Developer & Product Tech teams I have worked with
Developers do not want to be outbounded, and they will find out within one call if you do not know your product. I led sales in Europe for Amplitude, and I train developer and product tech teams to sell to technical buyers on their terms.
Your buyers are technical, sceptical and busy. The classic sales playbook works against you.
Generic cold outreach to engineers damages your brand. The motion has to be inbound-led or at least warmed up: product usage, community activity, content and signals that show real intent.
Technical buyers test your product knowledge from the first minute. Vague answers or a scripted demo end the conversation. Reps need real product expertise, and need to know when to bring in a sales engineer.
The developer who loves your product rarely signs the contract. Winning deals means turning users into champions and helping them build the business case for the economic buyer.
Once a tool is built into the stack, it gets replaced at specific moments: a migration, a re-architecture, a contract renewal. Knowing when that window opens matters more than the pitch.
Prospecting on product usage, community activity and stack changes, with messaging technical buyers do not ignore.
See the training →Discovery that goes deep on architecture and use case, demos that show the product instead of slides, and clear rules for when to involve a sales engineer.
See the training →Champion building and business cases that translate technical value into the numbers a VP or CFO cares about.
See the training →Account plans that grow usage from one team to the organisation, timed around renewals and migrations.
See the training →Involving a sales engineer in enterprise demos or technical discussions raises win rates by up to 30%, according to Gong's 2025 research. Source ↗
No off-the-shelf curriculum. Before a single session gets designed, I look at how your team sells today.
I listen to your team's real calls and review pipeline, win rates and KPIs. That shows where deals stall in your market, not in a generic one.
Every exercise uses your buyers, your competitors and your product. Reps practise on the conversations they will have next week.
Follow-up sessions, call scorecards and manager coaching turn the training into how the team works, not a slide deck people forget.
Lead with the product and with signals: product-led trials, community activity, content and changes in the tech stack. Outreach still happens, but it is warm, relevant and timed, not a generic sequence.
They need real product expertise and enough technical fluency to run discovery on architecture and use cases. They also need to know when to bring in a sales engineer instead of bluffing.
Usually not the developer who uses the product. Developers are champions and evaluators. The budget sits with an engineering leader, a product leader or finance, so reps need to help champions build the business case.
Yes. I train in English, German and Dutch, remote or on-site, for teams across the Netherlands, Belgium, Germany, Austria and Switzerland. English sales terminology stays in place, so the frameworks work across mixed teams.
Send me one call from your top rep and one from a mediocre performer. I'll show you the exact gap, specific to how your market buys.