Sales (Re)structuring & Selection in Leuven
Why here
Leuven technology companies rarely report a pipeline; they report a list of running projects. An evaluation that started eighteen months ago is still on it, because nobody agreed when such a thing is an opportunity and when it is simply work you are giving away. So we build a stage model cut for this cycle: technical advocate identified, evaluation scheduled, evaluation passed, budget year confirmed, signed. Every stage has an exit criterion, and a deal with no agreed next step leaves the pipeline instead of sitting in it for years. On staffing, Leuven runs into a structural shortage: plenty of technical talent, very little commercial talent with technical depth. The classic hunt for an experienced account manager returns little here, so we more often select for a technical background with a commercial instinct and build the selling part through training.
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
Your current pipeline gets walked line by line, asking per deal what the agreed next step is; anything without an answer comes off. That is usually an uncomfortable first week and it produces the sharpest picture you have had in years. Then we write the stage model with exit criteria. In the weeks after we fix the role profile and set up a selection assignment in which a candidate faces a technical objection that genuinely comes up with you.
Frequently asked questions
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Our pipeline is full of evaluations going nowhere. How do you clear that up?
By asking three questions per evaluation: who inside has a stake in it, which result is needed to move on, and what meeting is actually in the calendar. If the third is missing it is not an opportunity but unpaid work. That does not mean you stop delivering; it means it leaves your forecast and a conversation follows about what would make it a deal again.
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Should we look for an experienced account manager or train someone up?
In this region usually the second, simply because the first group barely exists for this type of product. Someone with a technical background who listens well and dares to keep probing can learn the commercial part; the reverse, building technical depth in a year, does not work. It does take more coaching in the first year, and you have to plan for that up front rather than discover it afterwards.
What you invest depends on what we build. The homepage says where it starts.
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