Inside Sales and Business Administration: Supporting Delta’s Growth Across Southeast Asia from Within

They may not always be in the spotlight, but Lim Ying Qi and her inside sales team form the steady backbone of Delta’s Southeast Asia operations.

As the Inside Sales Team Lead for Singapore, Ying Qi oversees business administration and leads a team of four unsung heroes who ensure orders, billing, and critical operational processes run smoothly, allowing the rest of the business to focus on growth. She also supports the SEA region operations.

Below, she gives a glimpse into the often-invisible work that keeps operations moving seamlessly across Singapore, Malaysia, and Indonesia.

Can you briefly describe your role and what a typical day looks like for you and your team?
In my role as Inside Sales Team Lead, I work closely with the Singapore and SEA Sales teams to support major proposals and keep our order processes running smoothly. I also partner with Operations, Sales, and Finance on forecasting and perform revenue analysis for the SEA region, which helps provide clear visibility for decision-making.

As the super user for PSQ, PDS, and our sales systems, I enjoy turning complex data into insights the business can act on.

On a typical day, I’m reviewing order status, analysing pipeline and revenue trends, supporting proposals, and ensuring our systems stay accurate and up to date. My team manages the full order cycle across Singapore, Malaysia, and Indonesia, supporting delivery and billing, handling solution project creation, and coordinating travel and workshop arrangements. I’m proud that we’re the team quietly keeping things moving so everyone else can focus on growing the business.

Inside sales and business administration often happen behind the scenes. What are some responsibilities people may not realise are critical to keeping the business running smoothly?
My team keeps the business running in ways many don’t see. Behind the scenes, we ensure data accuracy in SAP, check customer POs and documentation, track order progress, and support billing so revenue flows smoothly. We also manage travel requests, workshop logistics, and key admin tasks that keep the organisation moving. These responsibilities may seem routine, but they prevent delays, reduce errors, and give sales and management the clarity they need to focus on customers and strategic decisions.

How does your team support the sales organisation across Southeast Asia, especially in a fast-moving and multi-market/regional environment?
In a fast-moving, multi-market SEA region, my team is really what keeps everything connected. We make sure Singapore, Malaysia, Indonesia, and other countries have accurate SAP, PSQ, and pricing data, and we handle order processing and billing support so the sales teams can stay focused on customers instead of troubleshooting operations.

We also help bridge gaps across markets by coordinating documentation, forecasting, and processes so issues get resolved quickly. And because the region moves fast, we take care of regional logistics like travel and workshop arrangements, which keeps everyone aligned and supported. For me personally, it’s rewarding to know that our work gives the sales organisation the clarity and confidence they need to move quickly across Southeast Asia. Even if we’re behind the scenes, we play a part in every win.

What are the most common challenges your team faces, and how do you usually work through them?
One of our biggest challenges is keeping data accurate and consistent across different SEA markets. Each country works differently, so we often have to resolve unclear information, fix errors, and align processes quickly. We handle this by double-checking details, staying in close communication with sales teams, and standardising workflows where we can.

Another challenge is the constant time pressure, with month-end billing, last-minute orders, and tight reporting timelines. We manage this by prioritising clearly, supporting each other during peak periods, and breaking tasks into manageable steps. Overall, we work through these challenges by staying proactive, communicating openly, and supporting one another so the region and the countries continue to run smoothly.

Can you share an example of a situation where your team’s work made a meaningful difference to a customer or an internal stakeholder, even if it wasn’t very visible?
One example was when inconsistent sales data was about to delay our revenue forecast and month-end billing. We quickly stepped in to verify the details, correct the information across markets, and align everything before submission. It wasn’t visible to most people, but it prevented billing errors, kept our revenue reporting on track, and allowed both Sales and Finance to close the month smoothly, a quiet contribution that made a big impact.

As a team lead, how do you balance operational demands with developing and motivating your team members?
I balance both by creating strong processes so daily operations run smoothly without constant firefighting. That frees up time for me to focus on coaching, using real tasks as learning moments, checking in regularly, and giving team members ownership when they’re ready. I make sure to recognise their efforts too, because feeling supported and valued keeps the team motivated even during busy periods.

What skills or mindset do you think are most important for someone working in inside sales/business administration at Delta?
The most important qualities are accuracy, problem-solving, and a service-first mindset. Inside sales often works behind the scenes, so being detail-oriented, calm under pressure, and proactive in fixing issues makes a huge difference. Strong communication and teamwork are also essential because we collaborate across many countries and functions. Above all, having a positive, steady attitude helps keep the whole organisation moving smoothly.

What improvements or changes are you and your team focusing on to better support the business in 2026?
In 2026, I am focused on tightening core processes so the region, including Singapore, can move faster. That means improving forecast accuracy, streamlining order and documentation workflows, and adopting the new reporting structure for clearer, more consistent updates across markets. We’re also working more closely with Operations and Finance to reduce bottlenecks and make cross-country coordination smoother. Altogether, these improvements help sales teams react quickly and give management better visibility to drive the business forward.

For colleagues who may not interact closely with your team, what’s one thing you’d like them to understand better about what you do?
One thing I hope colleagues understand is that our team is the engine of the sales operation. You may not always see us in action, but you feel it when we’re not running smoothly. We make sure data is accurate, orders move without delay, systems are updated, and all the details behind proposals, billing, and coordination are taken care of. When everything runs seamlessly, it’s usually because someone on my team has quietly solved ten problems before they reached anyone else. Our impact isn’t loud, but it keeps the entire business moving.

Ying Qi and her team may work behind the scenes, but their contributions are essential to the success of Delta’s Southeast Asia operations. Their attention to detail, coordination across markets, and proactive problem-solving keep the business running smoothly every day.

They take on the often thankless tasks that make the big picture come together, and we’re fortunate to have their dedication and expertise supporting the entire organisation.

About the Author (Editorial Team)

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