26/08/2026
Engineers are brilliant at solving technical problems.
Commercial problems? That's where most engineering businesses bleed — quietly, consistently, and often without realising it.
Recently we spent a full day with 25 engineers and project managers — and I'll be honest, I wasn't sure what to expect from the room. Engineers don't always arrive at a "commercial skills" day ready to engage.
They did.
By mid-morning, we were knee-deep in live scope scenarios, live deal challenges, and some uncomfortable — but necessary — conversations about where client relationships had quietly crossed the boundary from professional service into unpaid overtime.
The programme covers four interconnected commercial frameworks:
Scope Protection — how to hold your SOW without damaging the relationship
Negotiation — BATNA, ZOPA, and how to anchor before the client does
On-Site Selling — the Good/Better/Best structure that turns site visits into commercial conversations
Power Dynamics — understanding who's actually making decisions, and why
Grounded in Robert Greene's 48 Laws of Power — applied to the realities of engineering consulting.
Twenty-five names on workbooks. Twenty-five live deal commitments by the end of the day.
That energy doesn't happen by accident — it happens when people finally have language for problems they've been carrying for years.
