–$2,400 per headcount. Aim to spend less on job posts. Savings available.
Billing Leader is a Must
Non-billing leaders will find it hard for progression. This is non-negotiable.
WSQ Trainings Commitment
CFO and training director will provide more details and incentives for team participation.
Upcoming ESG Course
Why is it important? ESG knowledge is an underrated strategy that will set us apart from competitors.
Traits of a Strong Elitez Leader
Do's
- Display clear 3E3P values system
- Impartial, humble, entrepreneurial
- Be unafraid to implement tough policies
- Far sighted, not perturbed by current economic challenges
- Strong BD hunter, strong individual biller
- Merit based dealings, fair, unbiased, co-broke with team-mates (try not give deals free)
- Open minded, able to receive critical feedback from 360
- 80% firm-handed, 20% compassion
- Growth orientated + willing to help other leaders grow as well
Don'ts
- No frequent lunch with selected few of down lines (may result in perceived favouritism)
- Refrain to hire family members/relations within same team (recommend to other teams if possible)
- No perceived unfairness or favouritism
- No democratic voting for strategies/policies
- No divisive words (especially relating to politics, race, language, ethnicity, outlook, country origin, religion, sexual preference)
- Do not use input measurement as your main KPI — we are salespersons, responsible for profits
- Do not allow gender/looks to sway your retention or promotion decision
Note: Do not accept frivolous gifts from subordinates. Do not 'bro' your subordinates. An innocent coffee treat can be used against you in future. If someone junior packs food for you, transfer back the money. Do not solicit gifts/coffee/lunches on the pretext of having done a professional favour.
Analysis & Decision Tools
Team Frameworks
Core analytical frameworks every Elitez leader must master — from diagnosing team performance to understanding the mathematics of growth and talent distribution.
Golden Ratio & Golden Knowledge
Golden Ratio
The ideal balance of activity metrics for a high-performing BDE/RC. Monitors call:meeting:submission:offer ratios. Leaders use this to identify where pipeline is breaking down — whether at outreach, conversion, or fulfilment stages.
Golden Knowledge
The foundational skills and market knowledge that enable consistent Tier 1–2 billing. Covers sector expertise, salary benchmarks, competitive intelligence, sourcing methodologies, and client relationship management. Leaders must audit their team's GK regularly.
3O3B Boxes — Newcomer Management Framework
The Business Case
Statistically, even the best teams waste 25–45% Net Profit on ill performers. Use a firm-handed philosophy on newcomers to protect the P&L — informally known as the 3O3B boxes.
How It Works
The 3O3B framework maps newcomers across two axes — Outcomes and Behaviours — over their first 3 months. Each "box" defines what action the leader should take: accelerate, coach, warn, or exit. Leaders who apply this consistently reduce new-hire failure rates dramatically and protect team average GP.
Pareto Principle & Price's Law
Pareto Principle (80/20)
80% of results come from 20% of people. In a sales team, the top 20% typically generate the majority of GP. Leaders must identify their top performers, protect them from attrition, and build structures that replicate their behaviours rather than diluting their time.
Price's Law
In any group, the square root of the total number produces roughly half the output. As your team grows, the concentration of performance in a minority becomes more pronounced. This is why continued unspecialised growth puts teams at HIGH-RISK. Leaders must address this proactively before it penalises income and reduces average GP.
Talent-Ethics Matrix
| Quadrant | High Ethics | Low Ethics |
|---|---|---|
| High Talent | Keep, develop, promote — these are your stars | Manage carefully — high risk, high reward. Set firm ethical boundaries. |
| Low Talent | Coach and invest — good values, trainable | Exit quickly — neither valuable nor safe |
The Talent-Ethics Matrix guides hiring decisions, exit decisions, and coaching investments. Ethics is non-negotiable at Elitez — a high-talent person with low ethics creates systemic risk. Always prioritise ethical culture over short-term GP contribution.
Golden Ratios — Key Team Metrics
The Golden Ratios are a matrix of critical performance metrics that define a strong, admired sales team — both internally and by industry peers. Running your team in alignment with these ratios builds your personal brand name throughout the group.
Leaders must be well-versed in all Golden Ratio metrics and can conduct basic concept training and consultation to team members (especially items 1–5). All leaders must be familiar with the ratios before managing their first team.
Leaders must be well-versed in all Golden Ratio metrics and can conduct basic concept training and consultation to team members (especially items 1–5). All leaders must be familiar with the ratios before managing their first team.
Team NP vs Team GP Ratio
Ideal NP/GP ratio indicates operational efficiency. Target ~27.5% NP on team GP as a healthy benchmark. Below this signals either excess overhead, overpayment relative to billings, or unapproved expenses being absorbed.
Leader's GP Ratio
Leader's personal GP should not be excluded when it drags the team average down. Target: leader at Tier 2+ ($12k+) at all times. A billing leader who performs below their team average loses credibility and GP leverage.
LT to MT Uplift
Key income lever: move billers from Low Ticket (LT) to Medium Ticket (MT) roles. This is the most efficient way to uplift team GP without adding headcount. Effort against market forces > effort against management on base salary.
Purpose & Value of Overheads
Benchmark: MNC competitor $5–9k; Large local $3.5–6k; Medium local $2–6k; Small local: no data.
Elitez will continue to invest in areas that competitors do not.
Elitez will continue to invest in areas that competitors do not.
Team Misc Expenses vs Team GP
What is the allowable ratio? Rule of thumb: team-bonding, annual incentives, allowances etc should be proportionate to GP output.
Total Team Size vs Leadership Size
Remember the crucial 1:3 ratio. Do not become a "fat" team — you will suffer for years, unable to provide progression. The hidden solution is consistent growth. Without growth, good junior leaders will leave you.
Team NP vs GP Ratio — Full 6-Column Breakdown
NP Ratio Target: 25–40%
• 30–50% direct sales team cost
• 15–20% fixed overheads
• 5–10% variables (expenses)
• NP above 33.33% is possible if team performs at target
• 15–20% fixed overheads
• 5–10% variables (expenses)
• NP above 33.33% is possible if team performs at target
Positive Factors
• Lean leadership structure (better than 1:3)
• Team average GP aligned with Group's expectations
• Strong BD hunters meeting client acquisition rate (1/pax/mth)
• Healthy co-broking with downline. Nothing is for free.
• Team average GP aligned with Group's expectations
• Strong BD hunters meeting client acquisition rate (1/pax/mth)
• Healthy co-broking with downline. Nothing is for free.
Negative Factors
• Non-performers (<T0.5) staying beyond 3 months
• Average team performance below $8k/pax/month = poor net profitability
• Fat structure — leadership cost too high
• Non-billing leaders worsen fat structure effect
• Average team performance below $8k/pax/month = poor net profitability
• Fat structure — leadership cost too high
• Non-billing leaders worsen fat structure effect
Other Factors
• Growth mode (new members) affects profit. But aim for at least 20% man-months growth.
• Concentration risk — refer to SWOT Analysis
• Inverse Prices Law (bottom sq-root are your main loss drivers)
• Concentration risk — refer to SWOT Analysis
• Inverse Prices Law (bottom sq-root are your main loss drivers)
Counter Intuition
• If NP stabilises near 40–45%+, it may be a sign that the leader is NOT pushing growth. This is very mis-aligned leadership.
• Short term (<6 months) of low NP does not reflect bad leadership.
• Low NP is defined as below 20% consistently over a year.
• Short term (<6 months) of low NP does not reflect bad leadership.
• Low NP is defined as below 20% consistently over a year.
Actions to Boost NP
• Leaders: lead by example — improve personal billings
• Focus hard on BD activities
• Seek support from top management and marketing
• For teams above $90k GP, offshore ASE will boost NP further
• Focus hard on BD activities
• Seek support from top management and marketing
• For teams above $90k GP, offshore ASE will boost NP further
Golden Knowledge — What Leaders Must Know
All leaders must be well-versed in the following Golden Knowledge areas and able to conduct basic training on them. These are the knowledge foundations that enable consistent Tier 1–2 billing across the team.
1. Sector Expertise
Deep knowledge of your team's niche sectors. Salary benchmarks, key players, hiring cycles, growth trends, and regulatory shifts.
2. Sourcing Methodologies
Boolean search, LinkedIn X-Ray, job board optimisation, cold outreach sequences, talent mapping frameworks.
3. Client Intelligence
Existing client org charts, buying centre mapping, expansion whitespace, competitive threats, and upsell triggers.
4. Competitive Intelligence
Know the key competitors in your sector. Their pricing, their weaknesses, their team structure. Use this to position Elitez's USPs effectively.
5. Salary & Market Data
MOM data, internal Elitez salary benchmarks, market salary surveys. Leaders must be the go-to person for compensation advice for both clients and candidates.
6. Elitez's USPs & MOUs
Know all existing USPs and new MOU signatories. Must be able to articulate how each gives your team an edge — better margin clients or stronger value-add.
Pareto Principle + Eisenhower Matrix
Pareto 80/20
80% of results come from 20% of people. In a sales team, the top 20% typically generate the majority of GP. Leaders must identify, protect and replicate top performer behaviours — not dilute their time with admin. Derrick runs a 2-hour training activity on Pareto Principles + Eisenhower Matrix. Leaders must familiarise themselves before Derrick conducts batch training to their teams.
Eisenhower Matrix (Urgency vs Importance)
Q1 (Urgent + Important): Do now — crises, deadlines, client escalations
Q2 (Not Urgent + Important): Schedule — team coaching, planning, strategy
Q3 (Urgent + Not Important): Delegate — admin, non-critical requests
Q4 (Neither): Eliminate — time wasters
Leaders must spend more time in Q2. Most leaders live in Q1 & Q3 — this is the root cause of team stagnation.
Q2 (Not Urgent + Important): Schedule — team coaching, planning, strategy
Q3 (Urgent + Not Important): Delegate — admin, non-critical requests
Q4 (Neither): Eliminate — time wasters
Leaders must spend more time in Q2. Most leaders live in Q1 & Q3 — this is the root cause of team stagnation.
Price's Law
In any group, the square root of the total number produces roughly half the output. As your team grows, performance concentration worsens. Example: In a team of 25, the top 5 (√25) produce ~50% of GP. In a team of 100, the top 10 produce ~50%.
This is why continued unspecialised, disorganised growth puts teams at HIGH-RISK. The Elitez response: specialise teams early (Hunter/360/270/180), enforce Golden Ratio minimums, and use the Talent-Ethics Matrix to exit those who pull the average down.
This is why continued unspecialised, disorganised growth puts teams at HIGH-RISK. The Elitez response: specialise teams early (Hunter/360/270/180), enforce Golden Ratio minimums, and use the Talent-Ethics Matrix to exit those who pull the average down.
