Sales (Re)structuring & Selection in 's-Hertogenbosch
Why here
Sales teams in 's-Hertogenbosch usually operate in two worlds at once. Part of the revenue comes from relationships across north-east Brabant, where work is awarded because people know you. The other part comes from administrative and semi-public buyers, where that same relationship only starts counting once you have passed an objective selection. Force both routes through one funnel and you end up with a forecast nobody believes. So we design two stage sequences inside one department: a relationship track with exit criteria about trust and timing, and a selection track with eligibility requirements, references, submission dates and the award itself as separate stages. Then comes staffing. The person who wins trust at the table is rarely the person who finishes a flawless submission, and we capture that difference in role profiles before anyone is recruited.
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
Last year's deals lie side by side: which came from the network, which from a formal procedure, and where each of the two stalled. That produces the two stage sequences and their exit criteria. In the same weeks we test who on your team carries which track, write the role profiles, and set up the weekly meeting where both pipelines are discussed separately.
Frequently asked questions
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Our reps are strong in the network but get stuck on tender submissions. Is that a training problem or a role problem?
Usually a role problem. A submission is planning work: dissecting requirements, gathering evidence, meeting deadlines and writing consistently. That asks for a different kind of person than the one who wins trust across a table. We first look at who on your current team can handle that work and actually wants it; if nobody does, it becomes a selection question. Training only helps on the parts that involve the conversation itself.
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How do you keep one forecast when the two routes differ this much?
By not adding them up until the stages mean the same thing. A relationship deal sitting in the decision stage is not comparable to a submitted bid: the first you can still influence, the second you cannot. We give every stage its own definition per track and only combine them at the level the board steers on. The total then holds up, and you also see where your capacity is going.
What you invest depends on what we build. The homepage says where it starts.
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