High-Ticket Closing in Oss
Why here
Oss holds two kinds of large deal that have nothing in common. The first is the licensing or partnering track in life sciences: the decision-makers are a research director, a lawyer who owns intellectual property, and often an investor carrying the risk. The buyer's exposure is scientific and legal, every sentence in the proposal gets reviewed, and exclusivity is a heavier negotiating point than price. The second is the capital investment an Oss machine builder or supplier sells to a food producer. There the buyer's risk is simple and large: if the line stops, production stops. The decision-makers are engineering, maintenance and procurement, and the conversation is about commissioning, lead time and continuity. We first qualify which of these two you are actually running, then build the decision-unit map and the objection book that belongs to it — not one template serving both halfway.
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
Your margin, your terms and the alternatives the buyer is weighing you against get read into, along with the deals currently open. Within a few weeks each live deal has a mapped decision unit: who signs, who advises, who can block it, and who lives with the consequences. After that we join the next decisive conversations, either alone or beside your own rep.
Frequently asked questions
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A lawyer reviews every sentence of our proposal. Doesn't that slow closing down?
Only if the legal review arrives at the end. In licensing and partnering tracks that review should be a stage with its own definition, not a surprise after agreement. We pull the points a lawyer always touches — ownership of results, exclusivity, publication rights, termination — to the front and put them on the table before a proposal exists. Then you negotiate on substance instead of on how long a review takes.
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We supply a machine that goes into a food producer's line. Who needs to be at the table?
More people than you think, and not only procurement. Whoever owns the line carries the real risk: a wrong choice means downtime. Maintenance wants to know who turns up when it fails and how fast, quality assurance wants the documentation, and procurement guards the terms. Each of those roles asks a different question, and we raise those questions before the buyer does — which is exactly where deals of this shape otherwise stall.
What you invest depends on what we build. The homepage says where it starts.
Read on
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