Sales (Re)structuring & Selection in Rotterdam
Why here
Rotterdam companies often sell into two markets at once without their sales department knowing it. Half the revenue comes from fast transactions with owners on estates like the Spaanse Polder; the other half from industrial deals where a qualification, a safety requirement and a framework contract come before the first delivery. Forced into one pipeline, that becomes a forecast nobody can defend: the fast deals hide the fact that the industrial ones have not moved in months. We separate those streams, each with its own stages and exit criteria, and then divide the roles. The first stream needs someone who picks up the phone and books a meeting in one conversation; the second needs someone who holds the reins for a year without getting impatient. That is rarely the same person, and in selection we test for it explicitly.
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
Won and lost deals from the past year go side by side, sorted by cycle length. Usually the two groups separate out on their own. Then we define per group when something is a real opportunity and when it may be called lost, so nothing stays on the list out of politeness. In the same period we listen in on a calling block and on a technical meeting, because those are two different skills.
Frequently asked questions
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Our account manager covers both the port and the industrial estate. Should we split that?
Usually yes, and it is rarely a judgement on that person. Someone who books three meetings in the Spaanse Polder today and has to shepherd an audit at a terminal tomorrow will, under pressure, always choose the work that pays off immediately. The industrial deal then stalls, not from reluctance but from prioritisation. Separating the streams gives each the rhythm it needs, even if one person still runs both at the start.
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What do you test for in a candidate who has to carry industrial deals?
Patience with direction, and you hear it in a conversation. We put a candidate in front of a situation where the customer says there is no budget this year, and listen to what happens next. Do they probe about the next financial year, about who decides then, about what could be tested in the meantime? Or do they thank the person politely and move on to the next name. That difference decides whether a twelve-month deal survives.
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