Cracking the First Sale
Overcoming misconceptions, winning over factory bosses, and the balancing act of launching a new product
Starting a business is tough. But starting a business that introduces a completely new concept to the market? That’s a whole different challenge.
That’s exactly what Kevin Ong and his co-founder faced when they launched their startup—a platform that offers salary advancement to factory workers facing financial emergencies. Unlike traditional loans, their system allows employees to withdraw a portion of their salary early, with no interest—just a simple platform fee. It’s a game-changer in a region where workers often rely on informal and unreliable methods to get by.
But getting businesses to adopt the idea? That was an uphill battle. From overcoming misconceptions about being a payday loan scheme to navigating complex company hierarchies, Ong and his team had to refine their approach at every step.
In this interview, Ong shares the challenges of securing their first clients, the lessons they learned, and what he’d do differently if he had to start all over again.
Interviewer: Thank you so much for joining us today for this interview. We’re excited to have you here to talk about your startup journey. To start, could you give us some background on your startup?
Ong: Sure! So, the startup I co-founded focuses on a solution called salary advancement. It was something relatively new in our region. Essentially, we target factory workers, particularly those who often face financial emergencies but don’t have easy access to cash during such times.
The way it works is simple: if workers need an emergency cash advance, they can withdraw small portions of their salary early through our platform. When payday arrives, we deduct the amount directly from their salary. Unlike traditional loans, we’re not charging interest or percentages on the amount withdrawn—just a platform fee for using our service.
This model addresses a significant issue for workers who might otherwise have trouble accessing emergency funds due to bureaucratic processes with their companies or lack of alternatives.
Interviewer: That’s really interesting. So, is this type of solution common in the region?
Ong: Not at all. While similar concepts exist in other countries, it’s quite uncommon here. Often, workers either approach their bosses directly or try informal avenues, which aren’t reliable and often difficult to track. Our solution adds structure and transparency to the process, benefiting both employers and employees.
Interviewer: I see. Since this is a B2B solution, primarily targeting businesses, can you share what challenges you faced when pitching this idea during your first sales attempts?
Ong: Oh, there were plenty of challenges! The biggest one was misconceptions. Most of the factory bosses we approached initially thought this was some kind of payday loan scheme or lending business, which they were hesitant to embrace. The first question we’d often hear was, “How much are you charging in interest?”
We had to explain repeatedly that this wasn’t a loan or lending platform. Instead, it’s a system that helps their workers handle emergencies while ensuring repayment is seamless by deducting amounts directly from salaries. Once we clarified that we’re only charging a platform fee, not a percentage of the amount withdrawn, it got easier to move forward.
Interviewer: Misconceptions like that sound tough to overcome. So how did you manage to secure your first client despite these challenges?
Ong: Our first client was a factory manufacturing electronic components. We got connected with them through a mutual acquaintance who was working on a project with that factory. After several meetings with the boss—three or four in total—we were able to convince him.
The boss understood that workers frequently approached him for advances, and he saw the potential of our system to simplify this process. It wasn’t easy, though. We had to configure the system specifically for their operations—integrating work schedules, attendance records, and other data before allowing employees to access the cash advance feature.
Ultimately, the key was getting buy-in from the boss himself. In this case, the decision-making hierarchy was straightforward: once the boss approved it, everyone else followed suit. That made implementation smoother.
Interviewer: That’s great! But I’m guessing it wasn’t always that straightforward?
Ong: Exactly. For companies with more complex structures and multiple decision-makers, things became much harder. We once pitched to a company with layers of management, and internal office politics slowed everything down. Different stakeholders had differing opinions about our solution, and we spent so much time navigating their internal conflicts that the deal ultimately fell through.
This taught us an important lesson: for large organizations with complex hierarchies, we need a solid strategy to align all stakeholders early on.
Interviewer: That sounds challenging indeed. What advice would you give to other entrepreneurs trying to secure their first clients?
Ong: First and foremost, know your product inside out and understand how it benefits your target customers compared to alternatives. If your product is entirely new or unfamiliar in the market—like ours—expect misconceptions and plan how to address them upfront.
Second, focus on clear communication. You need to quickly convey what your product solves and why it’s valuable. If you can identify and target their pain points effectively, that’s half the battle won.
Lastly, persistence is key. Don’t get discouraged by initial rejections or misunderstandings. It takes time to build trust and prove the value of something new.
Interviewer: That’s excellent advice! If you had the chance to go back in time and redo your approach for this salary advancement startup, what would you do differently?
Ong: I’d invest more in marketing and awareness-building right from the start. Most of our early challenges stemmed from misconceptions about what our solution actually was. If we’d created videos or campaigns explaining our platform’s basics before pitching it directly to companies, it would’ve been much easier to get buy-in from decision-makers.
Building awareness at a public level also helps when approaching businesses because they’re more likely to recognize and trust your product if they’ve already heard about it.
Interviewer: That makes sense—laying the groundwork before pitching sounds like it could save time and effort later. So where are you and your startup now?
Ong: Right now, we’ve built an MVP (minimum viable product) that’s functional but still being refined module by module. My co-founder is very detail-oriented and wants everything perfected before launching widely, especially since we’re preparing to present this to potential investors.
I’m more of a “launch fast and iterate” type of person—I believe it’s better to test with smaller groups and generate some revenue while improving along the way. But I understand my co-founder’s perspective: having a polished product can increase investor confidence.
At this stage, we’re balancing these two approaches while ensuring everything runs smoothly before scaling up further.
Thank you so much for sharing your journey with us—it’s been incredibly insightful! Best of luck with your next steps!
Key Takeaways from Ong’s Journey
Overcoming misconceptions is half the battle – When introducing something new, expect misunderstandings. Having a clear, simple way to explain your product’s value can make all the difference.
Stakeholder alignment matters – In smaller companies, getting buy-in from the top decision-maker can speed things up. In larger ones, internal politics can slow things down, so a strategy to engage multiple stakeholders is crucial.
Marketing isn’t just for customers – Creating awareness early—through content, education, or branding—can make sales conversations easier by reducing initial skepticism.
Balancing perfection and speed – Some founders want to refine every detail before launching, while others prefer to test and iterate. Finding the right balance can impact both investor confidence and market traction.
Jia Hui is a computer science professional with a master's degree and a strong background in entrepreneurship. Since his academic years, he has been actively involved in multiple startups, bringing innovative solutions to market. Currently, he serves as a university lecturer, specializing in mobile app development, while continuing to engage in the startup ecosystem, focusing on technology, AI, blockchain, and product development.
Ong’s story is a reminder that even the best solutions won’t sell themselves—education, persistence, and the right approach to pitching make all the difference. If you’ve faced similar challenges in getting your first clients, we’d love to hear your story!