HR Tech teams I have worked with
Every company needs HR software, so your market looks endless. Your reps feel the opposite: crowded categories, look-alike demos and budgets that freeze the moment the economy turns. I was CCO at Recruitee (now Tellent), and I train HR Tech teams to win in exactly that market.
HR Tech has one of the biggest addressable markets in SaaS. That is exactly what makes it hard to sell.
Every company with employees is a prospect, so every category is crowded. Buyers sit through five demos that look the same. The teams that win make the difference concrete in the buyer's own numbers, not in a feature list.
Recruitment is a focused, single-process sale. Core HR runs from onboarding to time tracking, absence management and the full employee lifecycle, with more stakeholders and more integrations. A rep who sells a recruitment tool well is not automatically ready to sell an HR suite.
HR feels a slowdown before almost anyone else: hiring stops, headcount plans shrink and tools get cut. Your pipeline follows the economy, so your team needs a story that works counter-cyclically: efficiency, retention and the cost of a broken process, not only growth.
Many HR tools can be switched within a year. That hurts at renewal and helps in new business: there is almost always an incumbent to displace, if your reps know how to open that conversation without bashing the competitor.
Discovery that quantifies what the current process costs, and demos built around that number instead of the full product tour.
See the training →Outbound built on signals that matter in HR: new HR leaders, funding rounds, hiring changes and the renewal date of the incumbent tool.
See the training →Proactive renewals and module expansion, so a hiring freeze at the customer does not turn into churn on your side.
See the training →For teams selling both recruitment and core HR: a shared standard, with clear differences per segment, coached on real calls.
See the training →"I really loved how real-world examples were brought forward in the training. The team applied the frameworks within the next quarter and we saw the impact in our pipeline."
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.
Because the market is both huge and crowded. Almost every company is a potential customer, so buyers compare many similar vendors, and HR budgets react quickly to the economy. Winning teams quantify the cost of the buyer's current process and adapt their story to the economic cycle.
Yes, but it takes more than product training. Core HR involves more stakeholders, more integrations and a longer list of processes, from onboarding to absence management. The training focuses on multi-stakeholder discovery and on demos that follow the employee lifecycle the buyer actually runs.
Shift the story from growth to efficiency and retention, prospect into accounts where an incumbent is up for renewal, and protect the installed base with proactive renewals. A slowdown changes which pains are urgent, not whether there are any.
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.