Elitez vs Other Frameworks
Comparison with VITALITY CURVE / PETER PRINCIPLE: Don't rush for promotions or title growth. A corporation can end up with too many incompetent managers/directors. Always take on the duties of the next role first before receiving the actual promotion. This is Elitez's organic approach — capability before title.
Talent-Ethics Matrix — Full Framework
| High Ethics | Low Ethics | |
|---|---|---|
| High Talent | KEEP, DEVELOP, PROMOTE These are your stars. Invest heavily. Protect from attrition. Co-broke with them. Give them visibility to top management. | MANAGE CAREFULLY High risk, high reward. Set firm ethical boundaries. Intensive coaching. If ethics don't improve, exit — regardless of GP. |
| Low Talent | COACH AND INVEST Good values, trainable. Worth the coaching investment. Give them more time, structure, and specific skill development. | EXIT QUICKLY Neither valuable nor safe. Do not delay. Every month you keep them costs 25–45% NP in drag. Use 3O3B to document and exit. |
The CEO and CSMs brainstorm on Talent-Ethics uplift strategies regularly. Bench strength of the organisation depends on maintaining a high-ethics, high-talent profile across all BUs. Ethics is non-negotiable — a high-talent person with low ethics creates systemic risk to the entire group.
Team SWOT & Time Allocation Analysis (TAA)
Team SWOT Analysis
Quarterly exercise using the SWOT + GP Tracker template. Considerations: concentration risk from client/sector/individual BD, case for specialisation, upsell to existing clients. Then develop actionable strategies. Leaders should produce at least 8 strategies and select top 3 for the quarter. Use GP distribution data as the analytical input.
Time Allocation Analysis (TAA)
Maps how each team member actually spends time vs. how they should. Reveals high inefficiency even in satisfactory-GP teams. The HQBD team TAA was the catalyst for the 4-quadrant specialisation transformation in 2024. QR code template available from HQ — use it for quarterly reviews.
GRGK Strategy Development — 8 Proven Strategies
After completing a Golden Ratio + Golden Knowledge (GRGK) analysis, develop at least 8 strategies and select the top 3 for your team. Facilitator-guided strategy options:
- Enforce withholding — use it early, consistently, and without exceptions to protect NP
- Strong onboarding methods — structure the first 90 days rigorously to reduce new hire failure rate
- Micro poor performers — do not let weak performers coast; apply 3O3B and act early
- Set up offshore team — East Malaysia WFH; 8–9× ROI formula; use RJ's TA Specialist
- Penetrate a new sector — identify an adjacent sector where Elitez has a USP advantage
- Deepen more clients in specialised sector — increase wallet share in existing stronghold verticals
- Grow team aggressively — only once GP/pax is stable; do not grow before the foundation is solid
- Focus on improving LT to MT — uplift billers from low-ticket to medium-ticket roles for GP per placement increase
Leadership Ratios — Why 1:3 Matters
Why 1:3 Ratio is Important
- Allows junior leadership to emerge and expand their career
- Provides senior leaders with broad horizontal base to support GP targets, growth, and profit
- "Fat" leadership structure inevitably leads to lower profits
- Without correct lean structure, capable junior managers/aspiring leaders are uninspired to remain and fight for the team
How to Rectify (If GP/pax Is Low)
- Temporary step down of duties (not demotion)
- Get right-hand men to swiftly adapt to aggressive BD, fulfilment
- Ramp up the leaders' billings — this is very crucial
- Freeze promotions & pay raise for 3–6 months for leaders/potential leaders
- Temporary merge command or request intervention from experienced BU Leader/top management
Steps to Spur Further Growth
- Once billings are back to GREEN expectation (above $10k/pax/month)
- Engage help from TA team for recruitment if necessary
- Request top management to funnel more resources (offshore support, admin support, free interns)
- Continue to ingrain the "Client Acquisition Rate" mantra
Operational Excellence
Team Management Playbook
Practical guides for the three most common management scenarios at Elitez — newcomers, high-growth periods, and offshore teams — plus how to communicate effectively with Derrick.
Managing Newcomers (3O3B)
"Statistically, even the best teams waste a potential & shocking 25–45% Net Profit on ill performers. In other words, if you want to improve your NP and Profit Sharing dramatically, use a firm-handed philosophy on newcomers."
Leader's Mandate for Newcomers
- Apply 3O3B framework from Day 1 — assess Outcomes and Behaviours monthly
- Communicate withholding policy and T1 entitlement upfront
- Set clear KPI expectations using the Golden Ratio as your baseline
- Micro-manage in months 1–3 — this is expected and healthy
- Make early exit decisions confidently — hesitation is expensive
What to Do in Month 1
- Onboard to Elitez values and 3E3P on Day 1
- Assign Golden Knowledge modules before they take any client call
- Set Golden Ratio activity targets for Week 1
- Daily check-in for first 2 weeks minimum
- Celebrate early wins — no matter how small
3O3B — Full Newcomer Management Framework (6 Principles)
Action Plan
• Must be done on FIRST DAY of employment
• Must contain measurable output and activities
• Leader will weigh the impact — advise on adjustments
• New: Fundamentally, leaders will approve the action plan
• Must contain measurable output and activities
• Leader will weigh the impact — advise on adjustments
• New: Fundamentally, leaders will approve the action plan
Daily Activity Trackers
• Calls, emails, CV sent, temp staff deployed
• If newcomer activity falls below critical threshold, do not allow the situation to fester for 3 months
• If Top Management finds activity too low, intervention will take place
• If newcomer activity falls below critical threshold, do not allow the situation to fester for 3 months
• If Top Management finds activity too low, intervention will take place
Monthly Performance Review (Month 1–6)
• Review the self-created Action Plan
• Review monthly activity level and re-strategize where necessary
• Allow sufficient airtime for newcomer to share learnings, thoughts, concerns. Do not interrupt while sharing.
• Review monthly activity level and re-strategize where necessary
• Allow sufficient airtime for newcomer to share learnings, thoughts, concerns. Do not interrupt while sharing.
Tier 1 Progress: 30%→70%→100%
• For first 3–4 months
• Alternate: 0%→50%→70%, or 0%→30%→70%
• Confirmation if hit above 75% at 3rd month
• Extend probation if have billings and performance is 50–75% on 3rd month
• Stop probation if performance is below 50% on 3rd month. Stop wasting time and money.
• New: Firm policy, 'soft' hands.
• Alternate: 0%→50%→70%, or 0%→30%→70%
• Confirmation if hit above 75% at 3rd month
• Extend probation if have billings and performance is 50–75% on 3rd month
• Stop probation if performance is below 50% on 3rd month. Stop wasting time and money.
• New: Firm policy, 'soft' hands.
No Shame to Micro-Manage
• While Elitez believes in FWA and EWAP, these benefits are only for stable performing staffs
• Being on top of team-mate's tasks = fully accountable towards top management
• New: Newbies require a tight environment to excel. Visualize yourself as their physical trainer for fitness.
• Being on top of team-mate's tasks = fully accountable towards top management
• New: Newbies require a tight environment to excel. Visualize yourself as their physical trainer for fitness.
Unconventional Duties
• Deploy perm consultants to cover roadshows, canvass candidates in public etc
• Deploy T&C team mates to cover project shifts
• If you face severe hesitations from newcomers, immediately inform Top Management
• Deploy T&C team mates to cover project shifts
• If you face severe hesitations from newcomers, immediately inform Top Management
Managing a High-Growth Team
"First and foremost, ask yourself why is growth important to you? Only when you have the fire burning in yourself, then you are the right leader to help me grow Elitez Group."
Strategies for High-Growth Leaders
- Enforce withholding consistently — do not subsidise underperformance during growth phase
- Build strong onboarding methods before adding headcount
- Micro poor performers early — do not let them dilute team average GP
- Set up an offshore team to extend capacity without proportional cost increase
- Penetrate a new sector or deepen in a specialised sector
- Focus on improving LT (low ticket) to MT (medium ticket) billers
Price's Law in High-Growth Teams
As headcount grows, your top performers produce an ever-larger % of GP. Continued unspecialised growth puts the team at HIGH-RISK. Specialise early. Define who is a Hunter, who is a 360 BD, who is Fulfilment. Eliminate cognitive dissonance from the team's identity.
High Growth Team — Full 8-Box Management Guide
Flexi Work Arrangements
How to trend this line whilst still embracing EWAP? Once members stabilise at T2, you can auto approve EWAP. If stabilise at T0.75–T1–T1.5, seek Top Management approval.
Hold Difficult Conversations
What is your Pareto 80/20? What is your 80% time investment that only generates 20% output? Let's eliminate that. Constant review of Action Plans — uncomfortable for BDE/RC.
GP 14K Mantra
Why it matters: with $14k, they earn $4,800; your P&L is $5k (your personal money is around $500–$1,100). Know this.
Performance Watchlist
How to let team-mates know they are on your (and my) watchlist? Performance below T0.75 is dangerous. Enhanced scrutiny. Micromanage activities.
Celebrate the Hunters!
Glorify the ability to do BD. This is the only way your team can grow. Be prepared for Elitez Management to further glorify hunters and true 360s.
Compassion vs Firmness
How to trend the line between love and 'fear'? Remember, by being firm when you need to, you are compassionately protecting the rice bowl of all your other members.
Macro-Manage (Stable Team)
For team-mates who are stable, achieving average T1 and above: FWA, EWAP. Encourage further BD activities or specialisation. If at T2 average, prime them for career progression.
Micro-Manage (Amber Alert)
For team-mates at AMBER ALERT and below T1 average: must be in office on time, daily. Zero flexibility. Track all activity. Monthly TAA. Prepare for withholding.
Managing an Offshore Team
Cultural Sensitivity Note
Respect the host country's economic situation. Be sensitive and never use the word "cheap" when describing offshore hires. They are professionals choosing to work with us.
Location & Setup
General consensus: East Malaysia. Work from home. Salary package includes WFH fees and laptop provision. Use RJ's Malaysia-based Talent Acquisition Specialist. HQ will support first placement free of charge.
Compensation Model
Salary ~SGD $1k + Overheads ~SGD $1k = SGD $24k/year. KPI formula: 3x × 3.4x (currency) × 0.8–0.9 (salary premium) = 8–9x ROI baseline. Offshore team earns performance bonus on top.
Progression Path
For implementation phase (Q1–Q3 2024): focus only on the orange progression box when sharing with new hires. Full progression path shared after the first 6 months of stable performance.
