It Starts With The Outcome.
Before anything is designed we agree what the team should be able to do differently afterwards, commercially or operationally. The day is built backwards from that, which is why no two of them are the same.
We start with what your team needs to be able to do differently, then build the simulations to get them there. Each round is harder than the last, and every one has something in it worth taking out and naming.
Four things decide whether a day like this is still working six months later.
Before anything is designed we agree what the team should be able to do differently afterwards, commercially or operationally. The day is built backwards from that, which is why no two of them are the same.
People negotiate. Nobody presents a framework at them for three hours and hopes it survives contact with a real deal. The method gets taught against what just happened in the room, which is the version that is still there in December.
A scenario that is straightforward across two parties behaves differently with five, a history, and something real at stake. The day escalates on purpose, because that is where the learning worth having sits.
The durable output is not the technique. It is that the whole team watched the same thing happen. Months later somebody can name it mid-deal and the room knows what they mean. Sending people on courses one at a time does not produce that.
None of it is complicated. It is just that nobody has ever made them do it with the recording running.
Where it comes from, and what it costs to let them set it.
Nothing moves unless something moves back.
Term, volume, timing, scope. It is rarely the price.
Which of their tactics are scripted, and how to answer.
Getting your own company to approve the deal you want.
Decided before the room, not during it.
The day lands because the scenarios are recognizable. Getting them there is our job, and it costs you a few short conversations.
How you sell, who you sell to, and what you keep conceding.
Thirty minutes each with a few people who will be in the room.
Three cases that sound like their week. You approve them first.
The starting figure, what moves it, and what the fee does and does not cover.
When a public course is the better answer, and when the room has to be your own.
The same day built around categories, suppliers and renewals rather than deals.
One day on site. Real scenarios, recorded practice, immediate feedback, and a second round that goes differently.
Building an argument that survives the room. For people who have to win internal approval, a board or a committee, where the hard part is not the deal but getting your own side to back it.
The same discipline pointed at suppliers and procurement, for the side of the table that usually gets no training at all.
A standing look at the deals currently on the table, rather than a one-off day. For teams that want the habit instead of the event.
Group size and a sentence about what they negotiate. Fixed quote the same day.
Tell us what is happening. We’ll tell you whether we can help, and say so plainly if we cannot.
Most of what we do starts with one sentence about something that is not working. You do not need a brief.
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