Radiant

Pipeline starts with qualified opportunities. When there are too few, too much time and money go into too little sales. AIDER set out to build and scale continuous sales together with its own partners, across its service functions. We did it side by side with them, combining Sales as a Service and Sales Training. The outcome: 997 opportunities created. Explore the Aider case below.

7 years at Radiant - why am I still here? Today, I’m celebrating 7 years at Radiant. I joined Radiant as a graduate, and looking back on my journey from Consultant to Partner has made me reflect on what has kept me motivated. When I started, we were 8 colleagues working from an apartment in Copenhagen. Today, we're 55, operating across 7 markets, and have grown Radiant by more than 350%. But what has made me stay is not the growth or the numbers. It's the people. I've been lucky to work with hundreds of talented colleagues and clients who have challenged me, taught me new things, and helped me develop both personally and professionally. Today, one of the things I enjoy most is being able to help others grow and take the next steps in their careers. Being part of an environment where people trust each other, take responsibility, push each other to become better, and have fun along the way. Being part of this journey is something I am very proud of. A big thank you to all great colleagues I've had the pleasure of working with over the past 7 years. And speaking of developing talent, we're currently looking for 5 new colleagues to join us. Check out the opportunities in the comments. Let’s make the next 7 years even more exciting!

Q4-ordbogen, LinkedIn-udgave: Fire sætninger, der flytter deals op i forecastet på denne tid af året, og hvad der burde stå i stedet. "Den lukker inden jul." Betyder: Kunden holder også jul. Burde stå: Kunden har selv sagt, hvorfor det skal ske i år. "Der er budget til det." Betyder: Nogen har sagt ordet budget højt. Burde stå: Kunden har fortalt, hvem der frigiver pengene, og hvornår. "Det er bare en formalitet." Betyder: Der er et trin tilbage, som ingen af os har set. Burde stå: Indkøb eller jura har bedt om kontrakten. "Den er tæt på." Betyder: Den har været tæt på siden juni. Burde stå: Kunden har regnet på, hvad det er værd for dem. Et forecast er en påstand, og den skal kunne underbygges. Læg mærke til, at alt under "Burde stå" er noget, kunden har gjort. Det er den eneste slags bevis, jeg regner med. Byg jeres adgangs- og udgangskriterier på den måde: ét bevis for at komme ind i en fase og ét for at komme videre. Mangler der et noget? Skriv det i kommentarerne, gerne med oversættelse.😃

If you can buy technographics from BuiltWith or Lusha, why build your own? We asked ourselves that about one of our subscriptions. A small script replaced the basic lookup in an afternoon. The saving was nice. The bigger opportunity was owning the sales question behind the lookup. Today, our scripts inspect DNS records, website code and, where it adds useful evidence, rendered pages and shop checkouts. Cheap checks come first. We keep the source and last successful check for each finding, so an unreadable website doesn’t suddenly become a “they dropped Shopify” signal. We own the rules, too. For one client, an ecommerce platform might define the target market. For another, CRM or marketing automation might matter more. We can add the fingerprints that matter and decide what makes a finding useful for that segment. The results feed Radiant Explore, a module in our proprietary Sales Accelerator webapp. We can combine technology findings with industry, company size, geography and financial filters. A seller can open a result and see where the technology was found alongside Radiant’s own sales intelligence: existing relationships, previous activity and what we’ve learned about the account. Now we can ask a much better prospecting question: Which companies fit this client’s market, show the relevant technology, and already have a connection we can build on? The first 40 lines helped replace a subscription. The capability around them helps us build sharper segments and better-informed sales conversations. That’s the Sales Enablement value of doing it ourselves.

Jeg har tyvstjålet meget fra konsulenthusene. Men ikke deres prismodel. Endnu. I søndags fortalte en partner mig, at han havde løst en opgave på én dag, som hans konsulenthus ville have estimeret til 100-200 timer. Han blev træt af at vente på sit eget team og byggede løsningen selv. I Radiant har vi hentet inspiration fra konsulenthusenes fokus på kundernes udfordringer, industrispecialisering og partnermodel. Mange af os kommer selv fra branchen. Men timebaseret fakturering har vi gjort op med. Tidligere udgjorde det op mod 20 % af vores omsætning. I dag kommer 96 % fra prismodeller, hvor betaling varierer med den indsats og performance, vi leverer for kunderne. Og vi mærker selv, hvor meget AI ændrer tidsforbruget. Jeg er kendt internt for at være tidsoptimist med deadlines. Alligevel forventer vi at levere vores 15 interne udviklingsprojekter før tid og med færre ressourcer end planlagt - fra etablering af cloud- og datainfrastruktur til udvikling, test og implementering af AI-agenter. Jeg oplever, at kunderne i stigende grad efterspørger prissætning, der afspejler tre ting: Performance. Hastighed. Adgang til dygtige mennesker. Ikke hvor mange timer de bruger. Konsulenthusene er de dygtigste til at udvikle andres forretninger. Og det er godt i gang med deres egen omstilling. Men, måske de skulle stjæle nye prismodeller, inden de bruger 1.000 fakturerbare timer på at udvikle deres egne 😉 Så har vi andre også noget nyt at stjæle.

"Congratulations, well deserved!" It's the best message in sales. It also arrives in the one week nobody plans for. After a big deal is signed, it comes from every direction. And it should. Months of work just turned into a signature. But look at the calendar the week after. The meetings that led to the deal are gone. The check-ins, the follow-ups, the "let's pick this up next week". The deal took them all with it. That empty week is where next year's pipeline gets built. Or forgotten. Because the deal everyone is celebrating started in a week just like it. Back when there was nothing to celebrate and nobody was watching. So after a big win, I try to do one unglamorous thing before I've read all the congratulations: book a first meeting with someone new. Somebody has to start the deal we'll be celebrating next year. What do you do the week after a big win?