1 · Targeted acquisition
Inbound requests are no longer enough
Open conversations with the customers you have good reasons to serve.
Sales and pricing advisory for technical B2B companies
Win the right deals.
At the right price.
I help technical and technology companies turn their expertise into profitable sales: choosing the right customers and the right deals, getting the value of the offer recognised and defending its terms. We start from your real deals, then your team keeps the method.
Arthur Romeijer · Electrical engineer · Solvay Executive MBA · 5 years at AGC
The system
Six levers, one sales system.
A profitable deal is prepared long before the quote and continues after signature. Each lever solves a specific problem; together, they form the way your company sells. We start with the one that is blocking today.
2 · Deal qualification
Your quotes tie up too many experts
Invest sales and engineering time in the deals that justify it.
3 · Convincing offers
Your technical offers do not trigger a decision
Give decision-makers what they need to understand, defend and choose your solution.
4 · Pricing and negotiation
Your prices follow habits and discounts
Capture the value created and protect deal profitability.
5 · Autonomous team · Foundation
Too many deals go through you, or a sales hire is coming up
Hand the method over to the team or to a new hire.
6 · Sales steering · Foundation
The pipeline does not help you decide
Decide on deals, resources and profitability based on facts.
Several levers apply to you? Describe the situation that takes up most of your time. We will work out together where to start.
Illustrative example
Here is what changes when an offer is designed for the decision.
Before: a page dominated by specifications. After: a decision summary that sets out the customer’s problem, the difference from the alternatives, the value and its assumptions, each party’s commitments and the decision expected. The technical appendices remain available.
Before
Upgrade of the line 2 control system
1. Scope of the offer
Supply, programming and commissioning of a control system compliant with the specification of 12 March, revision B.
2. Technical specifications
| Central unit | Modular controller, 3 MB memory |
| Inputs and outputs | 128 digital, 32 analogue |
| Network | Industrial Ethernet, redundant ring |
| Drives | 12 units, fieldbus control |
| Safety | Safety relays, category 3, PL d |
| Supervision | 2 stations, 15 overview screens |
| Cabinet | 2,000 × 800 × 600 mm, IP54 |
| Standards | EN 60204-1, EN ISO 13849-1 |
| Power supply | 24 V DC, redundant |
3. Bill of materials
42 lines, see appendix A.
4. Lead time
Delivery 14 weeks after receipt of the order and the deposit.
5. Warranty
12 months on parts, excluding labour and travel.
6. Exclusions
Field wiring, civil works, energy isolation, performance tests.
7. Terms
Total price: see page 14. Offer valid for 30 days.
After
Decision summary
The problem
Your controller is no longer supported: a failure would stop line 2 with no guaranteed repair time.
The difference
A replacement during the summer shutdown, reusing the existing wiring, rather than a full rebuild or the status quo.
The value and its assumptions
One day of unplanned downtime costs more than the price gap between the options. Assumption to confirm with your production manager.
The commitments
What we deliver, what remains your responsibility, and what could change the price: the condition of the wiring found on site.
The decision expected
Choose option A or B and confirm the shutdown date before the end of the month.
Technical appendices: specifications, bill of materials and drawings (pp. 3–14).
The five headings of this summary are the five questions of the review.
The method
We start from what is happening in your deals.
01
Understand
The priority and the deals concerned.
02
Define
The useful work and its deliverables.
03
Apply
The tools with the team, checking that it uses them.
Depending on the situation, one lever or several are involved.
A written framework
Before we start, I propose a written framework: scope, deliverables, schedule, your involvement and the investment. You know what we will work on and how to judge progress.
About
Arthur Romeijer
An electrical engineer (UCLouvain), I spent five years at Pulsaart by AGC, from antenna engineering to sales strategy, in the automotive and aerospace industries. I complemented this path with an Executive MBA at Solvay Brussels School.
I have also been on the other side: buying technical solutions at AGC, and today as a board member of Pierre Bleue de Wallonie. This dual experience guides my work: making visible what the decision-maker has to understand, check and defend.
Over 18 months as Business Development & Sales Strategist at Pulsaart by AGC
+10%
margin
×2
customer portfolio
+100%
revenue
These results belong to that context; they are not a promise for your deals.
Questions
Frequently asked questions
Yes. We start with the lever that is blocking today.
No, not as a matter of principle. The work focuses first on the rules and how they are used.
Each engagement has a scope and a price set in writing before it starts. The first call and the five-question review are free.
It becomes clear with the scope and is set out in the written framework.
Which lever should we start with?
30 minutes to understand your context. No preparation needed.