This month, we caught up with Jade to talk about what drew her to IDR, how she builds lasting client relationships and what she believes separates good from great business development.

Q: You recently joined IDR. What made you want to be part of the journey? 
I am someone who values strong leadership and clear direction, which I found in the co-founders and their genuine ambition to grow across APAC. Alyssa’s leadership style during the interview process further reinforced that this was the right place for me. Joining as one of the first people focused on the region was an exciting opportunity to build something meaningful from the ground up.

Additionally, having spent many years in the market research industry, I also wanted to work for an expert network as I know they give clients access to expert insights beyond what traditional panels can offer. Combined with my passion for meeting and exceeding client expectations, I knew I was in the right place.

Q: Looking back on your first few months, what has stood out most?
Two things stand out. Firstly, the quality of our service. Within the first few weeks at IDR, I was hearing consistent feedback from clients about IDR’s ability to find highly niche, difficult-to-reach audiences. These are often the kinds of projects where other providers struggle, but we can step in and help clients move forward.

Secondly, I really like how collaborative the teams are across the offices. Everyone’s willing to contribute and step in to help whenever it is needed. We share knowledge and strive to win as a team!

Q: What are clients prioritizing in APAC right now?
It’s not too dissimilar to other regions; there is a big focus on both the quality of insights and accessing them quickly. 

AI is changing expectations across industries, and clients are now under increasing pressure to move faster. What this means is businesses can generate ideas and hypotheses quickly, but they still need human insight to validate those assumptions.  

Q: In sales and partnerships, what separates a strong client relationship from a transactional one?
For me, it comes down to honesty and transparency.

A transactional relationship is often focused purely on closing a sale and moving on. Long-term partnerships are built differently. I have always believed that if something is not the right fit, or if expectations are not realistic, it is important to be upfront about that proactively, which is all about transparency. This means giving the full picture, even when it's not good news or what the client wants to hear.

Clients value honesty. I will share when we are strong in a particular area. At the same time, I will be honest if we are unable to meet client expectations – perhaps sourcing experts in an area we have less reach. In the long run, trust matters much more than overpromising.

Q: What is one lesson from your career that has shaped how you approach leadership and business development?
Humility.

Earlier in my career, I found myself in situations where I had to learn quickly and navigate unfamiliar environments. What it taught me is to not be afraid to admit what I did not know and ask questions.

Being curious is also important. No matter how experienced you become, there is always something new to learn, whether that is from clients, colleagues or the market itself.

Q: What are the main differences between a panel provider and an expert network?  
There are three main differences in my view.

1. Different tools for different jobs. Panels are excellent at what they're built for: large-scale, representative research at speed and value. For projects where the quality of each individual response really matters, a targeted approach makes a meaningful difference to the reliability of the insight, which expert networks offer.
2. Insight that reflects where the market is today. Professional roles change quickly, and any database naturally needs constant refreshing to keep pace. Expert networks source in real time. That means the person on the call reflects the market as it stands right now, which is especially valuable in fast-moving sectors and during time-sensitive work like due diligence.
3. Reaching the specialists who are hardest to find. When a project calls for a very specific profile, whether that's a hospital CFO in Jakarta, a fintech regulator in Manila, or a procurement lead at a Vietnamese manufacturer, expert networks custom-recruit for that exact brief. Traditional panel providers typically don’t.

Q: Why is relationship building still so important in today’s world?

At the end of the day, people work with people. Strong relationships help build confidence and credibility, especially in industries where timelines are tight and expectations are high. When a client knows you understand their world and that you will follow through, the conversation shifts from transactional to genuinely collaborative.

For me, being authentic is really important. Clients can tell when you are genuinely invested in helping them versus simply trying to sell something. That difference shows up in the small things: listening properly before offering a solution, being honest when something needs the wider team's input, and framing challenges around how you will solve them rather than glossing over them.

Some of the most rewarding moments in my work have come from reconnecting with people I worked with years ago. Same industry, different side of the table, and a relationship that picks up right where it left off.

Q: What do clients value most about working with you?
It would be my responsiveness paired with genuine industry understanding. Leading the management consulting vertical in my previous role taught me that consultants are not looking for a vendor. They want a partner who can keep pace with them, anticipate their needs, and translate a complex brief into a workable solution quickly.

Much of my work came down to problem-solving under pressure. Whether scoping a nuanced project or turning around a request on a tight deadline, clients knew they could rely on me to find a way forward. That reliability matters enormously in a field where a delayed insight can hold up an entire engagement.

I also believe clients value a true sense of partnership. Consulting teams operate under constant demands, so becoming someone who removes complexity rather than adding to it makes a real difference. When you become genuinely valuable to how a team works, you are no longer seen as a collaborator on a single project, but as a trusted extension of their own capabilities.

Q: Finally, outside of work, what helps you stay motivated or recharge?
Spending time with my cat, Bella, is one of the most grounding parts of my day. She brings calm and routine, whether she's sitting nearby or curling up beside me.

I'm also lucky to have a close-knit group of friends who feel like family and who I love spending time with.