About MB Edge
Built for leaders who want clarity, not complexity.
MB Edge is led by Michel Borst
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Michel has spent 30+ years in enterprise software, cloud and SaaS, building and leading GTM organisations across APAC for some of the world’s most demanding and operationally intense companies: Microsoft, SAP, Citrix, Commvault, and several others who don’t play at “easy mode.”
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He’s also one of the few people in the GTM advisory space who has actually sat in the CEO seat of a publicly listed technology company, carried a P&L, executed cost restructures, managed investor expectations, led acquisitions and divestures, and turned around businesses with nothing but discipline, ingenuity and a slightly unreasonable tolerance for complexity.
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Michel isn’t a theorist.
He builds GTM systems that survive boards, CFOs, auditors, economic downturns, overconfident reps, unstable forecasts, aggressive targets, partner politics,
and the messy nature of Southeast Asian buying behaviour.
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His work blends clarity, behavioral-economic precision, and what
can only be described as an almost unhealthy intolerance for
GTM ambiguity.
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Most consultants give advice.
MB Edge Consulting installs systems.
One is disposable.
The other is transformative.
The credibility breadcrumbs (for the sceptical buyer):
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Built GTM and Revenue Operations across Singapore, ASEAN and wider APAC.
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Led multi-country, multi-sector sales teams across BFSI, telco, government and enterprise.
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Former CEO of Dion Global Solutions (publicly listed).
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Delivered 25% cost transformation, profitability turnaround, and unification of five acquired platforms.
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Experience leading investor relations, strategic exits and buy/sell negotiations.
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Has run global sales, APAC-wide sales, FSI verticals, cloud businesses, platform businesses, and enterprise SaaS.
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Deep partnership experience with hyperscalers (AWS, Azure, GCP), telcos, SIs and distributors.
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Has built and repaired GTM systems in every stage: scale-up, enterprise and turnaround.
A letter from our founder
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You don’t need another framework. You need clarity.
Most GTM issues aren’t caused by strategy gaps. They’re caused by meaning gaps. Misinterpretations. Ambiguities. Stories that don’t travel internally. Forecasts that look precise but feel wrong. Teams that work hard but pull in slightly different directions.
After three decades leading enterprise software businesses across Asia—from hyper-growth scale-ups to global giants—I learned something uncomfortable but liberating: revenue succeeds or fails long before the deal review. It succeeds in the way an organisation interprets value, risk, urgency, and truth.
MB Edge exists to fix that interpretation layer.
Not by drowning you in slides. Not by “optimising” a process that was never aligned. But by installing a GTM system built on behavioural clarity. A system your board understands, your team trusts, and your buyers can defend without you in the room.
I started MB Edge for leaders who want simplicity without naivety. Precision without rigidity. Growth without fiction. If your GTM feels harder to run than it should, let’s talk. Clarity has a way of accelerating everything.
Michel
How MB Edge Works
​MB Edge is built on a simple, slightly heretical philosophy:
GTM is not a function, it’s a behavioural operating system.
And if the behaviour is wrong, no amount of process, tooling or motivational posters will fix it.
So our work operates differently:
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We start with the uncomfortable truth. Not the polite version.
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We design systems that remove ambiguity. Not frameworks that create new jargon.
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We install GTM discipline. Not just advise from a safe distance.
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We lead when leadership is missing. Fractional CRO means skin in the game.
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We force alignment. Not consensus theatre.
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We make the GTM boring in the best possible way. Because predictable = valuable.
What we believe about GTM in Southeast Asia
Southeast Asia is not “complex.”
It’s simply a region where the wrong assumptions multiply faster than the right ones.
Our core beliefs:
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There is no such thing as a “regional ICP.” Everything is country-specific, behaviour-specific, and culturally specific.
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Partner ecosystems are powerful shortcuts — if designed properly. Otherwise, they’re just expensive coffee meetings.
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Forecasts don’t need to be perfect. They need to be honest. Boards reward honesty far more than optimism.
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Talent problems are often system problems. Fix the system and managers "magically" get smarter.
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Your GTM is your competitive advantage. Products can be copied; behaviour cannot.
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Clarity beats cleverness.
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Narrative beats noise.
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Discipline beats heroics every single time.
How MB Edge is different
Most advisory firms sell knowledge.
MB Edge sells certainty, discipline, and behavioural advantage — the currency boards actually care about.
Our difference can be summarised in one line:​
Your GTM becomes easier to run, harder to misinterpret, and significantly harder to copy.
Because at the end of the day, the companies that win in Southeast Asia aren’t the ones with the biggest budgets.
They’re the ones with the clearest systems.