Your engineers are brilliant at winning the work. Somebody has to make sure it keeps coming.

Does this sound familiar?

The last three big orders came through people the owner has known for twenty years. There's a CRM, bought after a trade show, and the sales team keeps its real pipeline in a spreadsheet because the CRM "doesn't fit how we sell". The monthly meeting starts with a discussion about whose numbers are right. Marketing is one person, or half of one, and mostly does brochures. Everybody knows this isn't how a company of your size should run, and nobody has had a quiet month to fix it.

I've walked into that exact situation more than once. It's fixable, and it takes less than you'd think, provided you do it in the right order.

What I've actually done

My last employer is a thirty-person engineering firm that does consulting, software and training for the process industry. When I joined, marketing was one engineer doing it on the side, there was no CRM, no written sales process, and the engineers had watched two commercial initiatives fail before mine. I spent the first months interviewing every team lead about how they really sold, wrote it down in a form engineers would respect, put HubSpot in, and asked the engineers for the technical content instead of writing around them. Then I tracked project requests and software sales until the sceptics could see the line move. When the company hired sales people in the United States and the Middle East, I wrote the process with a sales engineer and a project engineer, found a champion in every office, and rebranded the material with each region's input. When consulting engineers sat idle between projects and the new sellers needed material, I measured how long each kind of asset took and turned that into an annual plan. Engineers now offer content before I ask.

Before that, I ran growth at PortXchange, a maritime software company, taking a new emissions tool to port authorities by picking up the phone. I was head of marketing at Retailisation, a retail technology scale-up, where I built the lead scoring and presented marketing's numbers to investors. I spent a year in fintech at SAFENED. And for five years I ran my own agency in Rotterdam with a dozen clients, from a language school that got five hundred students through the online classroom I integrated, to a membership association whose traffic went up by 200 percent after the redesign. Before any of that, I did tax and finance in Barcelona, which is why I read a P&L before I read a marketing plan.

I don't have client logos to show you yet. Belalba started this year. What I have is the record above, which you can check, and five working tools I wrote myself, which you can see on the tools page.

What I build for you

A demand engine. A content and webinar programme your engineers front, direct outreach around it, follow-up sequences running in the CRM, and a monthly report per channel. You'll know within twelve weeks which channels bring enquiries and which don't, and the programme keeps running after that.

Revenue operations. HubSpot implemented against how your team actually sells, with the lifecycle and deal stages written down, a manual for the sales team, lead intake from forms and inbox and events, and a reporting model in Power BI or HubSpot that management runs the month from. Eight to twelve weeks, then two months of me sitting with the team until it sticks.

A transformation roadmap. Five weeks: interviews, a CRM audit, a reporting review, a process map from enquiry to order, and an honest read of who will adopt what. You get a written report, a sequenced roadmap with the adoption risk flagged per item, and ninety minutes with your leadership on what to do first. EUR 3,500 for the first three clients, EUR 4,500 after that. This is where most engagements start, and some end here, which is fine.

The programmes are priced from the roadmap, so I'm not going to put a number here that I'd have to change after I've seen your CRM. Ask me on the call and I'll give you a range.

How we'd work together

We talk for thirty minutes. You tell me how new business arrives today and what annoys you about it. I tell you what I'd look at first and whether the diagnostic makes sense. If it does, five weeks later you have a roadmap. Then you decide what to build, with me or without me. Either way you keep the roadmap.

You work with me, not with an account manager. I do the interviews, I do the audit, I write the report, I build the system. For the diagnostic I need about six hours of your people's time and access to the CRM. For a build I need one person on your side who owns it, two or three hours a week.

Book the call

Who I work with

Machine builders, component manufacturers, process industry suppliers, automation and instrumentation firms, engineering consultancies, industrial software companies, energy and utilities. Between 20 and 250 people. Netherlands and Belgium first, the rest of Europe remotely. If the sentence "our order book depends on three people" made you wince, this is for you.