7 Strategic Steps to Identify Real Decision-Makers in B2B Sales

May 14, 2026 by Josep Pizán

In long-cycle, high-complexity sales, unmanaged optimism is a financial liability. Too often, sales teams mistake a “great rapport” with a contact for an advanced deal. However, in the tech sector, there is a cold, hard truth: you can win the person over, but if you haven’t won over the organization, there is no contract.

At Springboard35, through analyzing our clients’ expansion processes, we’ve observed that the primary bottleneck isn’t a lack of interest—it’s a failure to map the power centers. Identifying who holds the real authority (and the budget) is the first rule of protecting the time-to-market for any innovative solution.

Here are 7 strategic steps to pinpoint the true decision-makers in complex organizations.

1. Context Over Titles: From Job Description to Responsibility

A recurring mistake is prospecting based solely on job titles. In flat structures or massive multinationals, titles can be deceptive. Your first step is to define who “feels the pain” of not having your solution. If your tech optimizes cash flow, your target is the CFO. If your software prevents plant downtime, it’s the Head of Operations. Look for the person whose primary KPIs are directly impacted by the problem you solve.

2. Deconstructing the Decision-Making Unit (DMU)

In modern B2B sales, decisions are made by consensus. To navigate successfully, you must map the roles within the account:

The User: The one who will live in the tool and validate usability.
The Influencer: The technical profile (IT, Security, Legal) who can veto the project if it doesn’t meet their standards.
The Economic Buyer: The person who signs off on the budget. Understanding the power hierarchy between these roles is what separates a strategic sale from a mere “pitch.”

3. Leveraging LinkedIn Sales Navigator for Intelligence

Beyond basic filters, the key lies in trigger events. An executive who joined the company in the last 6 months usually has a mandate for change and a fresh budget window. “New blood” in leadership is often the shortest path to a buying decision.

4. Qualification Through Control Questions

Professionalism is defined by the courage to ask the right questions. Don’t be afraid to elegantly validate your contact’s authority:

“To ensure this project aligns with the company’s annual priorities, which other departments typically participate in the final sign-off?” If the response is vague or evasive, it’s a clear signal you’re talking to an information gatherer, not a decision-maker.

5. Identifying and Equipping the “Champion”

The Champion (or Trojan Horse) is your internal ally, but not necessarily the one who signs the contract. Their value lies in their influence and access to “the room where it happens.” Your job is to arm them with a bulletproof Business Case: ROI data, market benchmarks, and risk analysis. Turn them into the internal advocate for your solution.

6. The “Lateral Entry” Strategy

When access to the C-suite is blocked, use middle management for Discovery. Gathering data on current operational friction allows you to approach the real decision-maker later with a razor-sharp, personalized value proposition. It shows you understand their problems better than the competition does.

7. Decoding Authority Dynamics in the Boardroom

In group meetings, authority is often silent. Watch the room: who sets the pace of the conversation? To whom do others look when timelines or investments are mentioned? The real decision-maker isn’t always the loudest person—they are the one asking about strategic impact and long-term scalability.

Is your sales strategy hitting the right target?

Identifying decision-makers isn’t an administrative task; it’s an investigative discipline. In sectors like Industry 4.0 or Enterprise SaaS, where resources are tight and competition is fierce, you cannot afford to talk to the wrong people.

At Springboard35, we specialize in this critical mapping. We act as the sales engine that identifies, qualifies, and opens the doors to the offices where decisions are actually made—allowing your team to focus on what they do best: closing deals.

Ready to optimize your funnel and reach the real decision-maker faster? Let’s talk growth.

Rate this post

The MWC 2026 stands no B2B tech company should overlook

February 24, 2026February 18, 2026 by Josep Pizán

A practical guide to coming back with more than a stack of business cards

The Mobile World Congress has a particular quirk: it’s remarkably easy to leave with your head full of ideas… and your CRM empty.
If you’re a B2B tech company — whether a startup, a scale-up or an established business in growth mode — you will either have experienced this already or can readily imagine it. Constant movement, interesting people, promising conversations. Then you return to the office and reality sets in: follow-ups go unanswered, meetings never materialise, and you’re left with the vague sense that the event was “good” — but you’re not entirely sure what it actually delivered.
MWC 2026 will, once again, be vast. That is precisely the challenge. When there is too much, decision-making becomes diluted. And when choosing feels difficult, most people default to the same approach: wander, browse, improvise and “see what happens”. This guide is designed to prevent that.
This is not a list of visually impressive stands, nor a ranking by size. It is a selection based on a single criterion: where a B2B tech company is most likely to generate tangible value (strategic partnerships, channel access, enterprise clients, integrations, pilot projects). And yes, I will also explain why it may be commercially sensible to speak with us during MWC if your objective is to leave with opportunities that can genuinely be progressed.

