How Genome Labs removed broker dependency, built direct relationships with international packaging buyers in GCC, UK, and Southeast Asia, and created a compounding export pipeline from scratch.
Genome Labs — part of a ₹64 Crore pharma group — produced nutraceutical packaging that met international quality standards. But every export sale went through a broker or trading company. The margins were compressed. The relationships belonged to the intermediary, not to Genome Labs. And when market conditions changed, the broker's loyalty changed with it.
The business had the capability to serve international buyers directly. What it lacked was the brand presence, the outreach infrastructure, and the verified contact database to reach procurement heads at international nutraceutical brands without going through a middleman.
The brief was clear: build a direct international buyer pipeline from scratch — across GCC, UK, and Southeast Asia — in six months, without relying on any intermediary.
All international revenue went through brokers and trading companies. Genome Labs had no direct relationships with the end buyers — and no visibility into who they were or how to reach them.
International buyers evaluating packaging suppliers research online before engaging. Genome Labs had no professional website, no English-language content, and no LinkedIn presence that communicated their capability to international buyers.
Trading companies and brokers were taking 15–25% of every export deal. Direct relationships would eliminate this margin leakage entirely — but required building the outreach infrastructure to reach buyers without the broker network.
We identified three priority export markets based on Genome Labs' certifications, product range, and the buyer profile most likely to convert quickly. Each market had different buyer behaviour, different decision-maker titles, and different credibility signals that mattered most.
UAE, Saudi Arabia, Kuwait — highest nutraceutical import growth, strong demand for Indian packaging suppliers with Halal credentials
Premium nutraceutical brands with high packaging quality standards — strong buyer interest in certified Indian suppliers post-Brexit
Singapore, Malaysia, Vietnam — fast-growing nutraceutical markets with procurement heads actively sourcing from India
The same sequencing principle applied here as in all Big Leap outreach engagements — credibility before contact. An international buyer receiving a cold outreach from an Indian packaging supplier they've never heard of will verify the company immediately. What they find determines whether they reply.
We built a new website for Genome Labs that communicated international buyer priorities — certifications (GMP, ISO, FSSAI), product range with technical specifications, quality documentation, and an existing client reference framework. Every page was written in English with the international procurement buyer in mind, not the domestic market.
We built an ICP specifically for international nutraceutical packaging buyers — the specific job titles, company sizes, and geographies most likely to convert quickly. Then we built a verified contact database of procurement heads, sourcing managers, and supply chain directors at nutraceutical brands in GCC, UK, and Southeast Asia — direct email addresses and LinkedIn profiles, verified before first send.
We ran multi-step cold email sequences to the verified contact list — personalised openers that referenced the buyer's specific market, product category, and sourcing context. Sequences led with Genome Labs' certifications and a relevant proof point — not a generic product introduction. Dedicated sending domains, 4-week warm-up, and full deliverability management throughout.
LinkedIn outreach running in parallel with email — reaching the same contacts across two channels simultaneously. Each LinkedIn message was personalised to the recipient's company and role. Where an email went to a procurement head, the LinkedIn message went to the supply chain director at the same company — covering multiple stakeholders simultaneously.
All positive replies — in English, across three time zones — were handled by Big Leap's team. Follow-up messages, meeting scheduling, and pre-meeting information sharing all managed centrally. Genome Labs' leadership received calendar invitations when a meeting was confirmed.
By Month 3, Genome Labs was having conversations with international procurement heads who had found them through Big Leap's outreach — not through a broker or trading company. By Month 6, direct buyer relationships had been established across all three target markets, and the pipeline was compounding as early conversations progressed to RFQs and sampling requests.
Qualified meetings booked with international nutraceutical packaging procurement heads across GCC, UK, and Southeast Asia — all direct, no broker involvement.
GCC, UK, and Southeast Asia — three export markets with direct buyer relationships established from zero within the 6-month engagement period.
Went from zero direct international buyer relationships to an active pipeline of qualified buyers across three markets — without any broker or intermediary involvement.
Compounding export pipeline across three markets — conversations progressing to RFQs, samples, and early-stage supply agreements by Month 6.
"We went from zero international presence to direct buyer relationships across three markets. Big Leap gave us something our brokers never could — we own the relationship now, not them."
— Founder, Genome LabsThis engagement was a complete international go-to-market build — brand, digital infrastructure, and direct buyer outreach combined into one coordinated program across three markets simultaneously.
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