Sales (Re)structuring & Selection in Mechelen
Why here
The brief in Mechelen is rarely "build a sales department" and almost always "hit a number set somewhere else". A country manager, two or three account managers, a full customer portfolio and no structural inflow whatsoever. Restructuring here therefore does not mean tearing everything up, because pricing, reporting lines and the system are fixed by the group. It means making one separation that does not yet exist: existing accounts and new market become different jobs, with different owners and a calendar of their own. We then give every stage a definition and an exit criterion that can live alongside group reporting, so your forecast holds locally and still reconciles with what head office sees. Location weighs into hiring: anyone working here could be working in Antwerp or Brussels tomorrow. That shapes the profile, the role and the growth path.
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
Reading along and listening in come first: a set of real conversations, the past year's files and whatever is recorded in the system. By the second week there is a map of who does which step and where work stalls. Usually it turns out prospecting has no owner at all and is simply whatever is left over. We then fix the stage definitions and test them against ten live files: does each one fit exactly one stage, or not?
Frequently asked questions
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Our system and reporting are fixed by the group. Is there anything left to structure?
More than you would expect. What is fixed is how things are reported, not how they are done. The split of duties, the definition of an opportunity, the moment a file may move on and the weekly meeting where that is discussed are all yours to set up locally. We simply make sure the result maps one-to-one onto the fields the group expects, so you never end up keeping two sets of books.
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Our account managers say they have no time for prospecting. Is that true?
Often it is, and that is exactly the problem. Anyone running a portfolio of delivery questions, complaints and quotations is interrupted all day by something urgent, and prospecting is never urgent. So we do not solve it with good intentions but with a separation: new market becomes its own role with its own target, even if at first that role only exists two days a week.
What you invest depends on what we build. The homepage says where it starts.
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