Sales (Re)structuring & Selection in Delft
Why here
At a spin-off around Technopolis or Delftechpark the founder is usually the only one who can sell, because he is the only one who fully understands it. That scales to about fifteen conversations and no further. Structuring here means first separating what genuinely requires his presence from what does not: initial qualification, follow-up and preparation can leave his desk, the deep technical conversation cannot yet. Then we fix the stages, and that is where the thing Delft gets wrong most often appears: the pilot. With us it gets a definition, an exit criterion and a next step agreed in advance, otherwise it is not a stage but a free test setup. For the first sales hire we look for someone who can follow a technical conversation without being an engineer — and who will still ask for the order.
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
Stranded tracks from the past year give the picture: which ones exactly, where it went wrong, and what had been agreed at that point. Alongside that we listen in on live conversations. The process design follows: stages, definitions and exit criteria, with the pilot as a full stage. If there is room for a first sales hire, we run selection in parallel using a conversation assignment instead of a CV round.
Frequently asked questions
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What do you look for in a technology company's first sales hire?
Someone who can follow a technical conversation without taking it over. The common mistake is hiring an engineer who then never asks for a decision, or an experienced rep who cannot carry the technology and therefore is not believed. We test that with a real assignment: prepare a conversation about your technology and hold it, with an objection built in.
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Our founder still sits in on every conversation. When can that stop?
Once there is someone who can hold the conversation and something written to onboard them with. In practice it goes in two steps: first he drops out of the introductory call and the follow-up, later out of the technical conversation once the playbook covers the recurring questions. For a meeting with a large customer he is often needed longer, and that is not a weakness.
What you invest depends on what we build. The homepage says where it starts.
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