Everything I have built was sold first — to clients, partners, banks, boards or hiring managers. Sales, to me, is structured listening: understanding a problem so precisely that the offer feels like the other person's idea.
My range runs from enterprise cycles (multi-year Salesforce programmes, corporate transformation mandates) to pure cold start: for DocuVisio we scraped the market, wrote Swiss German scripts, hired a setter and dialled hundreds of fiduciaries. Nothing teaches positioning faster than the fortieth honest phone rejection.
I sell with artefacts, not adjectives: a working prototype, a public price, a calculation the client can check. Trust-based markets — and Switzerland is one — reward proof and punish pressure. The best deals I closed contained a moment where I advised against something I could have sold.
Sales is also the founder's primary research instrument: every conversation is market data. The pipeline funds the company; the objections design the product.
Let’s
talk.
For projects, partnerships, speaking or teaching: one conversation, no pitch. Thirty minutes, and you will know whether we should work together.