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Why This Gap Persist

Selling into Industry 4.0, Industrial IoT, and complex technical ecosystems has a hidden cost: the learning curve is long, and most teams underestimate it.

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When I entered this space, I didn’t come from an OT/IT or IoT. 


I had to learn the ecosystem through real conversations with technical buyers, trial and error, missed signals, and time spent not fully understanding what prospects were actually saying.

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That experience isn’t unique.

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I’ve seen the same pattern across teams and companies.

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Salespeople are expected to:

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  • speak credibly with engineers, architects, and executives

  • understand how systems fit together

  • translate technical conversations into business impact

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But they’re rarely given the time, structure, or context to do this properly.

What Happens When This Isn’t Fixed

Two things usually happen:

 

  • First teams burn accounts.​

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  • Outreach starts before sellers understand the buyer’s environment. ​

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  • Messaging stays product-led and generic. ​

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  • Credibility is lost early, often permanently.

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  • Second teams delay outbound entirely.

 

Some wait months, even years, because they know their team isn’t ready.

 

Meanwhile, competitors move faster and capture mindshare.

 

In platform, data, and infrastructure markets, speed matters, but speed without understanding just creates noise.

 

The cost shows up later:

 

  • missed opportunities

  • stalled deals

  • lost momentum

  • market share that doesn’t come back

What I do? 

I help individuals and teams selling into Industry 4.0 and IIoT environments build the technical literacy and discovery capability needed to engage technical buyers with confidence.

 

 

Specifically, I help teams:

Understand the environment they’re selling into.

 

So conversations reflect how OT, IT, data platforms, and systems actually work, not just how products are described in a pitch deck.

 

Prospect and message with real technical context

So outreach speaks to responsibilities, constraints, and operational reality, not generic personas or feature lists.

 

Run a discovery that uncovers real value early

 

So opportunities are qualified based on system impact and business relevance, not surface-level interest or “nice-to-have” use cases

 

Reduce reliance on a few “strong” individuals

 

By creating a shared baseline of technical literacy and discovery judgment across the team.

 

Shorten ramp-up time for new hires

 

So sellers don’t spend their first year learning the industrial ecosystem at the expense of real opportunities.

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Not all engagements are accepted. Fit matters.

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