Offshore Team — JD, KPI & Engagement
General JD & KPI for Offshore Team
- Primary role: Researcher / Fulfilment Executive supporting SG-based BDE/RC
- KPI baseline: 8–9× ROI on cost (3× standard × 3.4× currency × 0.8–0.9 salary premium)
- Performance bonus on top of base — tied to fulfilment quality and speed metrics
- Each offshore OE expected to manage 550–700 man-days equivalent in fulfilment support
Engagement & Retention
- Company covers direct engagement costs (flights, stays etc) from the $1k/month overhead. Flat until end 2025.
- Implementation timeline: Q1–Q3 2024 = focus only on orange progression box when briefing new hire
- Full progression path shared after first 6 months of stable performance
- Cultural sensitivity: never use the word "cheap" — these are professionals. Respect the host country's economic situation.
- Offshore hire referred via RJ's Malaysia-based TA Specialist. HQ supports first placement FOC.
Offshore Management — Full 6-Pillar Framework
Budget, Policies, Job Load
Country Selection: Income/CPI comparison, Ops expenses <40% of SG, Accessibility/proximity (callable for same-day meeting), Culture similarity (language, demographics, religion).
Salary & Terms: Allowable premium 10–30% on top of local benchmark (incl. remote allowance, laptops, handphone). Support members must work on SG's work time, PH schedule, payroll dates, KPI. Clear opportunity to work in SG HQ after 3 years of service.
Salary & Terms: Allowable premium 10–30% on top of local benchmark (incl. remote allowance, laptops, handphone). Support members must work on SG's work time, PH schedule, payroll dates, KPI. Clear opportunity to work in SG HQ after 3 years of service.
Implementation Timeline (3 Phases)
Phase 1 (Q1 2024): Use regional TA to identify and source. First pax search fee FOC from company. BU must start 5–8% co-broke with BDE/RC. If unable to implement by March, project ceases.
Phase 2 (Q2 2024): BU pays overheads + 50% salary. Increase co-broke to 5–12%. SE must aim $4,500 GP/month co-broke.
Phase 3 (Q3 2024): Full cost in BU P&L. Co-broke 8–15% permanently. SE must aim $7–9k GP/month.
Phase 2 (Q2 2024): BU pays overheads + 50% salary. Increase co-broke to 5–12%. SE must aim $4,500 GP/month co-broke.
Phase 3 (Q3 2024): Full cost in BU P&L. Co-broke 8–15% permanently. SE must aim $7–9k GP/month.
Offshore JD & KPI (3 Roles)
Admin Support Exec: Payroll, contracts, onboarding. Co-broke target SGD$9k or 9× of salary cost. Base S$0.8–1.2k + OH $1k + incidentals.
Ops Specialist: 400–600 man-days output. Implementation trips to SG. Target SGD$9k or 9× salary cost.
Marketing/Designer: Man-hours output. Trips to SG. Co-broke via 20% lead gen (up to $10k GP/client). Annual target SGD$60k.
Ops Specialist: 400–600 man-days output. Implementation trips to SG. Target SGD$9k or 9× salary cost.
Marketing/Designer: Man-hours output. Trips to SG. Co-broke via 20% lead gen (up to $10k GP/client). Annual target SGD$60k.
Offshore Performance Bonus Tiers (T0.5 – T3)
T0.5: SGD $72k GP
1 month bonus. NP Index = 65%.
T0.75: SGD $84k GP
2 months bonus. NP Index = 70%.
T1 (90%): SGD $100k GP
3 months bonus. NP Index = 73.0%. BU incremental NP = $73k.
T2 (100%): SGD $110k GP
4.5 months bonus. NP Index = 74.1%. BU incremental NP = $81.5k.
T3 (110%+): SGD $120k GP
6 months bonus + 20% of GP above 100% target. NP Index = 75%. BU incremental NP = $90k.
Offshore Engagement & Progression (4 Phases)
Team Bonding
• Onboarding lunch + birthday gifts + religious festivals pack
• Semi-annually: Gratitude cards from SG team
• Quarterly: physical team catch-up (SG or overseas). BU Leader may use JB home as staging ground.
• Semi-annually: Gratitude cards from SG team
• Quarterly: physical team catch-up (SG or overseas). BU Leader may use JB home as staging ground.
Communication Channels
• Group chat: (A) BU Command, (B) BU Team, (C) Functional teams, (D) Family chat
• Weekly virtual meetings ×2 (video on): Mondays & Wednesdays
• Monthly activity report updates to Deputies (for compilation to CEO)
• Weekly virtual meetings ×2 (video on): Mondays & Wednesdays
• Monthly activity report updates to Deputies (for compilation to CEO)
HQ Visitation Frequency
• Mandatory: 2× per year (townhall + anniversary)
• Project related: as frequent as necessary
• Trip expense cap: budget airline, district hotel, allowance. Cap at $400 for 3D2N.
• Project related: as frequent as necessary
• Trip expense cap: budget airline, district hotel, allowance. Cap at $400 for 3D2N.
Phase 1: 2024–2025
12–24 months growth runway. Split into 3 sub-phases.
ASE 1: $2.3k–3k
ASE 2: $2.7k–3.4k
SSE: $3.1k–3.8k
Admin Support Exec (to SSE): RM$2,300–3,800
ASE 1: $2.3k–3k
ASE 2: $2.7k–3.4k
SSE: $3.1k–3.8k
Admin Support Exec (to SSE): RM$2,300–3,800
Phase 2: 2025–2026
Conversion opportunity to sales team (offshore), or SS must take charge of 3–4 ASEs to generate S$40K. Direct liaison with Deputy BU Leader.
Phase 3: 2026–2027
STM reports direct to HQBD COS. STM responsible for full optimisation of offshore team.
Phase 4: 2027+
Further plans to unfold when we approach 2025.
Important Team Activities Leaders Must Do
GAINS
New colleagues: 5 GAINS in 4 weeks. Subsequently, each colleague should aim to do 5 per quarter.
Team Bonding
Recommend once per quarter. Budget available.
Gratitude Cards
Recommend one session per 6 months.
1-2-1 Sessions
At least once per month per individual. Content TBD.
Physical Client Meet-ups
Key account: once per quarter. Others cumulative: at least 3 visits/month to sharpen your BD blade.
Client Testimonials
1 written testimonial per team-mate per year.
Some activities may not seem to directly contribute to GP. But rest assure that top management has done sufficient research and exposure. Have faith and follow the above mandates. For teams that have a Deputy, the Deputy will be the gatekeeper to ensure the leader completes these duties.
Communication Techniques with Derrick
Communication Methods to Avoid
- Do not pounce on him in office — he's shy at times. Just drop a text first, that's better.
- General expense decisions involving less than $1,000 — CFO is the right man
- Matters that can be resolved by your own authority
- Ranting/presenting problems without objective and solution
- Discussions without agenda (heart-to-heart chats are fine, no problem)
- Sales pitches from a 3rd party masked as collaborative or networking opportunities
Successful Communication with Derrick
- Learn to make decisions that are increasing in magnitude over time. You will make mistakes and bear consequences (financially, reputation, PB, GP, profit sharing) if the mistakes are dire. If you are unable to bear consequences, ask yourself 'what is progress without increasing responsibility?'
- Do NOT ask him outright for solutions. That's the fastest way to lose interest. Always present a solution — can be amateurish or ridiculous. After all, amateurs built Apple and Amazon, professionals built the Titanic.
- Think further ahead than Derrick. If you present something and can anticipate his thought process (business strategy, government policy, competitor analysis, SWOT, social behaviours, common sense) — you will impress him.
- Profit mindset (with 3Es value system) and profit ability is crucial. He uses profits to pay salaries, pay for progress, and pay for future possibilities. This will get you on his same page.
- If you require his official signature, time etc — call or text anytime. Do not wait. When he puts on earphones/headphones, do not try to catch his eye — text him instead.
Who to Approach Before Reaching Derrick
Rongjie
Any operational or finance matters. You no longer need to approach Derrick for invoice or credit note matters.
Yvonne
Client engagement matters. She is top expert in many aspect of sales, sales team management, interpersonal and inter-BU challenges.
Wayne
For fresh insights and very sound general advice.
Jack, Sharon, Eevann, Daryl
They have served directly with Derrick for more than 5 years. They can provide very precise insights and even simulate Derrick's advice to you.
Andy
For any matters that is not clearly about sales, finance, ops. Also the right person regarding company's broad strategies on ESG-PDPA.
HQBD Team · SG
HQBD Specializations
The HQBD transformation (2024 onwards) introduced four specialisation quadrants to eliminate cognitive dissonance, improve average GP, and capture previously unfulfilled opportunities.
Why Specialise?
"From 2021–2023, while our team GP grew tremendously, our average GP plateaued. Time Allocation Analysis revealed high inefficiencies despite satisfactory performance. Continued unspecialised growth puts us at HIGH-RISK exposure to Price's Law penalty, larger inefficiencies and reduction in individual income."
Moving forward, the HQBD team sorts into four quadrants: Hunter (90°), BD Full (360°), Fulfilment + Key Account Management (270°), and Fulfilment Specialist (180°). This eliminates the cognitive dissonance of asking one person to do all four roles simultaneously.
4 Main Quadrants of Specialisation
Hunter (90°)
Bedrock of company's client pipeline. Expectation: 3–10 new clients per quarter. Pure new business development. Not responsible for fulfilment once a client is secured. Courses: Negotiations, Contract Law, Digital Marketing, Elevator Pitch, Presentations, Grooming.
BD Full (360°)
Handles both BD and fulfilment end-to-end. Best suited to mid-tier accounts or complex roles where client relationship and delivery must stay with one person. Expected to bring in new business and fulfil it.
Fulfilment + KAM (270°)
Bedrock of company's reputation. Expectation: maximised fulfilment rate and capturing all latent opportunities within existing accounts. Owns key account expansion, upsell, and relationship depth. Does not need to hunt new logos.
Fulfilment Specialist (180°)
Pure delivery and research. No BD responsibility. Feeds the pipeline of Hunters and 360 BDs. Career track: Specialist → Senior Specialist → Principal Specialist. Titles: Researcher, Ops Executive, Deputy BUL, CSM, Chief of Staff.
Harry Potter Sorting Hat
How to Sort Your Team
Use a structured assessment (the Sorting Hat) to correctly place each team member into the right quadrant. Misplacement is the root cause of cognitive dissonance and plateaued average GP. Factors to assess:
• Natural inclination: hunter instinct vs. builder/nurturer vs. researcher mindset
• Past GP pattern: where did their GP historically come from?
• Strength of BD pipeline vs. strength of fulfilment speed/quality
• Self-awareness: can they articulate what they genuinely enjoy?
• Energy under pressure: do they thrive on new client conversations or deep delivery work?
