APAC airlines are the prize. Reaching the people who sign is the hard part.

Sherpa's growth in APAC runs on net-new airline partnerships, embedding travel requirements and eVisa monetization into the booking flow. Across APAC (ex-India), that is decided by a finite set of commercial, digital and customer leaders at roughly 73 carriers.

That means net-new airline logos, and net-new is the hardest pipeline there is to build.

Why is net-new hard?

Give before you take.

Behind every airline partnership that closes in this region is a high-level peer-to-peer relationship. You can't build that relationship by making asks, you need to offer something of value first.

This isn't theoretical. We convene the exact senior rooms, then convert them.

Our playbook is simple: convene the senior people you need to reach into a room they actually want to be in, then convert. Here is that motion working across clients, industries and geographies, the same motion we would run for Sherpa with APAC airline leaders.

More proof points

Your buyers, airlines only: senior leaders across nine priority markets.

The airlines in your nine priority markets, filtered to the carriers themselves, with no airports, ground handlers or vendors. We size the senior owners (Director, VP, CXO) of the three briefs a Sherpa deal runs through, chosen because each owns a distinct part of the case: Commercial & Ancillary owns the eVisa/ancillary-revenue upside (the fastest yes, since it adds revenue); Digital & E-commerce owns the booking-flow and website integration; and Customer & Travel-Ready owns the passenger experience and the denied-boarding / travel-requirements problem.

Methodology. LinkedIn Sales Navigator, September 2026. Company filter = each market’s carriers, matched to their LinkedIn company pages, so results are airline employees only, with airports, ground handlers, MRO and software vendors excluded. Seniority = Director, VP or CXO. Each brief is a boolean keyword search across the profile (title-weighted): Digital & E-commerce = digital, e-commerce, online; Commercial & Ancillary = ancillary, merchandising, retailing, commercial, loyalty; Customer & Travel-Ready = customer experience, passenger experience, ground operations, travel ready. Counts are indicative, and because a person can match more than one brief the three columns can overlap and are not additive across. Thailand reads low because Thai airline staff have thinner English-language LinkedIn presence, not because the carriers are small. Rows in the table are sorted by Total (the sum of the three briefs, which overlap, so it is not a de-duplicated headcount). Named, de-duplicated lists per carrier are built on kickoff.

Appendix. The full account universe, 73 target carriers across 21 markets (ex-India). The nine priority markets above are sized in detail; the rest are pipeline for later phases.

Where we'd start, and how fast.

The ICP puts a real number on it: thousands of senior leaders (Dir/VP/CXO) across the airlines in nine priority markets, deepest in commercial & ancillary. Here is the sequence.

What the program is worth, in your terms.

NO BS takes full accountability for the top of this funnel. The defaults below reflect what we typically see, but move the sliders to your own numbers to get a real view of what this NO BS x Sherpa collaboration could produce.

Default sliders reflect our working estimate over 12 months: 12 rooms × 8 senior airline leaders is about 96 reached, 80% to a real 1-on-1 (77), 40% of those to a partnership opportunity (31), about a 25% win rate on close (8). At a £50,000 average ACV that is £1.6M in pipeline and £400k of signed annual partnership value. Move the sliders to your own numbers.

Operators, not consultants.

Most firms sell you a plan. We are the team that executes it, in the room, from month one.

Moving Asia from strategy deck to P&L.
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Case studies

Why NO BS

What we'd need from you.

We can get into a lot more detail from here, but four questions first.