High-Ticket Closing in Leuven
Why here
The most painful phase in a Leuven deal is the one after the good news. The evaluation passed, your technical advocate is convinced, and then nothing happens for months. What is going on internally is almost always the same: purchasing only enters now and asks questions nobody prepared for, the budget hangs on a cycle opening next quarter, and sometimes policy requires a second supplier beside you before you can go into production at all. We take control in that phase. We make sure the advocate holds a justification that survives internally, bring purchasing into the picture earlier than feels comfortable, and negotiate on the terms that count for this type of product: lead times, support during scale-up, what happens on a product change. Discount moves little here; supply reliability does.
No list of offices — just honesty: we work remote-first and come on-site where it truly matters, by plane if that is what it takes. Travel costs are charged on.
Our approach
The evaluations genuinely heading for an order get separated from the rest, by asking who internally has something to gain. For those deals we map who signs, who can block and which budget year applies, and we ask that explicitly rather than assuming it. Then we build the internal story together with your advocate and agree the negotiating room in advance. At the decisive conversation we join, beside your own technical colleague.
Frequently asked questions
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The customer demands a second supplier alongside us. Is the deal half lost?
No, usually it is a sign you are being taken seriously. For critical components a second source is often policy rather than a judgement about you. What matters is which of the two becomes the standard and which the backup, and in practice that is decided by delivery reliability, support during scale-up and how fast you respond when something goes wrong. That is what we aim the conversation and the proposal at, instead of trying to argue the requirement away.
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The evaluation passed and then it went quiet. What do you do?
First find out where it got stuck, and that is rarely with your technical contact. Usually something is waiting on purchasing, on a budget round or on an internal approval nobody tells you about. We ask that question directly and request a concrete next meeting rather than continuing to email. If that produces nothing, the honest move is to take the deal out of the forecast and put it back at the level it genuinely sits.
What you invest depends on what we build. The homepage says where it starts.
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