• Natural inclination: hunter instinct vs. builder/nurturer vs. researcher mindset
• Past GP pattern: where did their GP historically come from?
• Strength of BD pipeline vs. strength of fulfilment speed/quality
• Self-awareness: can they articulate what they genuinely enjoy?
• Energy under pressure: do they thrive on new client conversations or deep delivery work?
Hunter & 360 BD Expectations
BD Duties & Required Courses
Hunters and 360 BDs are responsible for client acquisition and account management. Expectation: 3–10 new clients onboarded per quarter.
Courses that BD may need to attend: Negotiations, Contract Law, Digital Marketing, Elevator Pitch, Presentations, Grooming
Key mindset: Bedrock of company's pipeline. Every client you bring creates downstream revenue for the entire fulfilment team. BD is not just your job — it is the oxygen of the BU.
Courses that BD may need to attend: Negotiations, Contract Law, Digital Marketing, Elevator Pitch, Presentations, Grooming
Key mindset: Bedrock of company's pipeline. Every client you bring creates downstream revenue for the entire fulfilment team. BD is not just your job — it is the oxygen of the BU.
ULAL — Unlimited Annual Leave
Eligibility
Achieve Tier 1–2 consistently for 6 consecutive months. Once earned, the employee is no longer bound by a fixed leave entitlement. Reflects Elitez's trust-based, results-driven culture — if you deliver, you earn the freedom.
New BDE/RC Briefing (2025 onwards)
Expectations to Meet
- Defined GP targets by month 1, 3, 5
- Golden Ratio activity minimums from Week 1
- Withholding policy acknowledged before final interview
- T1 non-entitlement clause signed and understood
What You Must Know
- Company vision and 3E3P values
- Your sector's key clients and talent pool
- Boolean search and LinkedIn sourcing
- Core IT tools (Google Workspace, SignNow)
- PDPA compliance and data handling
- Elitez's USPs and current MOU partners
Stabilisation Timeline
- Month 1–2: learning and activity-based measurement
- Month 3–4: first placements, GP building begins
- Month 5+: stable Tier performance expected
- Below 5 months: exempt from team GP calculation and scrutiny
Technical Tracks — BPO Specialists, Temp/Contract, Perm Consultants
BPO Specialists (New 2025)
Focused on Business Process Outsourcing placements. KPI measured in man-days (550–700 per Ops Executive). Different commission scheme to standard BDE/RC. Check with management for current 2025 BPO scheme details.
Temp & Contract Consultants
Measure in GP generated from temp/contract spread. Billing cycle monthly. Must track timesheet management, payroll processing accuracy, and renewal rates alongside placement volumes.
Perm Consultants
Fee-based placement. GP = placement fee (% of first year salary). Guarantee periods vary by country and seniority (SG: 4–12 weeks). Replacement guarantees are non-billable cost — minimise through strong shortlisting.
Cross-Border Operations
Regional Operations
How Elitez operates across SG, MY, TH, VN, ID, and IN — charge rates, co-broke structures, and country-specific guidance for leaders working across markets.
Regional Overview — Entities, Ownership & Leaders
View full regional structure table (entity names, shareholding, authorisations)
| Spec | 🇹🇭 Thailand | 🇮🇩 Indonesia | 🇻🇳 Vietnam | 🇲🇾 Malaysia | 🇮🇳 South India |
|---|---|---|---|---|---|
| Entity Name | Q Hunter / Q Elitez | Elit Grup | Elitez Vietnam Asia | TBC | Elitez Recruitment Services |
| Bank Account | Local leaders; CFO oversight | Proxy managed by Ronald | TBC | TBC | Local leaders; CFO oversight |
| Shareholding | 60% Elitez-owned | 100% owned | TBC | TBC | 49% |
| Structure | 49% individual, 11% held in trust | 100% held in trust | — | — | 49% individual |
| Leader(s) | Jay, Prince | Adam | Wayne | Rongjie | KJ Naveen |
| Expense Authority | Local; up to THB 150k/month | Local; up to IDR 30 mio/month | Local; full control | Local; full control | Local; amount TBC |
| Hire Authority | Local; full control | Local; full control | Local; full control | Local; full control | Local; only upon profitability. Prior: discuss with Derrick. |
| Sign Agreements | Local; full control | Local; full control (cc Ronald + top mgmt) | Local; full control | Local; full control | Local; full control upon consultation with Derrick |
Regional Charge Rates (Standard — Confidential)
View full regional charge rates by service type and country
| Service | 🇸🇬 Singapore (SGD) | 🇹🇭 Thailand (THB) | 🇮🇩 Indonesia (IDR) | 🇻🇳 Vietnam (VND) | 🇲🇾 Malaysia (RM) | 🇮🇳 South India (INR) |
|---|---|---|---|---|---|---|
| Recruitment Only | Below $2,499 → 150% (4 wks) $2,500–$3,999 → 14% (6 wks) $4,000–$6,999 → 17% (8 wks) Above $7k → 20% (12 wks) Min fee $3,000 | Below 500k → 18% Above 500k → 20% (incl. 13th mth wage) 119 days guarantee | Local candidate → 20% Foreign → 25% (incl. 13th mth wage) 3 months guarantee | Below 80M VND → 20% (45 days) 80M+ → 25% (90 days) | Below RM6,499 → 18% (60d) RM6.5k–RM9,999 → 20% (60d) Above RM10k → 22% (90d) Min fee RM5,000 | Up to INR 5L → 15% CTC (45d) INR 5L–15L → 18% CTC (60d) INR 15L+ → 20% CTC (60d) |
| Payroll Parking / EOR (no recruitment) | $255/pax/month or 10% of total cost of employment, whichever higher | 15% of total cost of employment | 12% of total cost of employment | — | 12% of total cost of employment | 12% of total Employment Cost |
| Recruit + Payroll (BPO) | 25% of total cost of employment | 25% of total cost of employment | 25–30% of total cost | — | 22% of total cost | 25% of total Employment Cost |
| Payment Terms | 14 days (recruitment); 30/60 days (payroll/BPO) | 14 days | 14 days | 14 days | 14 days | 30–45 days |
| Sectorial Strengths | Healthcare, IT, Govt, Corporate, FMCG, Retail, F&B | — | — | — | — | IT, BFSI, Retail, FMCG, Automotive, Real Estate, Manufacturing |
Country Expense Authority Limits
🇮🇩 Indonesia — Expense Authority (IDR)
| Category | Limit | Notes |
|---|---|---|
| Office Fixed Cost (equip/hardware/furnishing/telco/maintenance) | Up to IDR 15 mio (one-time, monthly) | If exceed 15 mio, seek approval from Yvonne before spending |
| Direct Support (LinkedIn, job boards, Shortylst etc) | Up to IDR 25 mio/month cumulative (max IDR 1 mio/consultant) | If exceed, seek Yvonne approval |
| Team Bonding | IDR 1 mio/consultant/month | Indicate receipt with names present |
| Entertainment (Breakfast/Lunch/Coffee) | IDR 1 mio/pax (potential or active client) | Indicate client name, position, company on receipt |
| Entertainment (Dinner) | IDR 1.5 mio/pax | Same requirements |
| Gifting | Up to IDR 500k/active client (billing in last 3 months) | If foreseeing exceed, seek Yvonne approval first |
| Training (3rd party) | IDR 3 mio/consultant/year (after confirmation) | Send consultants during off-peak (Q4 recommended) |
| Extra Sales Challenges | Up to IDR 5 mio cash for on-target achievement | Can share with Yvonne about target before implementing |
🇲🇾 Malaysia — Expense Authority (RM)
| Category | Limit | Notes |
|---|---|---|
| Office Fixed Cost | Up to RM 1,000/month | If exceed, seek RJ approval before spending |
| Direct Support (LinkedIn, job boards etc) | Up to RM 600/consultant/month | If exceed, seek RJ approval |
| Team Bonding / 1-on-1 sessions | RM 50/consultant/month | Ensure quality time spent to improve performance |
| Entertainment (Breakfast/Lunch/Coffee) | RM 100/pax (potential or active client) | Indicate client name, position, company on receipt |
| Entertainment (Dinner) | RM 150/pax | Same requirements |
| Gifting | Up to RM 500/active client | If foreseeing exceed, seek RJ approval first |
| Training (3rd party) | RM 500/consultant/year (after confirmation) | Q4 recommended (off-peak) |
| Extra Sales Challenges | Up to 5% of GP generated during challenge period | E.g. if target RM50,000 for 1 quarter, budget is RM2,500. Ensure targets are stretched but achievable. |
🇻🇳 Vietnam — Expense Authority (VND)
| Category | Limit | Notes |
|---|---|---|
| Office Fixed Cost | Up to VND 8 mil/month | If exceed, seek Jackson approval before spending |
| Direct Support per employee | Up to VND 5 mil/employee/month | If exceed, seek Jackson approval |
| Team Bonding | VND 500,000/employee/month | Indicate receipt with names present |
| Entertainment (Breakfast/Lunch/Coffee) | Up to VND 200,000/pax (prospect or active client) | Prospect = responded w/ work email, keen to engage, keyed into ATS. Active = within 9 months of last invoice. |
| Entertainment (Dinner) | Up to VND 800,000/pax | Same client definition applies |
| Gifting | VND 0/active client | Not currently budgeted |
| Training (3rd party) | VND 2.5 mil/employee/year (after confirmation) | Use approved vendor & course list; get Jackson's approval to list vendors |
| Extra Sales Challenges | VND 1.8 mil/employee/month or 10% of GP from last year/YTD (whichever higher) | Can share with Jackson about target before implementing |
Co-Broke Guidelines
Permanent Placement Co-Broke
Split between co-broker (who brings the client) and fulfiller (who delivers the candidate). Must be agreed in writing before candidate submission. Co-broker typically receives 30–40% of fee; fulfilling entity 60–70%. Refer to Regional Co-Broke Guideline (Perm) for current percentages.
Staffing / Temp Co-Broke
Margin-based split for temp and contract roles. Handling entity, billing entity, and fulfilling entity may all differ. Refer to Regional Co-Broke Guideline (Staffing) for the split matrix.
EOR / Payroll Parking
For clients needing in-country employment without a local entity. Updated 19 May 2024: working towards a regional flat rate on legal employment (with deposits). Co-broke guideline defines fees, split, and admin responsibilities. High-margin, low-churn revenue type.
