Sales (Re)structuring & Selection in Eindhoven
Why here
The pattern in Brainport is familiar and stubborn: a supplier doing excellent work, two large customers, and a sales function consisting of one account manager who mostly answers enquiries. As long as the volume is there, nobody notices. So restructuring here does not start with people but with the question of what selling in this industry actually is. We build a pipeline containing the real steps — introduction, technical assessment, audit, pilot run, series production — each with a criterion you can evidence, instead of stages modelled on a quotation. We also separate two functions that here nearly always sit in one person: managing existing customers and opening new ones. Those are different rhythms and different behaviour, and in selection we test for something specific: can this candidate hold a technical conversation without forgetting the commercial question.
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
Every enquiry from the past year goes into one list, with its origin beside it. Almost always the vast majority arrived without anyone doing anything for it, and that is exactly the vulnerability the conversation has to be about. Then we describe the qualification route as stages with evidence, and walk your existing relationships along it to see where they stand. Only once that picture exists do we talk about who takes which role.
Frequently asked questions
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Our account manager looks after two large customers. Do we need someone else?
Usually yes, and it is no criticism of what he does. Managing existing customers is work that demands attention daily and where the customer sets the pace; opening new customers is work where nobody is waiting for you and you have to set the pace yourself. Under pressure the first always wins. Leaving both with one person is an unintended decision that no new accounts will be added. So the split is a decision about priority rather than about headcount.
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What does a pipeline look like when the first order only comes after a year?
Like a route with stations you can evidence, not a percentage chance. The stages here might be: technical information exchanged, visit or audit scheduled, audit completed, pilot run quoted, pilot run delivered, added as an approved supplier. Every stage has evidence and an expected duration, so in the weekly meeting you can see which deal has stopped moving without anyone reporting it. In long cycles that matters more than the revenue forecast itself.
What you invest depends on what we build. The homepage says where it starts.
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