One to one sales coaching that travels. Thirty years, fifteen industries and one hundred million pounds delivered across fifty plus countries and four continents. Thirty day cycles or three year ones. Bring me your live deals and we work on the room where the decision actually gets made.
Between 40 and 60 per cent of B2B deals are not lost to a competitor. They are lost to indecision. That is not my opinion. It is the Harvard Business Review reading of two and a half million recorded sales conversations.
Nobody said no. Nobody said yes. That is where your year went.
I know that room because I have lost in it. Early in my career I won a Ford fleet deal on paper and lost it in the building. I sold hard to the one man who signs the cheque and ignored everyone else. While I congratulated myself the service team, the finance team and the management quietly killed it. They were never sold. They did not need to say no out loud. They just did not say yes.
Years later I won a £1.9 million Tecnicas Reunidas job because I had learned the lesson. I knew whose room the decision was actually in, so I did not sit and wait on the contractor. I put a call in with Aramco and took the dates from the owner. Same product, same me, completely different result.
The difference was never the pitch. It was knowing where the decision lives, who argues against you when you are not in the room, and what to put in your champion’s hands so he wins that argument without you.
Two weeks of formal sales training in three decades. Safestyle on the doors and Ford’s B2B programme. That is the lot. The rest came from live deals in fifteen industries: marine, rail, defence, oil and gas, construction, energy management, instrumentation, pumping systems and safety equipment. Not worked in. Won in.
It travels because it had no choice.
The range is the reason it is worth the money. A method built on one sector cracks the moment you move it. Mine has already moved, again and again, across sectors that share almost nothing except one thing: more than one person always has a say.
| What you get sold | What actually happens |
|---|---|
| Find the one pain and press on it. | Several problems at once, and most of them are owned by the business, not by your one contact. |
| Get specified or you have lost. | You do not have to be in the spec to win the work. Being specified is a lever, not a verdict, and here is what to do when you are not in it. |
| Work the contractor and they place the order. | Work both angles at once. On Marjan I called Aramco and took the dates from the owner rather than waiting on the contractor. |
| Your champion will carry it for you. | Your champion is losing an argument in a room you are not in, because you never armed him for it. |
| Technical sign off means you have won. | Technical get you into the build. Quality decide if you stay. Procurement decide if you get paid. |
| A method built for software, resold to industry. | A method built on real industry that travels across sector, geography and deal length. |
Every place comes with the system I run on my own pipeline. It is not a slide deck. It is the thing that stops a deal drifting because nobody named the person who could kill it.
A founding rate for the first cohort, held against a documented before and after. Close rate, cycle length and average deal size, agreed in session one and measured at the end. If it does not move, you will know.
Founding rate, everything in, measured against a real before and after. Bring me the deal you cannot read and we will find the room it is stuck in.