Regional Co-Broke Guideline (Staffing) — Full 5-Column Matrix
| Client-Facing Referrer's Duty (Country A) | Referrer's Co-Broke (Country A) | Client Receiver's Duty (Country B) | Receiver's Co-Broke (Country B) | Important Points |
|---|---|---|---|---|
| Facilitate first GMeet with clients (for both options 1 and 2). | Pay-when-paid model. Country A absorb telegraphic charges. | Liaise with local Country B team-mates to ensure prompt responses to client's request. | Country B leader must co-broke with consultant to ensure consultant does not take for granted on this regional referral. | Prioritize group-level regional interest ahead of local interest. This allows the Group to continually gain trust from all clients. |
| Option 1: Negotiate the rates on behalf of Country B. Get client to sign Country B's agreement (guaranteed signed TOS). + Account manage for first 3 months. | Option 1: 30% for first 3 months, subsequently 20% up to 12 months from commencement of first billing. + 15% *booster from HQ on first 3 months per client (for 2024–2025). | Leader is held accountable to ensure first successful closure can be done. | Option 1: 60% + 15% *booster from HQ on first 3 months per client. * Booster applicable for 2024–2025. 80% for subsequent months till 12th month and 100% thereafter. | Go the extra mile for inter-country relations. Seek more booster % support or client entertainment cost sharing. |
| Option 2: Refer to Country B's colleague as a lead. (Non-guaranteed TOS and no account management). | Option 2: 20% for first 3 months from date of first billing. + 5% *booster from HQ on first 3 months per client (for 2024–2025). | Country B leader must personally supervise the billing process of first invoice for each client. | Option 2: 80% + 5% *booster from HQ on first 3 months. * Booster applicable for 2024–2025. 100% on subsequent months. | Encourage your local consultants with Top Regional Co-broker Award (SGD$1k per year, paid by HQ) if co-broke exceed $30k SGD in same year. |
Cross-Border Best Practices
Before Engaging a Regional Client
- Confirm correct billing entity for the country
- Check country-specific terms of business apply
- Align with Regional PIC on charge rate and co-broke structure
- Do not apply Singapore charge rates to regional roles without adjustment
- Clarify employment law implications (notice periods, benefits, taxes)
Service Selection by Client Pain
High-volume hiring → Recruitment or Temp Staffing
Compliance/HR gap → Training (WSG-funded, Adept)
Ops bottleneck → BPO
Multi-market payroll → EOR / Payroll Parking
Start with one service, nail it, then expand. Multi-service client = highest-margin, lowest-churn.
Compliance/HR gap → Training (WSG-funded, Adept)
Ops bottleneck → BPO
Multi-market payroll → EOR / Payroll Parking
Start with one service, nail it, then expand. Multi-service client = highest-margin, lowest-churn.
Mindset & Culture
Leadership Philosophy
Derrick's core mental models and leadership principles — from the Infinite Game to IKIGAI, from the DNH guide to managing Gen Z. These are the lenses through which Elitez leaders should see their world.
The Infinite Game — Nash Equilibrium
"Your competitors and counterparts aim to win. Thus, they will lose at the very moment they don't win. However, your aim is to stay in the game — so you will only lose when you exit the game we play together."
"Playing the INFINITE GAME requires infinite patience. I am not rushing us for results. I am pushing us for continued alignment of vision, and implementation of correct culture and strategies. Results are guaranteed thereafter." — Derrick
What This Means for Elitez Leaders
- Focus on the long game — client relationships, team capability, culture
- Don't optimise for this quarter at the expense of next year
- Stay in the game through market downturns — competitors who exit open opportunities
- Culture and strategy first — results follow from consistent execution
DNH — Do Not Hire Guide
"Visualise — what do you want your collective team to be known for? Powerful credentials? Impactful? Performance driven? Highly profitable? High SES? Hire towards that vision. Then apply the DNH guide rigorously."
Common DNH Signals
- Cannot articulate why they want a variable commission income
- Expects salary increments without billings performance
- Shows entitlement behaviours in first interview (demands without contribution)
- Low grit signals — short tenures without explanation, avoids hard questions
- Cannot answer: "What % of your package should come from commissions?"
Green Flags to Hire For
- Hungry for variable income — not just base salary stability
- Can articulate a specific career goal that Elitez can help achieve
- Has held themselves accountable in past roles
- Shows intellectual curiosity about the market
- Comfortable with the Talent-Ethics Matrix lens
DNH Full 12-Category Grid — Who to Avoid Hiring (or Fire)
Job hoppers (easy to find out)
Woke advocates (easy to find out)
Work-life balance advocates (easy to find out)
Emotionally needy (how to find out?)
Anti-establishment characters (what questions to ask them?)
Flower vases (how to identify?)
Bad references (how to find out?)
Complainers on social media (how to find out?)
Non ethical employees (how to find out?)
Employees who proudly proclaim ex-Meta ex-Google ex-Grab etc
From failing agencies (to advise further)
Records of financial crimes and EA violations
Dunning-Kruger Effect — Your Hidden Enemy
Why Leaders Must Watch For This
The Dunning-Kruger Effect: people with limited competence in a domain overestimate their ability, while true experts tend to underestimate theirs. In a recruitment team, this manifests as junior billers who overestimate their readiness to lead, or senior people who discount their own value. Leaders must diagnose this in their team — and in themselves — to allocate development resources correctly.
IKIGAI — How to Use It With Your BDE/RC
The Four IKIGAI Questions for Your Team Members
1. What are you good at? — Skills and natural talents
2. What do you love? — Where energy and passion come from
3. What does the world (market) need? — Where there is real demand
4. What can you be paid for? — Revenue-generating activities
IKIGAI lives at the intersection of all four. Use it in career coaching conversations to help team members see why recruitment at Elitez is not just a job — and to identify if someone is fundamentally misaligned with the role.
2. What do you love? — Where energy and passion come from
3. What does the world (market) need? — Where there is real demand
4. What can you be paid for? — Revenue-generating activities
IKIGAI lives at the intersection of all four. Use it in career coaching conversations to help team members see why recruitment at Elitez is not just a job — and to identify if someone is fundamentally misaligned with the role.
Managing Gen Z
"Do not discriminate or perceive that Gen Z are weaker, less competent, or less committed. After all, when we first started our career, we had to struggle with unfair labels (strawberry generation, spoilt millennials etc)."
What Works With Gen Z
- Explain the why behind everything — not just the what
- Frequent, specific positive feedback — not just annual reviews
- Give them autonomy once they earn it (FWA as reward, not right)
- Celebrate wins publicly — social recognition matters
- Connect their role to company mission and social impact
What Doesn't Work
- "Because I said so" — they need logic and context
- Pure metrics without coaching or development conversations
- Assuming poor commitment just because they ask about work-life balance
- Ignoring their communication preferences (prefer async, written comms)
Gen Z Management — Full 6-Box Approach
Use Their Pride
Tell them this is a difficult job — they will assure you no job is too tough. Some have Dunning-Kruger effect.
Emphasize ESG & EWAP
Highlight our company's ESG framework and EWAP & ULAL policies as teasers. These are powerful attractors.
Ask About 'Woke' Peers
Ask their opinion on fellow Gen Z who are too 'woke': BLM & racial justice, 2SLGBTQ+IA, Gender inequality, Anti-establishment movement. Gauge their alignment.
Be Upfront About Firm Policies
Withholding. No FWA unless confirmed. Sales job requires thick skin — they must learn to make traditional phone calls.
Share Progression Opportunities
Be clear about progression opportunities and criteria. They want to see the path ahead.
Zero Tolerance on Ill-Discipline
Be firm on punctuality and response time. Non-negotiable.
How Democracy Kills Leadership
Leaders who seek consensus on every decision create teams that drift. Great leadership is not a democracy — it is a trusted benevolent dictatorship where the leader earns respect through competence, track record, and genuine care for the team. Make decisions. Communicate the rationale clearly. Invite feedback on execution, not on the decision itself. A leader who puts every call to a vote will lose authority and speed.
Celebrating Hunters
Why This Matters
Hunters are the rarest profile in any recruitment team. They take the most rejection, do the hardest prospecting work, and drive new revenue. If you do not celebrate them visibly and frequently, they will leave — either for a competitor or into an AM/management role they are not suited for. Recognise every new client win publicly. Share it with the team. Frame hunters as heroes, not just billers.
Interview Questions — Leader's Guide
Base Salary vs Commissions — The Key Question
Always ask in final interviews:
For BDE/RC: "As an aggressive and capable salesperson, how many percentage of your total package should come from commissions?"
For Manager & above: "Our company does not believe in hiring managerial managers/directors. All managers are billing managers. How many percentage of your package should come from non-basic salary components combined?"
A candidate who wants salary security without commission exposure is not the right hire for a sales role at Elitez.
For BDE/RC: "As an aggressive and capable salesperson, how many percentage of your total package should come from commissions?"
For Manager & above: "Our company does not believe in hiring managerial managers/directors. All managers are billing managers. How many percentage of your package should come from non-basic salary components combined?"
A candidate who wants salary security without commission exposure is not the right hire for a sales role at Elitez.
Monthly Gross Analysis Framework
Salary income comes from 2 battles:
1. Fight with management to negotiate base salary
2. Fight against market forces together for variable component
Which is more efficient? Always option 2 — variable. Base salary negotiation is zero-sum. Variable is unlimited upside if you bill well. Leaders who understand this will hire and manage for performance, not job security.
1. Fight with management to negotiate base salary
2. Fight against market forces together for variable component
Which is more efficient? Always option 2 — variable. Base salary negotiation is zero-sum. Variable is unlimited upside if you bill well. Leaders who understand this will hire and manage for performance, not job security.
Final Interview Questions — Generic (for all roles)
- "What do you do in your free time?" (trap question — if they cannot answer interestingly, they will be a bore to your team)
- "In 3 years' time, describe 3 aspects of your career that you will be upset about?" (creative questions. Too boring to ask about aspirations)
- "Our culture is defined by teamwork despite all being salespeople. Can you share 3 incidents in your past organisation that disappointed you about teamwork?"
- "We have a unique onboarding activity, GAINS ×5 during your first 4 weeks. Can you accept this and commit to it? This is a fundamental building block to our culture."
- "Do you read the news and current affairs? Share with me an interesting recent headline that you resonate with." (If they are unable to share ANYTHING, be mindful that you are hiring a dud)
- "What do you think are the challenges to Singapore for the next 3 years?"
- "Do you feel that AI will replace HR/Recruitment/Temp-staffing in the next 5 years? Why?"
- "What do you see in Elitez that made you come for this interview? Why us?"
- "What is your weakness?" (trap question. If unable to answer, stay clear of this candidate.)
- "What do you know about ESG and UN-SDG?" (not a trap question — if they don't know, we just want their honesty. Don't smoke your way.)
- "Do you smoke or vape?" (trap question. Explain that our company's top management penalise vaping and certain smoking. Can he accept?)
- "What is your opinion on FWA?" (not a trap question, but emphasize that during probation, no FWA.)
