Business development for engineering companies that follows the job, not just the lead.
We research the companies you want to work with, create outreach and content through your brand, and start sales conversations with the people who matter.
Then we follow the opportunity through quote and beyond. Did it get quoted? Was it won or lost? What was it worth?
Would more work like this be good for the business?
The first job is straightforward: create sales conversations with people at companies you actually want to work with.
If you aren’t getting more sales conversations as a result of our work, something is wrong.
But a sales conversation is only the start of the commercial story. It might become a quote. The quote might become a job. The job might make good money, lead to repeat work and turn into an excellent customer.
Or your estimating team might spend two days pricing something you were never particularly likely to win.
That is why we keep following the opportunity. What happens further down the commercial journey helps us decide where to look next.
Beyond lead generation
We follow the opportunity through the business, then use what happened to improve where we look next.
Better targeting — the outcome changes what we look for next.
We are not trying to make your sales and estimating teams as busy as possible. We want to get better at finding opportunities worth their time.
We are not going to arrive and tell you we understand your engineering market better than you do.
We start with your knowledge of the business: what you do, who buys it, which sectors matter, who matters inside the customer, what you currently believe is good work and where you want the company to go.
That gives us the starting point.
You bring the knowledge of your business and market. We bring the business-development process. Then we test the assumptions against what actually happens.
We do not start by buying a generic database and seeing how many email addresses we can find.
We build the target market around companies worth knowing.
First: which companies should we know? Then: who matters inside them?
The person who controls the money is not always the person who opens the door. Neither may be the person your engineers eventually deal with during the work.
That distinction affects who we contact and what we say.
Before people care who you are, they need a reason to care about what you are saying.
We create outreach around the problems, situations and opportunities your prospects recognise. We also interview people inside your business and turn their expertise into useful content.
Outbound gives somebody a reason to notice you. Content gives them more reason to take you seriously when they do.
The result is not a stream of generic posts sitting beside a stream of generic sales messages. It is one joined-up business-development process.
The outreach comes from a genuine person inside your company. The content is built from the knowledge inside your company. The conversations belong to your company.
You remain in control of which companies are targeted, the initial outreach, the content published through your brand, and any individual response outside a pre-approved sequence.
We automate repetitive delivery. We do not automate judgement or presume permission to speak as you.
Some relevant prospects will have an immediate requirement. Most will not.
That does not make them worthless. It means the timing is wrong.
We can keep appropriate prospects in play through useful content, sensible follow-up and account monitoring until an opportunity appears, interest strengthens, they buy, they ask to be removed or they stop being relevant.
Being relevant before the trigger happens is considerably more useful than suddenly appearing because a piece of software noticed somebody changed jobs.
Some engineering companies want an introduction as soon as the right person agrees to speak. Others want more qualification first: a known requirement, a particular project type, an approximate timeframe or another agreed condition.
We agree the handover point with you.
When the opportunity is ready, we pass over the contact, the communication history, the relevant context and the recommended next step. Your team controls the engineering conversation.
It is not simply the biggest enquiry or the job with the highest percentage margin.
The right work might be work that makes worthwhile money, has a sensible chance of being won, does not consume disproportionate estimating time, fits the people and capacity you actually have, can lead to repeat business, comes from customers who behave well commercially, or moves the company towards a market, capability or relationship it deliberately wants.
The answer will be different for every engineering business. You decide what good looks like. We use the evidence from real opportunities and jobs to help you find more of it.
XP/ND is designed for engineering companies with valuable technical knowledge and a genuine appetite for new business, but without a consistent business-development process behind it.
The pilot starts with a practical objective: create new sales conversations with the right companies and people. As those opportunities progress, we begin building the evidence that can improve future targeting. Join the waitlist and we will speak with you directly about the business, whether the model fits and when we may be able to start.