High-Ticket Closing in Utrecht
Why here
The large deals in this region take two shapes, and both call for control rather than persuasion. At Utrecht Science Park you sell to care and research institutions where a subject-matter professional wants your solution, a procurement team tests whether the process is clean, and a board eventually signs. Each of those three assesses something different: the first looks at applicability and evidence, the second at procedure and comparability, the third at risk. Serve only the first and you have enthusiasm and no progress. The second shape is a national service firm with its head operation on Papendorp: across the table sits a buyer who trains on negotiation themselves and recognises every concession before you make it. In both cases we fix your negotiating room with you up front, so discount never becomes the escape route.
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
Per running deal we write out who answers which question and which of those three questions is still entirely open. It is nearly always the procedural or the risk question, because nobody asks that one out loud. We then produce the material each role needs: the evidence for the subject-matter professional, the comparison basis for procurement, the risk paragraph for the board. Before the first meeting we agree which concessions you are willing to make, and in what order.
Frequently asked questions
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The researcher is enthusiastic but the board decides. How do you bridge that?
By accepting that a board answers a different question. The researcher wants to know whether it works; the board wants to know what happens if it does not, who carries the liability then, and how it sits against existing commitments. You write that paragraph in advance and hand it to your advocate, so they do not have to improvise in a meeting you are not in. And asking to join that meeting is possible more often than companies assume.
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Our counterpart is a procurement specialist. How do you negotiate against that?
By not negotiating on price but on the content of the agreement. A trained buyer wins any conversation that is only about the number, because that is their profession and their daily practice. Where you keep movement is in scope, duration, payment rhythm, the shape of the first phase, and what is and is not included. We agree in advance which of those levers you may use, so nothing gets given away at the table that cannot be undone later.
What you invest depends on what we build. The homepage says where it starts.
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