Engineering & Industrial
Sales strategy, project development and hands-on business development for engineering, industrial and technical manufacturing businesses.
Engineering and industrial businesses rarely lose on capability. They lose on commercial process: who is being targeted, how the value is argued, and what happens after the quotation leaves the building.
Long, technical, multi-stakeholder sales cycles reward persistence and structure. Specifiers, contractors, distributors and end users all influence the outcome, and each needs a different conversation at a different point. Without that mapped, effort goes into quoting rather than winning.
This is the market Evans Sales Consultancy has worked in longest — technical products sold through specification, contractor and distribution routes in the UK and internationally.
The product is genuinely better and the argument for it is never made in the buyer's terms: cost of failure, delivery certainty, total installed cost.
The commercial team responds to enquiries and issues quotations. Nobody is creating demand or owning follow-up.
Two or three accounts carry the business, terms are set by the buyer, and there is no parallel development of alternatives.
Partners and distributors are appointed and then expected to generate demand without support, targets or joint activity.
Commercial assessment of enquiry sources, conversion, quote follow-up and margin by customer type
Positioning that turns technical capability into a commercial argument buyers act on
Target account, sector and specification strategy for technical products
Direct business development and project generation into named accounts
Distributor and partner development: selection, onboarding, targets and joint activity
Fractional Sales Director leadership for businesses without a commercial director
Sales process and CRM discipline suited to long, technical, multi-stage cycles
International market development where export is the strongest available growth route
Evidence
International Market Entry · Ontario, Canada → United Kingdom, Germany & France
A Canadian architectural-components business wanted to establish a route into the UK and wider Europe. We rejected a conventional distributor model, built a project-partner network across the UK, Germany and France, and helped generate approximately £2.2m of new-market turnover within 12 months.
£0 → £2.2m New-market turnover in 12 months
UK Market Entry · Scandinavia → United Kingdom
A Scandinavian glass manufacturer wanted to sell into the UK for the first time. There was no presence, no customers and no distribution to build on.
0 → UK Market entered from no prior presence
Distributor Development · Germany → United Kingdom
A German balustrade manufacturer needed a route into the UK. Distribution alone was not the answer — the distributors had to be found, onboarded, trained and then supported in selling.
5 UK distributors established
Business Development · United Kingdom → Scotland and the North of England
A major UK balustrade supplier was well established elsewhere in the UK but thin on the ground across the northern territories. Growth there needed direct commercial activity.
Sales Growth · Bradford, West Yorkshire → United Kingdom — national
Crucial Engineering wanted to expand beyond Bradford and build a genuine national sales operation. We helped develop larger Tier 1 and Tier 2 opportunities, strengthen business development and establish a profitable new automation revenue stream.
£1.5m → £3.2m Turnover in approximately 18 months
Sales Growth · Barnsley, South Yorkshire → United Kingdom
D&I wanted to accelerate growth beyond its existing model. We helped strengthen the sales strategy while establishing a dedicated installation arm and new aluminium fabrication capability, supporting turnover growth from approximately £2.2m to £4.6m.
£2.2m → £4.6m Turnover in 18 months
UK Market Entry · Lithuania & Slovenia → United Kingdom
A European architectural-glazing manufacturer wanted to establish a genuine UK operation. We helped set up the office and showroom, build the sales strategy and pipeline, support staffing and launch the business commercially.
£0 → £1.4m UK turnover in 9 months
Sales Growth · Sheffield, South Yorkshire → United Kingdom
BM Architectural wanted to expand its balustrade sales and create its next stage of growth. We helped win new customers, establish a dedicated architectural division and develop additional product opportunities including glass canopies.
£6.8m → £11.5m Turnover in 24 months
The core of the work to date has been with manufacturers of technical products — glazing and fenestration systems, building products and engineered components sold through specification, contractor and distribution routes.
Yes, and that is common. Technically capable people usually sell well once they have a target list, a process, a follow-up structure and someone senior setting direction.
Often, if the market is chosen properly. Market selection, route to market and validation are structured pieces of work rather than a leap — that is what the international market entry service exists to do.
If your business could sell more than it currently does, the fastest way to find out why is to look at the numbers together.
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