You have an idea for a new partnership that could open a new revenue stream for Globe Business. How would you pitch this idea internally to get leadership buy-in?
RoleBusiness Development Associate
DifficultyDifficult
TopicCommunication
Asked at
Why This Is Asked
The interviewer wants to see if you can communicate a business case clearly and persuasively to decision-makers, a skill essential for pushing new partnerships through internal channels in a large organization.
General Approach
Structure your pitch like a mini business case: define the opportunity, show the financial upside, highlight the low risk, and name a specific champion or proof point. Practice being concise and confident without rambling.
General Answer
Frame the pitch like a compact business case rather than a general idea: state the specific opportunity, what the partnership does and for which customer segment, the revenue or strategic upside with a clear, conservative estimate rather than an inflated projection, and the resources or investment required. Address risk directly rather than glossing over it: name the main risks, such as execution complexity, channel conflict, or dependency on the partner, and how you'd mitigate them, since leadership will trust a pitch more when it acknowledges downside honestly. Where possible, anchor the pitch to a concrete reference point, such as a comparable partnership that has worked elsewhere in the industry or an early signal of interest from the prospective partner, rather than a purely theoretical case. Identify a likely internal champion or sponsor whose goals the partnership supports, and tailor how you present the opportunity to what that stakeholder cares about. Keep the actual pitch concise, a short deck or one-pager with the opportunity, the ask, and the next step clearly stated, and be ready to go deeper only if asked, since leadership buy-in usually comes from a clear ask more than a long explanation.
PH Interview Gotcha
Filipino candidates often pitch ideas verbally without preparation, relying on 'chika' or charm. Instead, always bring a simple one-pager or deck with at least a rough estimate of costs and revenues. Leaders respect data over enthusiasm alone.
Sample STAR Answer▾
S
Situation
At my previous company, I noticed that local schools and universities were underserved by our current product bundle, and I believed a tailored education package with free installation would be a strong new partnership opportunity.
T
Task
I had to convince our head of sales and the finance director to allocate budget and resources for a pilot program, even though the education vertical was not in our annual plan.
A
Action
I built a three-slide deck: first slide showed the market size (50 private schools in our area with no current provider), second slide showed a simple financial model (conservative revenue of PHP 300,000 in the first quarter with 25% margin), and third slide listed the low-risk pilot steps (3 schools, 90-day trial, minimal onboarding cost). I scheduled a 15-minute meeting with the sales head and asked for feedback on my numbers before the formal pitch. I also asked two school administrators for a quick letter of intent to prove demand.
R
Result
The sales head approved a PHP 50,000 pilot budget. I led the pilot, which signed up 4 schools within 60 days and generated PHP 95,000 in revenue. The program later became a formal vertical in our sales playbook.
Key Takeaway
A strong internal pitch is not just about the idea; it's about showing the numbers, de-risking the ask, and getting an early champion to support you.
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- •STAR Structure
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