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Habeeb's VA
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Enterprise Sales Professional. Management Consulting Student. Problem Solver.
Consultative by Instinct. Strategic by Training.
Years Experience
ARR Generated
Quota Attainment
ABOUT
I grew up in a part of the world which is one of the most ethnically and geographically diverse places and have spent time in places most people overlook on a map. The matriarchal communities of northeast India, the villages of the Himalayan belt. Those experiences shaped how I think about culture, perspective, and the assumptions we carry without noticing. Travelling slowly and talking to people is still how I make sense of the world.
"Whatever you do may seem insignificant to you, but it is most important that you do it."
M.K. Gandhi
I come back to this in work and in life. It is a reminder that showing up fully, for a client, a problem, a person, or a conversation, matters even when the outcome is not visible yet. The doing is the point. It is how I try to live.
I write about AI and business, I am learning to code from scratch, and I am exploring how AI agents work. Not because I feel like I should, but because I cannot help it. Curiosity is just how I am wired. I believe the people who understand both the technology and the business problem will do the most interesting work in the next decade.
When a client started calling me not for a product but for a perspective, something became clear. When the trust built was not around a solution but around genuinely understanding what was broken, that is when I realised the job I actually wanted was about solving problems.
My approach towards problem solving is this: start from first principles, understand the system, and find what is actually broken. A background in civil engineering built that habit early. Six years of enterprise SaaS, across solutions consulting, GTM strategy, and multimillion-dollar deals across Asia Pacific, sharpened it in the real world. Whether the problem is commercial, strategic, or organisational, the instinct is the same.
I am equally interested in management consulting and enterprise technology. At their best, both do the same thing: help organisations make better decisions and execute them well. I am at UCD Smurfit in Dublin building the frameworks to apply that thinking at scale. Open to problems worth solving, good people, and work that holds up under scrutiny.
UCD Michael Smurfit Graduate Business School, 2025 to 2026
Corporate and Competitive Strategy. Global Leadership Programme. Class Representative. Smurfit College Officer, UCD Students Union.
Lovely Professional University
A grounding in systems thinking and structural problem-solving that informs how I approach every challenge.
UCD Students Union, 2025 to 2026
ALONE Ireland
The Corner, UCD
UCD Smurfit, MSc Management Consultancy
CAREER JOURNEY
Six years of driving enterprise growth and consultative sales across technology, fintech, and consumer industries.
PORTFOLIO
Three deals that required more than sales. They required judgement, patience, and a willingness to go beyond the brief.
CHALLENGE
O4S had no presence in several high-potential industries. Some colleagues were not convinced the opportunities were worth pursuing. The conventional read was to focus on established verticals.
APPROACH
I disagreed. After doing my own due diligence, I took the calculated risk of pursuing untapped sectors, built tailored value propositions for each, and ran full end-to-end sales cycles from first contact to signed contract.
OUTCOME
Two new business verticals launched. New ARR streams created. The company's addressable market expanded across six industries.
CHALLENGE
A leading construction and infrastructure enterprise in Asia had been working with a global technology solutions provider for four years. Their offices were in the same building. The relationship was warm, the inertia was real, and the switching cost was high. There was no obvious reason for them to look elsewhere.
APPROACH
Rather than compete on features or price, I focused entirely on understanding the problems they had stopped talking about. The ones their existing vendor had normalised over four years. I stayed transparent about what we could not do, and demonstrated clearly how we would solve what actually mattered. Throughout the evaluation, I made sure they felt supported, not sold to.
OUTCOME
They switched. A $300K contract, replacing a partner of four years, built on demonstrated value and trust rather than a better brochure.
CHALLENGE
A major enterprise in the tyre industry needed a financial and tax platform. Their decision-makers were largely unreachable. They were likely to continue with their existing vendor. COVID had made procurement cycles difficult to navigate across the board, and there was little reason for them to move.
APPROACH
I stayed close to the contacts I had, patiently and genuinely. When it became clear they also lacked a reliable system integration partner, I found them one. It was not my responsibility. I did it anyway, because it was the right thing to do. That single act shifted the dynamic entirely. The people I had built trust with became internal champions who fast-tracked approvals at the height of the pandemic.