Before naming names: MWC success is prepared before, not captured during

This may sound obvious, but it is frequently overlooked. MWC does not reward the company that “sees the most”; it rewards the one that arrives with a plan. By “plan”, I do not mean an unwieldy spreadsheet. I mean three precise elements:

Who you intend to sell to (and who actually makes the decision)
The business problem you solve (expressed in commercial, not pitch, language)
What you aim to secure in four days (meetings, PoCs, partners, channel agreements, investment…)

If you have clarity on these points, stands become opportunities. Without it, they become technology tourism.

Operators: large, certainly — but still capable of opening doors that take years to unlock

For many B2B companies, the stands of operators such as Telefónica, Orange or Deutsche Telekom fall into the category of “we should probably stop by” — which often becomes “if there’s time”. In commercial terms, that is usually a mistake.
Not because you will close a contract on the spot. That is rarely the objective. The value lies elsewhere. A well-managed relationship with an operator can provide three assets that are extremely difficult to secure independently:

Access to large enterprise accounts (the ones that do not respond to cold outreach)
Distribution (channel partnerships, co-selling, ecosystem leverage)
Market validation (interest from a telco materially shifts perception among other stakeholders)

The unspoken reality: if you approach with a generic message such as “we use AI” or “we are a platform”, it will not resonate. What works in these environments is specificity: “In this sector, with this use case, we achieved these measurable results, and the commercial model is structured as follows.” Concise, evidence-based, commercially grounded.

Large technology firms and consultancies: where decisions are made that later appear “serendipitous”

This is where many tech companies misjudge the opportunity. They see names such as Accenture, IBM or SAP and assume: “That’s not for us.” They then question how competitors gain access to major enterprise programmes.
The reality is more prosaic: large B2B deals rarely enter through the front door. They come via partners already embedded within the client. Whether one approves of them or not, these firms are frequently embedded.
Here, your objective may be:

To position yourself as a specialist component within a broader programme
To connect with teams already selling into your target market
To explore integrations that make your solution more readily procurable within enterprise environments

The framing is critical. The conversation is not “look at our product”; it is “would this help you resolve this category of issue for your clients?” That shift materially changes the dynamic.

Cloud, data and security: less spectacle, more structural impact

For B2B digital companies, there is an uncomfortable truth: growth is often driven less by additional demos and more by embedding yourself within the environments your target enterprises already use.
That is why it can be commercially astute to engage with organisations such as Cloudflare or Snowflake, to cite examples. Not to procure services on the day, but to:

Identify integrations that create access to new accounts
Understand how large enterprises are structuring their technology stacks
Connect with ecosystems already serving the clients you seek

These discussions may appear less dynamic than a pitch competition. However, they are often the ones that evolve into agreements with measurable commercial traction.

4YFN: highly valuable… provided you control the agenda

4YFN brings together startups, investors, corporates and open innovation teams. The upside can be significant. So can the noise.
The distinction between “productive” and “four days of interesting but inconclusive conversations” typically rests on a straightforward variable: pre-booked meetings. Arriving with six to ten carefully selected meetings can be highly effective. Arriving to “see what emerges” generally results in pleasant contacts and limited forward motion.
One further point: follow-up in this environment is critical. Waiting until you are back at your desk is often too late. Effective operators send follow-up messages while the conversations are still fresh.

Our presence at MWC 2026

This year we will be attending the Mobile World Congress alongside our strategic partners, whose collaboration enables our participation and with whom we work in a coordinated manner throughout the year.
On the financial and strategic side, we are joined by Fenix DFA, specialists in financial structuring, corporate strategy and supporting technology companies through growth, investment and scalability processes. Their perspective complements the commercial positioning work required when companies aim to enter larger accounts or new markets.
In the field of digital identity and security, we collaborate with Candour Identity, operating in an area that is increasingly critical in enterprise and regulated environments. Our shared approach is clear: robust technology aligned with explicit business objectives.
Our presence at MWC is deliberate. It reflects sustained collaboration with partners who understand that growth, positioning, financing and technology are not isolated elements, but components of the same operating system.

If you attend MWC 2026 with a B2B mindset, treat it as an investment

MWC can deliver exceptional return on investment — or become an expensive week in Barcelona. The difference lies in disciplined prioritisation and in converting conversations into structured continuity. In practical terms:

Fewer stands visited out of curiosity
More stands selected against clear objectives
Fewer “let’s stay in touch” exchanges
More “this is the agreed next step” outcomes

If you intend to approach MWC 2026 with a genuinely business-oriented strategy — whether as a startup, scale-up or established tech company — you may reserve a meeting slot in our diary during the event.
We have created a dedicated landing page to coordinate meetings and optimise time allocation. If your objective is to leave the event with more than a list of contacts, schedule in advance and we will work directly on your specific case.
We look forward to seeing you at MWC. If you choose to book time, let us begin with clearly defined objectives from the outset.

