Why here

The pattern in Haarlem is strikingly consistent: an owner-director who personally handles the major clients, two account managers mostly maintaining existing relationships, and nothing in between. In the manufacturers of the Waarderpolder a second entanglement is added, where the same person estimates, runs projects and sells, so selling stops the moment production gets busy. Restructuring here therefore starts not with a stage model but with a separation: maintaining is not acquiring, and estimating is not selling. Only then do we define stages and exit criteria, because those are usable only when somebody exists to run them. The most delicate part is the handover from the owner. What he carries in his head about every client has to become explicit before anyone else can take it on, and that is work measured in quarters.

Our approach

Last year's revenue gets an origin, line by line: how much of it came through the owner's own network, how much from repeat work, and how much from something genuinely new. That conversation makes the dependency visible without anyone having to guess. We then separate the roles, write out the stages with an exit criterion for each, and install the weekly meeting. Only once that holds do we start selecting people.

Frequently asked questions

Our director personally handles every major client. How do you hand that over without losing them?

Step by step and in the open. We start by writing down what sits in his head: history, sensitivities, who decides internally and which agreements were only ever made verbally. The successor then joins live conversations as a second face rather than as a replacement. The owner stays accountable until a client calls the new contact of their own accord. That moment is the real handover point, not a date in a plan.
The same person here does estimating, project management and selling. What do you split first?

Acquisition, because it always loses to a deadline. Estimating and project management have a client who is waiting; new clients do not. We give acquisition its own hours in the week, its own target and its own review moment, and move estimating to someone who does not also have to sell. In a Waarderpolder production company that is often the lightest change with the largest effect.

Sales (Re)structuring & Selection in Haarlem

Why here

Our approach

Frequently asked questions

Our director personally handles every major client. How do you hand that over without losing them?

The same person here does estimating, project management and selling. What do you split first?

Read on

Sales (Re)structuring & Selection

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