PropTech & ConTech teams I have worked with
Your buyers run buildings, portfolios and construction projects. They are technical, sceptical of hype, and they do not switch systems on a whim. I train PropTech and ConTech teams to find the right moment and prove their value in the field.
Like manufacturing tech, this is a technical sale in the physical world. Timing matters even more.
Project managers, property managers and engineers judge software by whether it works on site and in the portfolio. Reps need to understand the work, not just the product.
The industry has seen plenty of overpromising technology. Buyers validate claims before they commit, often with a small pilot first.
Software that is embedded in projects or buildings gets replaced at specific moments: a new project, a contract renewal, a regulation change or a new owner. Outside that window, even a great demo goes nowhere.
Deals often start small and grow across projects or properties. The handover from AE to customer success is where many of those deals stall.
Prospecting on the moments that trigger a switch: new projects, renewals, regulation and ownership changes.
See the training →Discovery and demos built around the buyer's projects and buildings, with proof points they can check.
See the training →From one project or building to the whole portfolio, with a clean handover from AE to customer success.
See the training →Pipeline reviews and forecasting that account for long, timing-driven cycles instead of hoping deals close this quarter.
See the training →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.
The software is embedded in buildings and projects, so buyers only switch at specific moments, and they want proof that it works in the field. Timing and credibility matter more than in most horizontal SaaS.
By identifying the switching window early, agreeing clear success criteria for pilots and mapping all stakeholders on the project from the start. A pilot without criteria tends to become a second pilot.
Treat the first project or building as a proof point, document the results, and plan the expansion together with the customer. The AE to customer success handover is where this is won or lost.
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.