Final Interview Questions — Hunters & 360 BDs
- "Sales and hunting ability. Describe 3 incidents in your sales career that you can confidently display your BD capabilities?"
- "Are you familiar with our comms scheme?" (go on to share T1 to T2 is 50% more effort, but near 3× the benefits)
- "How much do you know about our group?" (quite appallingly, many do not know the full story of the Group)
- "Are you aware of our T0.5 withholding policy? Do you think it is fair to you?" (trap question — any signals of resistance, you may drop this person)
- "Why do you think it is important for salespeople to learn how to make profits?" (If cannot answer anything meaningful, do not hire)
- "How do you handle the stress of sales targets?"
- "For a healthy and performing sales executive, how much % of the total gross package should come from commissions?" (trap question — if too low, e.g. below 30%, this fella isn't putting his money where his mouth is)
- "Can you think of a scenario where being a sales leader is worse off than being a strong sales executive? Elaborate."
- "Brainstorm 3 ways that you would like to do BD if you are given UNLIMITED resources by Elitez Group?"
- "Our company has been growing at 45% for 2019–2023 and aim 30% for 2024–2027. Can you share how will you contribute to this growth?"
- "Do you read about basic Economics or GDP data released by MTI pertaining to your sector? Share 2 interesting facts that you know."
- "How many physical meetings with new prospective clients that you can commit in each week?" (Realistic answer: 2–3 or more)
Final Interview Questions — Researchers & Fulfilment Specialists
- "How do you handle the emotional heartbreak of candidate management?"
- "Client job order — at what point do you decide that a specific order is not worth working for?" (not a trap, but worth knowing)
- "Do you believe in passive candidate search, or active search?" (trap question — if answer is passive, you may drop this candidate)
- "If you believe in active search, share with me 7 unique methods to source candidates other than posting ads?" (if can't answer 2, drop candidate)
- "What is your opinion on ATS? Does it elevate your value or degenerate your value?"
- "Do you think being an agency recruiter or inhouse TA is better? Why?" (not a trap — genuine way to know your team mate better)
- "What is more important to you? Co-broke percentage, charge rate, or ease of finding candidates?" (not trap — good way to understand your guy better)
- "Your internal clients are BD hunters. Share with me how do you build relations with them so they will always want to work with you?"
- "UN-SDG is increasingly an interview bonus for perm candidates. Which SDG are you personally passionate about?"
- "When you encounter CRO, do you take it as a success or failure?" (potential trap question — if he is nonchalant about this, it's a huge red light)
- "Do you read about labour statistics for the sector you are specialised in? Share with me 2 impactful points in the last 3 months." (Trap question)
- "Can you accept that without your own client, you will never take 100% of the closure GP?" (Trap question — do not hire if he/she is hesitant)
What Inspires Derrick To Do This
"IDA Scholarship awardee of 2005. Declined the award to embark on entrepreneurship. Built Elitez from zero in 2010 — facing near bankruptcy in 2013, then growing at 40% CAGR from 2018 to 2024. The mission has always been the same: Fulfil Human Potential Without Borders."
Progress Clarity to Fellow Leaders
With clearly written SOP and benchmark expectations, all leaders (including aspiring ones) clearly know the path ahead. With consistent approach, we will build up 3–5 Senior Directors within 4 years. Emphasis on leadership ratio (1:3) will become an important mantra to create ground-up growth efforts.
Remove Imposter Syndrome
From 2020–2023, I face a personal struggle: self-doubt (imposter syndrome) about my capabilities to grow the company from 20-ish million further. These knowledge are a way for me to pen down all the thoughts on my mind and sequence a proper game plan to grow the business.
Elitez's Strategy Book
With all leaders executing duties accordingly, this strategy book is our biggest advantage to scale our company's net-worth, easily by another 3–10× from today. Our genuine ability to be a true MNC will be well augmented by a strong strategy book customised to our culture and history.
Regional Playbook For Scaling
SEA market is poised for strong growth. With enough grit and governance, we can create 2023's Elitez-SG size (GP near SGD$10m) in each country across SEA. Realistically achievable in 7 years (benchmarking 2017–2023 exponential growth).
Business Continuity Plan
If I were to die in a plane crash, fellow leaders can use this evolving handbook to run the sales teams at 90% competency. The second-generation leaders (about 15–20 of them) are loyal, competent and young. They are the right cohort to take-over the business from the 4 of us.
CEO Handover
The next person to take on the CEO role must be able to flourish this Strategy Book to the next level. He/she must communicate this clearly, inspire the whole group with call-to-action and garner support from the board/public market (if by then we are listed). I do not feel that I am suited to take the company's growth beyond S$200M. I hope to groom a successor, latest by 2030.
Important Policy Updates (Q4 2023 Onwards)
"The resilience and success of our Group is only as good as our weakest link in compliance to our strategies and policies. In 2023 when some other agencies stumbled, we overcame dark clouds. Continue to devote our energies towards these directions."
Why ESG knowledge is crucial: Most SG peers — and even some MNC recruitment companies — have yet to embark significantly on this pathway. This underrated strategy will easily set us apart from competitors who are not investing in governance, environment, or inclusion programmes.
Growth & Sustainability
ESG & Strategy
How Elitez approaches ESG, our strategic consistency since 2021, our unique selling points, and how leaders should position Elitez to clients across the service matrix.
ESG Department
How to Run the ESG Department
Elitez has a dedicated ESG function. The ESG department is responsible for tracking and reporting the company's Environmental, Social, and Governance commitments. Leaders should be aware of ESG requirements when pitching to enterprise clients — especially in financial services, government-linked companies, and MNCs where ESG compliance is a procurement criterion.
ESG in Client Conversations
- Reference Elitez's ESG credentials when pitching to GLCs or MNCs
- Fair hiring practices and diversity reporting are part of our value-add
- Sustainability policies can differentiate us from non-licensed competitors
- ESG reporting available from HQ for inclusion in client proposals
Strategy Consistency Since 2021
"From 2021, Elitez has maintained a consistent strategy — build the right team, get them specialised, expand regionally, and leverage technology. The pillars have not changed. The execution is what evolves each year."
2021–2023 Foundation Phase
- Grew HQ GP significantly — but avg GP plateaued (Price's Law warning)
- Laid groundwork for HQBD specialisation transformation
- Entered regional markets (TH, VN, MY) with initial BU structures
- Derrick spent 2023 building infrastructure for the 2024 transformation
2024–2026 Growth Phase
- HQBD 4-quadrant specialisation implemented
- Offshore team build-out (East Malaysia)
- ElitezAI — agentic workflows for internal and client-facing operations
- WSG WDG (JR+) programme launched for junior recruitment lead gen
- Multiple MOU signings to strengthen USP for BD team
Elitez's Unique Selling Points (USPs)
Existing USPs
Use these to give your team a unique edge — helps secure better quality/margin clients or provide stronger value-add. Leaders must be fully familiar with all existing USPs before any client pitch.
New Ultra USPs — Last 12 Months MOUs
Recent MOU signatories provide Elitez with exclusive or preferential access to talent networks, training programmes, or market data. These are differentiated assets — use them in competitive pitches. Ask HQ for the current MOU list before any major pitch.
Accreditations as Social Proof
MOM-licensed, WSG-approved training provider, ESG-certified. These credentials matter to risk-averse clients (banks, government bodies, MNCs). Lead with them when competing against unlicensed boutiques.
New Ultra USP — Last 12 Months MOUs (Full Detail)
WSG Career Conversion Program Partner
Partnership: FIRST and ONLY EA approved as a direct PROGRAM PARTNER of WSG to provide employment rebates to hiring companies.
ITE College Central
Adviser: Chairman of Technical Committee for WS-Diploma curriculum.
MOU: Placement partner for WS-Dip graduates.
MOU: Placement partner for WS-Dip graduates.
IHRP
MOU: 1 of 3 prestigious agencies appointed as placement partner.
MOU: Skills badging for IHRP credentialling system.
MOU: Skills badging for IHRP credentialling system.
Singapore Polytechnic
Adviser: Board adviser to SP business faculty.
MOU: Co-create and co-brand WSQ HR courses.
MOU: Placement partner for SCTP graduates.
MOU: Co-create and co-brand WSQ HR courses.
MOU: Placement partner for SCTP graduates.
NTUC-CTC (Company Training Committee)
Special mentions: By DPM Heng in 2024 budget day speech.
Credentials: MOM awarded Special Economic Priorities +10 points for Compass Framework.
Credentials: MOM awarded Special Economic Priorities +10 points for Compass Framework.
Existing USP of Elitez Group — 5 Pillars
SSG-Approved Training Academy
Specialises in PWM, ESG, HR trainings. Direct subsidy 50–70% from SSG (stackable). Direct MOU partners with IHRP and Singapore Polytechnic.
Best In Class for ESG/Sustainability
CPLC, United Nations Global Compact. TCFD Declaration Reports, Carbon Footprint Reports, EcoVadis Silver. 5 of 17 UN-SDG Alignments. Motherhood support, pro LGBTQ+, blood donations, CSRs.
Full Suite of Awards + Accreditations
DPTM, Cyber Essential, ISO 9001/14001, BizSafe L3, Tripartite Standards. Awards: EE2015, SOE2016, E50 2023, HR VOTY Leader 2022. COVID Resilience Award. HCP-EA by MOM (1 of 9).
Operational Competencies
FWA practices ahead of government policies. Progressive Wage Mark Plus. Pre-deployment trainings and OJT mapping. Highly trained site supervisors, experienced in BPO.
Strong Values Aligned With Clients
Ethics: Our ESG (Governance framework) aids us for ethical boundaries. Excellence: we strive for service excellence. Profits: We must make profits (duh), so daringly wear our company T-shirt to meet clients.
How to Sell Elitez — Service Selection Matrix
Match Service to Client Pain Point
Not every client needs the full suite. Identify their primary pain first, then expand. Common starting points:
High-volume hiring need → Start with Recruitment or Temp Staffing
Compliance / HR gap → Start with Training (Adept Academy / WSG-funded)
Operations bottleneck → Start with BPO services
Payroll complexity across markets → Start with EOR / Payroll Parking
Once trust is established, cross-sell progressively. The multi-service client is the highest-margin, lowest-churn client type in our portfolio.
High-volume hiring need → Start with Recruitment or Temp Staffing
Compliance / HR gap → Start with Training (Adept Academy / WSG-funded)
Operations bottleneck → Start with BPO services
Payroll complexity across markets → Start with EOR / Payroll Parking
Once trust is established, cross-sell progressively. The multi-service client is the highest-margin, lowest-churn client type in our portfolio.
