Sales (Re)structuring & Selection in Oss
Why here
In the family firms on the Vorstengrafdonk and Elzenburg-De Geer estates, the sales process usually lives in the owner-director's head. He knows the customers personally, knows which order comes back when, and decides on the spot. Restructuring here does not mean he sells less; it means separating what is stuck to the person from what a process can carry: stages with definitions, follow-up that does not depend on someone remembering, and a hunter role that today simply does not exist. On Pivot Park the question inverts. There the founder or a scientist does the selling and no commercial function exists yet. The first sales hire has to sustain a multi-year track without signing anything in year one — which demands a different role profile, a different way of judging performance and a different reward structure from a classic closer. We design the process, write the role profile that follows from it, and test candidates on behaviour.
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
Sitting in on conversations and walking back through the past year of deals go together, repeat orders included. From that comes the first drawing: which stages genuinely exist, and where work stalls the moment the owner turns to something else. Then we fix a definition and an exit criterion for each stage, and write the role profile for the function that is missing today.
Frequently asked questions
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Our owner-director is the sales function. How do you separate that without going around him?
By letting him keep the strongest part first. The relationship with existing customers, and the conversation where something gets promised on the spot, stay with him. What we build around it is the work he never gets to: approaching new names, following up what slips, and recording what was agreed. That way the process becomes an addition rather than a correction — and in a family business that is the difference between it sticking and stalling.
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A salesperson on Pivot Park signs nothing in year one. How do you assess them?
Not on revenue, because that would punish them for the length of the cycle. We agree up front what we do steer on: how many research and licensing organisations come into view, how many grant a second conversation, whether the right decision-makers have been reached, and whether agreed next steps actually happen. Those are the steps you can correct. Revenue follows later and belongs to the assessment of the track, not of the first year.
What you invest depends on what we build. The homepage says where it starts.
Read on
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