Sales (Re)structuring & Selection in Arnhem
Why here
A sales process borrowed from a software company does not survive a quarter in Arnhem. Supplying grid operators or their main contractors means vendor qualification, technical approval and a framework agreement before anything is ever called off. A stage named 'proposal sent' says nothing there, because the award lands months later and often with someone who was not in the first meeting. So we build stages on status rather than on activity: approved as a supplier, involved in the specification, included in the programme, call-off received. We also split roles that sit with one person in many Arnhem companies: the technical counterpart, the person guarding the tender file, and the person holding contact through the quiet months. Selection tests for that last one, because patience is a competence here.
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
Where last year's deals stalled is the first question, along with what was in the CRM at the moment things went quiet. From that we derive the stage model with an exit criterion per stage, and the split between technical counterpart, tender file and relationship upkeep. In the same weeks we install the weekly meeting where deals are discussed by status rather than by feel. If there is a gap in the team, the hiring profile follows from that work rather than preceding it.
Frequently asked questions
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Our forecast is never right because awards keep moving. How do you handle that?
By separating the stage from the date. In a deal around a grid operator the date is an assumption and the status is a fact: are you an approved supplier, are you in the investment programme, was the specification written with your technology in it. We rest the forecast on those statuses and keep the expected award date beside it as a separate, revisable estimate.
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Who should we hire: a technical specialist or a salesperson?
In this chain both, but not in one person. The technical counterpart has to hold their own with a testing laboratory or an asset manager; the salesperson has to keep the deal alive between two contact moments, which is different behaviour. We write the process first and derive the role profiles from it, then test candidates on a real conversation with a technical buyer instead of on a CV.
What you invest depends on what we build. The homepage says where it starts.
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