OUTCOME
$50K deal closed within the quarter. At renewal, the contract expanded to include sister entities. Trust compounds.
CHALLENGE
O4S had no presence in several high-potential industries. Some colleagues were not convinced the opportunities were worth pursuing. The conventional read was to focus on established verticals.
APPROACH
I disagreed. After doing my own due diligence, I took the calculated risk of pursuing untapped sectors, built tailored value propositions for each, and ran full end-to-end sales cycles from first contact to signed contract.
OUTCOME
Two new business verticals launched. New ARR streams created. The company's addressable market expanded across six industries.
CHALLENGE
A leading construction and infrastructure enterprise in Asia had been working with a global technology solutions provider for four years. Their offices were in the same building. The relationship was warm, the inertia was real, and the switching cost was high. There was no obvious reason for them to look elsewhere.
APPROACH
Rather than compete on features or price, I focused entirely on understanding the problems they had stopped talking about. The ones their existing vendor had normalised over four years. I stayed transparent about what we could not do, and demonstrated clearly how we would solve what actually mattered. Throughout the evaluation, I made sure they felt supported, not sold to.
OUTCOME
They switched. A $300K contract, replacing a partner of four years, built on demonstrated value and trust rather than a better brochure.
CHALLENGE
A major enterprise in the tyre industry needed a financial and tax platform. Their decision-makers were largely unreachable. They were likely to continue with their existing vendor. COVID had made procurement cycles difficult to navigate across the board, and there was little reason for them to move.
APPROACH
I stayed close to the contacts I had, patiently and genuinely. When it became clear they also lacked a reliable system integration partner, I found them one. It was not my responsibility. I did it anyway, because it was the right thing to do. That single act shifted the dynamic entirely. The people I had built trust with became internal champions who fast-tracked approvals at the height of the pandemic.
OUTCOME
$50K deal closed within the quarter. At renewal, the contract expanded to include sister entities. Trust compounds.
BLOG
Writing about AI, enterprise strategy, consulting, and what actually changes when technology meets human judgement.
WHAT PEOPLE SAY
He quickly got to the real problem, broke it down into workable pieces, and aligned both clients and delivery teams around practical solutions. He fills the role really solidly and was a great colleague.
His strategic thinking and sharp market insight were instrumental in the success of the majority of the projects he closed. His excellent communication prowess and genuine interest in clients' success is truly commendable.
His approach to sales is solution oriented and he likes to go deep into requirements of his customers. Quick to identify value that software solutions can bring to a customer's business.
A valuable asset to our team who consistently met or exceeded expectations. A quick learner and always willing to go the extra mile to ensure the success of the team.
A great blend of sound business acumen and impeccable work ethic. I have been very impressed by the capabilities he showcased while dealing with large enterprises.
What makes him unique is his work ethic and his ability to bring other team members along for achieving the organisation's goal.
Consistently demonstrated strong work ethic and dedication. Often took initiative to help other team members. I have no doubt he will continue to excel in his career.
Disciplined, hardworking, persevering, focused and sincere. What else do you need in a good sales person? Happy to work with him any day.
A thorough professional who consistently delivers high-quality work. Always goes above and beyond to ensure work gets done on time. A team player who is always willing to lend a hand.
He quickly got to the real problem, broke it down into workable pieces, and aligned both clients and delivery teams around practical solutions.
His strategic thinking and sharp market insight were instrumental in the success of the majority of the projects he closed.
His approach to sales is solution oriented and he likes to go deep into requirements of his customers.
A quick learner and always willing to go the extra mile to ensure the success of the team.
Disciplined, hardworking, persevering, focused and sincere. What else do you need in a good sales person?
INTERESTS
Books and films that shaped how I think. Not a reading log. A window into what I find worth the time.
EXPERTISE
A comprehensive toolkit for driving enterprise growth and strategic consulting.
BEYOND THE CV
The scenes, books, and places that shape how I think.
CONTACT
Interested in consulting, enterprise sales, or just a good conversation about AI and strategy? I would love to hear from you.
Dublin, Ireland