Bruges, Belgium · working with a handful of companies at a time
I always start by counting: eight to twelve of your competitors read word for word, or your own sales figures per customer and per salesperson. Only then do I write or build anything, and I do both. What comes first depends on your market: are there customers you could win but don’t reach today, or do you already know nearly all of them?
Where you start
Which one depends on your market: are there still customers to win, or do you already know nearly every buyer? Both end with a number you can check.
Open market. There are more potential customers than you reach today.
€2,500 excl. VAT, fixed · six weeks · invoiced at the start
One sentence none of your competitors would dare to copy, tested on 150 decision makers who don’t know you. You answer, I count.
Thirty minutes on screen, no pitch. Everything in the claim card →
Closed market. You already know nearly every buyer.
€2,500 excl. VAT, fixed · ten working days after your export · invoiced at the start
A list per salesperson from your own export, with an amount on every line. Your salespeople call, I count.
Optional, in the same ten working days: the quote card, €1,500 fixed →
Thirty minutes on screen, no pitch. Everything in the revenue card →
What comes after, if you want it
Step one
The card
€2,500, fixed · one-off
One thing, with an end and a number you can check. Then you decide whether there’s a next step.
Step two
The build
set in the proposal · one-off
Whatever the card points to gets built, once: the engine in an open market, the signal pipe in a closed one.
Step three
The running
set in the proposal · monthly, cancellable
The channel or the monthly card, for as long as the number justifies it.
After the card comes one build, then one monthly fee. Both are set in the proposal, fixed and up front, and never before the card. The steps per route →
Not sure which market you’re in? Thirty minutes, no pitch: book a call →
What happens when
At two points in each card, a number lands on the table. Those are marked. Nothing in between is a meeting for the sake of it.
The claim card six weeks
Week 1
One 60-minute conversation. Three competitors you lose to, five customers I may call.
Week 2
45 minutes to choose the sentence, with the evidence on the table.
Week 3
Page one. First number: how many of your competitors already make your promise.
Weeks 4 and 5
Three emails in your name to 150 decision makers who don’t know you. Every reply with you the same day.
Week 6
Page two. Second number: who replied, by name, and what they said. One of four verdicts.
The revenue card sixty days
Day 1
Is there a card in your export? If so, I invoice. If not, it stops here, with no invoice.
Day 4
Each salesperson writes down their own ten best opportunities, before seeing my list.
Day 10
The list per salesperson. First number: what the company didn’t know, in euros.
Days 11 to 59
Each salesperson calls half of their list. Status every Friday.
Day 60
A new export. Second number: how much more the called half ordered.
Where I stand
Good at visibility and campaigns.
Stops at the lead. What happens next is your problem.
Good at stepping in.
Stops when they leave. The knowledge walks out the door with them.
Good at booking meetings.
Stops when the contract ends. What you paid for two years was rent, not ownership.
I don’t deliver a piece. One person at your table, from the first reading to the revenue, responsible for the whole.
The question isn’t who does the selling, but what stays yours when it stops. The answer is written next to every assignment. See it per service →
Only need that one piece? Then I’ll tell you which agency to call instead. Ask the others if they’d do the same.
Proof
Software for ports and terminals
Live at PSA Antwerp, Antwerp Gateway and Halifax.
What was stuck Every customer came in through the founders’ network. A strong channel, but one with a ceiling.
What I changed One story that holds up in front of operations, IT and finance. Outbound aimed at terminals and companies rather than individual contacts, triggered by signals instead of lists.
Read the case →High-ticket purchases, sold directly to consumers
What worked was saying what the rest of the market doesn’t dare to: the full condition of the car on the table, including what’s wrong with it.
Financial services
Ongoing work on the commercial side. While it runs, I don’t put a number on it.
None of the three carries a number here. A client’s figures belong to the client. The numbers I do publish are my own.
My own test · since August 2026
What I sell, I run on myself first. Status on 20 September; the campaigns are still running.
Counted, not estimated, and no percentages: the series is too short. Those emails offered an observation, not a product with a price, so the last two numbers are a baseline. The next round names one thing with a price, and its numbers will appear here too.
No call needed
Which promises your competitors share, what none of them says, and where the open ground is. Two pages, emailed to you.
Ten readings exist today, all of Dutch-speaking markets. Different market? Then I read eight to twelve of your competitors first, so it takes a few days rather than one. Either way, I’ll let you know the same day.
Got it.
I send the count myself. From me, nobody else.
No agency says who it doesn’t work for. Here it is in writing.
Any sector, as long as there’s something to steer. Not you? Say so, and I’ll help you think about who is.
You tell me where you think things are stuck. I tell you what I see. No pitch, no pressure, no proposal you didn’t ask for.
Book a call →