How to Sell Elitez — 12 Value Propositions
We steward the future of formal HR education. Our leaders have higher authority on HR knowledge than yours. Recruitment Temp BPO Training
We are authorised by WSG to give you employment rebates when you hire SGPR. Recruitment BPO
Feeling stressed? We prioritize YOU (partnered by IHRP) and help you find better paying HR jobs. Recruitment Training
We achieved national acclaim (DPM Heng, SEP+10, HCP-EA etc). Recruitment Temp BPO Training
Our ESG/Sustainability standards + activities are likely better than yours. Recruitment Temp BPO
We are truly one-stop: including training, grants, workforce transformation. Recruitment Temp BPO Training
We are whitelisted by several government agencies, allowing us to provide unique solutions to you. Recruitment BPO Training
We have strong presence in SEA (MY, TH, VN, ID, IN). Recruitment Training BPO
We have top tiered clearances for Government and corporate tenders. Recruitment Temp Training
We have more than enough working capital to run your projects. But we may not trust your financial stability. Temp BPO
You cannot find another agency with our competency at our price-point. Recruitment Temp BPO
We hire/payroll more in a month than you do in a year. Listen to our advice. Temp BPO
Aggressive Client Acquisition — Why It Matters
"Billing Leaders are the bedrock of the company's pipelines AND reputation. Every BUL must ask themselves: why do we need Billing Leaders? Because a team without them is a team coasting on existing accounts — which is a slow path to irrelevance."
Why Elitez Must Have Billing Leaders
Billing leaders model the behaviour they demand. A non-billing manager loses credibility, loses empathy for what the team faces daily, and cannot diagnose performance problems accurately. All Elitez leaders bill. No exceptions.
Why You Must Co-Broke With Your Team
Co-broking builds trust, accelerates deal closure, and develops junior team members. Leaders who co-broke create shared accountability for outcomes. Don't silo knowledge — share client relationships so the business is not person-dependent.
Full ESG Commitments & Achievements
Environment & Sustainability
- Goal: Carbon Neutral by 2030; net-zero by 2050
- Carbon Pricing Leadership Coalition (CPLC) Singapore member since Aug 2022
- UN Global Compact — pledged to 10 Principals
- ISO 14001:2015 Certified
- EcoVadis Silver Award 2023
- Low Carbon-SG Mark
- NFC Namecard: 730 kg CO₂ reduction potential annually
- Elitez Aquaponics: 80–100 kg yield annually; addresses staff needs
- Annual sustainability events: Kayak & Clean, Bicycle Cleanup, Lantern Festival
Diversity & Inclusion
- Fair Gender Hiring: 52% male, 48% female employees
- Progressive Wage Mark Plus
- 40 hours company-sponsored upgrading per year
- Pro-parenthood and LGBTQ+ environment
- CSR: 450 hours contributed, $82,208 donated
- Annual Blood Donation Drive
- Club Rainbow Sponsor, Lion's Club Sponsor
- Elder Community Engagement
- Motherhood Nursing Room
- OSG Youth Alliance: Sustainability Startathon (SG, TH, VN)
Ethics & Governance
- ISO 9001:2015 Certified
- BizSafe Level 3
- Data Protection Trustmark (DPTM)
- Cyber Essentials Mark
- Various PDPA accreditations
- Whistleblowing scheme
- Ethical Standards Guide
- Tripartite Standard for fair employment adopted
- ESG Reporting: Carbon Footprint analysis, TCFD reports, Non-mandatory ESG Reports
Carbon Footprint Data (Scope 2 & 3 Emissions)
| Period | Total Emissions (kgCO₂e) | Scope |
|---|---|---|
| May 2021 – Apr 2022 | 30,784.03 kg CO₂e | Indirect Scope 2 & 3 |
| May 2022 – Apr 2023 | 53,097.56 kg CO₂e | Indirect Scope 2 & 3 |
Energy efficiency measures: LED bulbs, smart switches, use of daylight. Sustainable procurement policy: $0.25/page printing fee (funds environmental care). 0.8% green revenue. EV Ownership Grant for staff. Reusable lunch boxes programme.
ESG as a Competitive Advantage
"Most SG peers — and even some MNC recruitment companies — have yet to embark significantly on ESG. This underrated strategy will easily set us apart."
Elitez's ESG strategy aims to influence positively across three dimensions: Ethics & Governance, Environment & Sustainability, and Diversity & Inclusion. By offering ESG guidance to clients and growing its own ESG activities, Elitez aspires to be a market leader in the HR business. Leaders should reference ESG credentials in pitches to GLCs, MNCs, and government-linked buyers — these clients increasingly require ESG compliance in procurement.
GP Booster Programme — 25% Uplift Workshop
Workshop Structure
- Opening: Nash Equilibrium / Infinite Game framing
- Crash Course: Team statistics — what to look out for
- Activity 1: What Makes a Star Team? (AhaSlides voting, each choose 3, 30 min discussion)
- Star Team Fundamentals: Core principles of high-performance teams
- Trinity Tools: Three tools every leader must deploy immediately — Firm Policy First, Soft Hands Later
- GRGK Analysis: Develop 8+ strategies; select top 3
- Activity 2: Why High Growth? (AhaSlides voting + discussion)
- Closing: Work backwards from your goals; Infinite Game commitment
Leader's Mandate (2024)
- Enforce withholding consistently — no exceptions
- Build strong onboarding before adding headcount
- Specialise team into 90/360/270/180 quadrants
- Set up offshore team for capacity without proportional cost
- Focus on LT → MT uplift for all billers
- Co-broke with team — do not silo knowledge
- Celebrate hunters loudly and publicly
- Apply GRGK analysis quarterly; produce 8+ strategies; act on top 3
"Work backwards from your goals. STAY IN THE GAME. PLAY THE INFINITE GAME. Results are guaranteed when you align vision and implement correct culture and strategies consistently."
Elitez Group Methodology Map — 3 Phases
Team Commencement
- Base salary vs Comms: commit mindset for base to be no more than 70% of gross package at stabilisation stage
- Pareto (80/20) + 1% accumulative advantage + winner takes all
- Eisenhower Matrix: focus on Important yet Not Urgent. Teach team to avoid unimportant tasks.
- 3O3B (Onboarding Methodologies) + Confirmation Criteria
- Briefing to New Hires: expectations, confirmation, withholding
Team Development
- Talent Ethics Matrix: ET-HE is foundation (T1–1.5). Bring them up to MT-HE (Tier 2).
- Promotion criteria (Junior leadership pathway). Brief to team-mate upon confirmation.
- Team Traffic Light performance measurement. Leader's responsibility to maintain green zone.
- "Do Not Hire" list: reference only, but constitutes the negative attributes our company seeks to avoid
- Regular maintenance duties (6 GREEN boxes: GAINS, Bonding, Gratitude, 1-2-1, Client, Testimonials)
Team Optimisation
- Time Allocation Analysis: verify credibility & efficiency of team-mates. Conduct every 6 months.
- PRICES Law + Deputy's Deputy: crucial implementation to solidify multi-year profit projections.
- How to Manage Offshore Team: crucial to provide internal support to your stabilised team.
- SWOT Analysis: provides clarity assessment. Focus on concentration risks, new opportunities.
- Withholding policy + Near miss approvals
Elitez Group · FY2025-2026
Group Financial Performance
Adjusted Operating Profit by entity. 10-month view (May 2025 – Feb 2026).
Group KPI Summary
$3,477,238
Group YTD
$347,724
Monthly Average
$562,619
Best Month (Oct-25)
-$177,696
Overseas YTD
SG Entities — Adjusted OP (SGD)
| Entity | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | YTD |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Elitez | 144,954 | 74,814 | 81,846 | 89,099 | 166,417 | 113,628 | -140,859 | 150,310 | 258,185 | 45,505 | 983,899 |
| FMCG | 31,266 | -1,014 | -6,679 | 29,821 | 41,859 | 115,928 | 148,043 | 41,370 | 45,935 | 6,304 | 452,834 |
| JT | 22,958 | 13,873 | 27,566 | 18,371 | 25,678 | 41,798 | 19,579 | 32,442 | 41,668 | 46,283 | 290,215 |
| AA | 48,846 | 10,332 | 95,978 | 28,710 | 51,399 | 149,612 | 98,235 | 103,236 | -63,455 | -54,167 | 468,725 |
| Security | -18,263 | 6,560 | 10,007 | 12,814 | 25,555 | 13,901 | 34,785 | -9,528 | -11,292 | 853 | 65,392 |
| E&A | 31,816 | -752 | 40,321 | -2,057 | 5,741 | 9,543 | 29,459 | 37,980 | 30,915 | 67,930 | 250,895 |
| DHC | 95,598 | 104,171 | 145,671 | 77,131 | 99,286 | 116,191 | 85,257 | 70,430 | 61,768 | 86,610 | 942,113 |
| JD | -14,321 | 17,020 | -4,655 | -6,142 | 12,881 | 2,018 | 20,282 | 10,391 | -11,531 | -2,777 | 23,166 |
| Group | 342,854 | 225,004 | 390,055 | 247,748 | 428,815 | 562,619 | 294,779 | 436,631 | 352,193 | 196,540 | 3,477,238 |
Ventures & New BUs
| Entity | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | YTD |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Hey Rocket (Est.) | 15,996 | 31,570 | 51,767 | 46,168 | -29,619 | 946 | -66,721 | -40,480 | -109,119 | N/R | -99,492 |
| Elitez Aviation | — | — | — | — | — | — | 52,875 | 75,122 | 64,361 | 31,488 | 223,847 |
Overseas (Estimated, in SGD equivalent)
| Country | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | YTD |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Malaysia | 3,659 | 2,325 | 13,060 | 20,923 | 11,835 | 16,035 | 5,910 | -6,459 | 43,688 | 8,594 | 119,570 |
| Indonesia | 3,646 | -14,961 | 44,534 | -26,336 | -26,042 | 1,807 | -7,905 | -45,505 | 53,022 | -45,256 | -62,996 |
| Thailand | 51,851 | 665 | -15,078 | 1,862 | 52,377 | -2,725 | 3,106 | -48,010 | -4,798 | -117,343 | -78,093 |
| Vietnam | -41,403 | -8,694 | -7,122 | -21,464 | -21,382 | -5,816 | 8,615 | -15,052 | -16,451 | -27,408 | -156,177 |
| Overseas Total | 17,753 | -20,665 | 35,394 | -25,015 | 16,788 | 9,301 | 9,726 | -115,026 | 75,461 | -181,413 | -177,696 |
Entity Performance Highlights
Top 4 Performers
Elitez Pte Ltd
$983,899 YTD
Highest absolute OP. Volatile (Nov -$141k) but strong recovery in Jan ($258k).
