Sales (Re)structuring & Selection in Brussels
Why here
Most sales processes are designed around a single decision-maker, and in Brussels that is exactly why they break. Three roles run in parallel here: the user who feels the problem, the purchasing department that guards the procedure, and the leadership or foreign head office that releases the budget. So we build the process not as a series of steps but as a series of confirmations: user confirmed, purchasing engaged, mandate located. A deal only moves a stage when the matching role is genuinely in the picture, which immediately shows where deals actually stall. Selection adds a second layer: language here is not a bonus on a CV but a job requirement, and the register differs per language. So we test candidates in a real conversation in the language they will work in, with a purchasing department as the counterpart, rather than with a generic role-play exercise.
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
At which of the three roles they kept stopping is the first question put to last year's dead deals; that answer is almost always the same one and almost never what the team expects. Then we write the stage model with an exit criterion per role, plus a second line into purchasing that runs separately. In the weeks after we fix the role profile with the language requirement in it and set up the selection track, including a conversation in the second language.
Frequently asked questions
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Our conversations go well and then it goes quiet for months. Where does that sit?
Usually with the second role. You spoke to an enthusiastic user who now has to get something done internally with a purchasing department you have never had contact with. As long as he does that alone, your file depends on his calendar. So the process gets a separate step: purchasing is actively involved before the proposal goes out, with the information they ask for.
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Do all our salespeople have to be trilingual?
No, and that requirement makes recruitment needlessly hard. What is required is that every account list has a salesperson who can hold a conversation in that list's language, including the difficult part about price and terms. In practice that usually means a split: someone running the French-speaking market, someone handling the English-speaking international segment. The list division then follows language rather than sector.
What you invest depends on what we build. The homepage says where it starts.
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