Sales Workshops by Brewster Barclay

Three practical workshops for founders selling complex, high-value B2B

The structure, the conversation, and the foundation beneath both

Brewster Barclay  ·  Brewster Barclay srl

Managing a Complex Sales Pipeline is the structure a deal moves through; Complex Selling is the skill of what happens in the room. Frameworks such as and buying centres appear in both, deliberately — Pipeline treats them as what you track; Complex Selling teaches how you actually do the work behind that tracking.

1 Managing a Complex Sales Pipeline — the structure
  • Sales pipeline philosophy: stages as defined states, not vague feelings — movement contingent on verifiable action from both buyer and seller
  • The 7 stages, from first Marketing Qualified Lead through to Win/Loss/Close, and what has to be true on both sides to move between each
  • SCOTSMAN as the qualification checklist at the entry gate — and why qualifying deals out early matters as much as nurturing the strong ones
  • Frameworks introduced as the tracked fields for deal health across the pipeline (Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, Champion, Competition)
  • What's different for DeepTech, High Tech, SaaS and Services — gestation, technical validation and PoCs, IP as a negotiation point, land-and-expand
  • Pipeline health metrics: stage velocity, conversion ratios, stall rates by stage, win rate, cost of sales by channel — what each pattern signals
  • The CRM as the one non-negotiable — why spreadsheets fail and what usable reporting actually looks like
  • Win/loss review as a cheap, underused discipline
2 Complex Selling — the skill
  • SPIN questioning in practice: Situation, Problem, Implication, Need-Payoff — with practice, not just theory
  • Buying centres in the room: Economic Buyer, Technical Buyer, User, Coach — and what each persona actually needs to hear
  • Champion development as a distinct skill: qualifying and coaching a real internal sponsor with genuine budget proximity and credibility
  • Insight-led selling to buyers with no existing frame of reference for genuinely novel technology
  • Call planning and running the meeting: never entering without a plan, an agreed agenda, and a defined Advance you're aiming to secure — distinguishing an Advance from a Continuation
  • The elevator pitch and the “one-slide” discipline
  • MEDDICC in practice: how to actually run the live conversations that keep each tracked field honestly filled in
  • Talk-to-listen ratio and other in-conversation self-checks
3 Value Proposition, Product Marketing & Route-to-Market Fit — the foundation
  • Deriving value from evidenced customer pain, rather than asserting it from the technology outward — feature versus value
  • Product-Market Fit versus Product-Channel Fit (Route-to-Market Fit) — two things founders routinely conflate
  • Product Marketing as the most underestimated commercial function — translating technical claims into business-outcome language
  • The Business Model Canvas and Value Proposition Canvas as working tools, not academic exercises
  • Testing willingness to pay early with real buyers, rather than guessing at a price

Interested in running one or more of these with your founders, programme or portfolio?

Brewster Barclay  ·  brewster@brewsterbarclay.com  ·  +32 498 67 60 36