DHC
$942,113 YTD
Most consistent SG entity. Never below $61k in any month. Reliable profit engine.
AA (Adept Academy)
$468,725 YTD
Strong mid-year ($149k Oct peak). Crashed Jan/Feb (-$63k, -$54k) — watch closely.
FMCG
$452,834 YTD
Rebounded strongly from Jun/Jul losses. Oct–Nov surge ($116k, $148k). Solid recovery.
Bottom 4 Performers
Indonesia
-$62,996 YTD
Volatile — swings from +$53k to -$45k. 5 of 10 months negative. No stability.
Thailand
-$78,093 YTD
Feb-26 catastrophic at -$117k wiped out all prior gains. Was near-breakeven before.
Hey Rocket
-$99,492 YTD
Accelerating losses since Sep. From +$52k (Jul) to -$109k (Jan). Needs intervention.
Vietnam
-$156,177 YTD
Consistently negative (8 of 10 months). Deepest regional loss. Only 1 positive month.
Irregularities & Alerts
Critical
CRITICAL
Hey Rocket Accelerating Losses
From +$52k (Jul) to -$109k (Jan), cumulative -$99k. Trajectory worsening month-over-month since Sep.
CRITICAL
Vietnam Persistent Losses
-$156k YTD, only 1 positive month (Nov +$8.6k). Deepest regional loss across all overseas markets.
CRITICAL
Thailand Feb-26 Collapse
Single month loss of -$117k wiped out most YTD gains. Went from near-breakeven to -$78k YTD.
CRITICAL
Apr-25 Book OP: -$536,755
CN to ENA $346k + FY2024 PS $62k + one-off CN billing $768k. After adjustments, Adj OP was healthy at $79,276.
CRITICAL
Nov-25 Only Negative Adj OP: -$140,859
BT & SA Billing Adj -$65k, Tax/Freelancer/Shan Shan expenses -$62k, BD Comm -$31k. Triple hit in single month.
CRITICAL
SATS Airport LD Crisis
Nov margin -406.71% (LD $160k). Feb margin -602.79% (LD $184k). Actual GP without LD is ~25%.
Warning
WARNING
AA Jan/Feb Reversal
+$587k running total reversed by -$117k in last 2 months (-$63k Jan, -$54k Feb).
WARNING
Indonesia Volatility
Swings from +$53k to -$45k month-to-month. 5 of 10 months negative. No stability.
WARNING
Compass JP Morgan -22% (Jun)
Door repair cost of $1,975 borne by Sharon's GP. Without it, margin would be 22.46%.
WARNING
Merchandiser Payroll Negative
-0.10% to -5.05% most months. Shared MR service billing insufficient for fixed employment cost.
WARNING
Optimum: Largest Client, Lowest Margin
$232k–$282k/month sales but only 2.29%–3.75% margin across all 12 months.
WARNING
ST Engineering PT Margin Declining
$80k–$145k/mth, margin from 22.84% (Mar) → 7.87% (May) → 10.07% (Feb). Staff benefits absorbed by Elitez.
Info
INFO
Elitez Aviation Strong Entry
$224k in 4 months, averaging $56k/month. Strong new business unit.
INFO
Nov-25 HRSS Sales Drop
SAG stopped service in Dec (~$220k). BlackOak only engaged Dec 25 (~$50k). Revenue cliff.
INFO
Projects Going Negative
Rohto -28.90% (Dec, AL cost $494). Haleon -34.68% (Jul, training $60).
INFO
Shopee (FT) Margin → 1.24% (Feb)
Hourly billing vs monthly pay in short month. Jack to revise LA basic salary in Mar.
Headcount by Entity (Monthly)
| Entity | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb |
|---|---|---|---|---|---|---|---|---|---|---|
| Elitez | 267 | 283 | 299 | 315 | 331 | 347 | 337 | 343 | 330 | 326 |
| FMCG | 107 | 109 | 112 | 114 | 117 | 119 | 115 | 115 | 111 | 109 |
| E&A | 22 | 25 | 28 | 32 | 35 | 38 | 40 | 41 | 39 | 39 |
| DHC | 187 | 202 | 217 | 233 | 248 | 263 | 269 | 270 | 260 | 258 |
| JD | 16 | 20 | 24 | 29 | 33 | 37 | 38 | 45 | 48 | 48 |
| JT | 0 | 3 | 6 | 9 | 12 | 15 | 14 | 17 | 21 | 25 |
| AA | 0 | 1 | 2 | 2 | 3 | 4 | 4 | 4 | 4 | 6 |
| Security | 78 | 79 | 80 | 81 | 82 | 83 | 83 | 90 | 94 | 97 |
| Aviation | 35 | 45 | 55 | 64 | 74 | 84 | 92 | 118 | 134 | 140 |
| Group Total | 712 | 767 | 823 | 879 | 935 | 990 | 992 | 1,043 | 1,041 | 1,048 |
* Jun–Sep values are interpolated from May and Oct snapshots. Source: Quota Update (Elitez Group from HR).xlsx. Headcount = Local Employees + WP + SP + EP holders.
Profit (Loss) Per Headcount Per Month (SGD)
| Entity | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb |
|---|---|---|---|---|---|---|---|---|---|---|
| Elitez | 543 | 264 | 274 | 283 | 503 | 327 | -418 | 438 | 782 | 140 |
| FMCG | 292 | -9 | -60 | 262 | 358 | 974 | 1,287 | 360 | 414 | 58 |
| E&A | 1,446 | -30 | 1,440 | -64 | 164 | 251 | 736 | 926 | 793 | 1,742 |
| DHC | 511 | 516 | 671 | 331 | 400 | 442 | 317 | 261 | 238 | 336 |
| JD | -895 | 851 | -194 | -212 | 390 | 55 | 534 | 231 | -240 | -58 |
| JT | — | 4,624 | 4,594 | 2,041 | 2,140 | 2,787 | 1,398 | 1,908 | 1,984 | 1,851 |
| AA | — | 10,332 | 47,989 | 14,355 | 17,133 | 37,403 | 24,559 | 25,809 | -15,864 | -9,028 |
| Security | -234 | 83 | 125 | 158 | 312 | 167 | 419 | -106 | -120 | 9 |
Profit/HC = Adjusted OP ÷ Entity Headcount. Negative values indicate a loss per head. Aviation excluded as its OP is not in the SG entity P&L breakdown.
Headcount Efficiency Insights
Most Efficient: E&A
Avg $740/head/mth with only 22–41 staff. Lean team generating outsized OP relative to headcount. Feb-26 peak at $1,742/head.
Most Consistent: DHC
$302–$671/head range across all 10 months. Never negative. The most reliable profit generator per headcount in the group.
Headcount Growing, Efficiency Flat: Elitez
Grew from 267 → 326 heads (+22%) but profit/head only averages $314. Nov crash to -$418/head dragged the average. Jan spike to $782/head shows potential when billing is strong.
JD: Chronic Loss-Making Per Head
5 of 10 months negative. Headcount tripled (16 → 48) but OP is only $23k YTD. Average profit/head: just $48/mth — barely covering cost. Needs structural review.
Low-Margin Watch List (Below 8%)
| Client / Project | Type | Typical Margin | Risk Notes |
|---|---|---|---|
| Optimum Payroll | Contracted Staff | 2.29% - 3.75% | Critically thin margin on highest-revenue client |
| Merchandiser Payroll | Payroll | -5.05% to 14.26% | Frequently negative; shared MR billing insufficient |
| Alliance Advisory | Contracted Staff | <8% | Consistently below target margin |
| Miele | Contracted Staff | <8% | Below target margin |
| Interkey | Contracted Staff | <8% | High revenue but thin margin |
| TEL PT | Part Timer | <8% | Part-timer margin pressure |
HR On/Offboarding Process Map
42 steps across 6 phases, from pre-onboarding through post-offboarding
6
Phases
42
Steps
17
Links
Phase 1
Pre-Onboarding
1.1Confirm the hiring approval via email with Payroll and the BD team.
1.3Schedule and update the onboarding details on the onboarding Google Calendar.
1.4Liaise with the new hire to coordinate the onboarding process.
1.5Send out the onboarding confirmation email (details to be confirmed).
1.6Create the new hire's corporate email and add them to the group email distribution list (to verify with hiring manager/supervisor).
1.7Create the new hire's SignNow account (only for HR Team).
1.8Prepare and compile all required onboarding forms.
1.9Set up the new hire's laptop, including printer access, MS Office installation, and update the laptop inventory list.
1.10Prepare the onboarding welcome gift.
1.11Send reminders to both the candidate and supervisor regarding the onboarding schedule.
Phase 2
Onboarding (complete on the same day)
2.1Review and complete the onboarding checklist together with the new hire, including internal departments.
2.2Register the new hire's fingerprint in the fingerprint system.
2.3Provide an office tour covering Level 3 and Level 6.
2.4Handover the new hire to their Supervisor for further onboarding guidance.
2.5Link the new hire's thumbprint access to all relevant office doors.
2.7Finalise the onboarding checklist and obtain signatures from both the new hire and Supervisor.
2.8Send out the signed checklist to the relevant teams, including Payroll, Finance (for Xero accounting), and other departments for system access activation.
2.9Save all completed documents in the onboarding drive/folder for record-keeping.
Phase 3
Post-Onboarding
3.1Collect the completed internal department checklists (BD checklist and HR checklist).
3.4Assign the new hire to the PDPA course and create a monthly group chat for all new hires of the same intake month.
3.6Follow up on mandatory course completion and quiz submissions via Google Classroom, including TAFEP, Digital Literacy, Manpower Essentials and PDPA.
Phase 4
Pre-Offboarding
4.1Confirm the offboarding date via email with Payroll and the BD team.
4.4Liaise with the resignee to coordinate the offboarding process, including arranging the handover time and informing them to bring all company assets.
Phase 5
Offboarding
5.1Review and complete the offboarding checklist with the resignee.
5.2Remove the resignee's fingerprint from the attendance/door access system.
5.3Finalise the offboarding checklist and obtain the required signatures.
5.4Send the signed checklist to Payroll, Finance (for Xero accounting), and other relevant parties to proceed with access removal.
5.5Save and file all completed offboarding documents in the offboarding folder.
5.6*Deactivate the resignee's Vincere account.
Phase 6
Post-Offboarding
6.2Export the MBOX file and share it with the Supervisor, including the folder and an email user guide.
6.3Delete the resignee's email account after all data has been backed up and transferred.
6.4Set up email routing to the Supervisor by adding their email under "Alternate Emails."
6.5Conduct month-end checks on all email accounts, including group email accounts, to ensure proper access and deactivation.
End of Process Map — Source: Elitez Group HR Department