MWC Barcelona: turning visibility into measurable growth and preparing international expansion with Springboard35

On the occasion of Mobile World Congress Barcelona, we would like to share a strategic perspective aimed at companies seeking to transform the visibility and contacts generated during the event into structured, sustainable commercial growth.
MWC is unquestionably a global platform of the highest calibre. During those days, high-value conversations take place, doors open and opportunities emerge. However, the true differentiator is not merely attendance, but the ability to capitalise on that momentum once the event concludes.
This is where Springboard35 becomes relevant.

Commercial acceleration for technology companies

Springboard35 is a consultancy specialising in the commercial acceleration of technology companies, supporting businesses both in consolidating domestic sales and in structuring subsequent international expansion.
Following international events such as MWC, many companies return with dozens of qualified contacts and potential opportunities. The central challenge, however, tends to remain consistent: converting initial interest into a structured pipeline and into tangible commercial outcomes.
At this stage, Springboard35 supports companies in:

Analysing and prioritising strategic leads generated during the event
Converting conversations into defined business opportunities
Structuring more efficient and scalable sales processes
Reinforcing value proposition, positioning and commercial messaging
Designing a post-event follow-up plan with measurable objectives

Preparing international expansion with method

For companies using MWC as a launchpad for entering new markets, Springboard35 supports expansion into Spain, Italy, France, Portugal and Latin America through:

Local commercial teams in target markets
Networks providing direct access to decision-makers
Structured market validation prior to permanent investment
A flexible model that reduces entry risk and accelerates time to revenue

International expansion should not be improvised. It should be validated, phased and grounded in verifiable market data.

A strategic ecosystem at MWC

At this year’s edition of MWC, we are also pleased to share presence with strategic partners within our collaborative ecosystem:

We place considerable value on building durable alliances that enhance collective growth and generate tangible market impact.

From event to execution

If MWC serves as an exceptional platform for international visibility, the next step is to provide that visibility with structure, strategic depth and executional continuity.
Springboard35 acts as a growth partner, structuring post-event follow-up, prioritising opportunities and professionalising commercial conversion.
The differentiator lies in focus, process and continuity: transforming generated interest into a robust commercial plan and ensuring that the momentum initiated in Barcelona translates into measurable results — both domestically and internationally.
Should you wish to explore how to accelerate sales or structure an international expansion following MWC, we would be pleased to arrange a discussion and assess potential avenues for collaboration.

Rate this post

A Practical Guide to Expanding your Business: How to Grow Without going off track

December 1, 2025 by Josep Pizán

Expanding a company beyond its home market is an exciting step—but one full of nuance. It’s not enough to simply translate your website into English or open a new distribution channel. International growth requires method, insight, and above all, a commercial strategy adapted to each market.

Across Europe, tech startups and scaleups compete in highly demanding environments where success depends not only on product quality but on execution. The difference between accelarating growth and stalling often lies in how expansion is approached.

Understand the Market Before You Move

It may sound obvious, but many expansion projects launch without properly validating the context. Not all European markets operate the same way, and buyers don’t respond to the same triggers. Before opening an office or hiring a local team, it’s worth answering a few key questions: Is there proven demand for the solution? How digitally mature is the sector? Who are the real competitors, and how are they positioned?

Validation isn’t a formality—it’s the foundation of a solid strategy. That’s why more and more tech companies turn to commercial outsourcing models that allow them explore new European markets before commiting to full local

Speak the Customer’s Language. Not Just Translate It

One of the most common mistakes in expansion is assuming what worked at home will work abroad. It’s not just about language—it’s about business culture, and decision making styles.

In Europe, a German buyer may value precision and regulatory compliance; a French buyer, reliability and methodological rigor; while a Spanish buyer may prioritize operational flexibility. The technology is the same—but the narrative changes.

The tech startups that achieve international traction are those that adapt their value proposition to local needs.

It’s not about changing the product—it’s about translating its impact to each market: what problem it solves, how it integrates, and the outcomes it delivers.

A Commercial Strategy Can’t Be Improvised

Expansion isn’t a leap of faith—it’s a process to be designed, tested, and refined. Companies that gain traction in new markets are those that work methodically:

Identify the ideal target and prioritize specific verticals.
Validate product–market fit through measurable pilots.
Scale based on data, not assumptions.

For many tech scaleups, this iterative approach is decisive: first you validate the proposition, then you scale it, and finally you build a solid, replicable commercial model.

Growth Happens Where Trust Exists

In industrial and tech environments, relationships matter as much as the product. A B2B buyer isn’t looking for promises—they’re looking for guarantees. They want to know there is a capable team behind the technology – one that can respond, integrate and provide long-term support.
That’s why international sales require teams with a consultative mindset, not just SDRs sending automated emails.

Companies that build international presence the fastest are those that understand local culture and know how to generate credibility in every interaction. Trust isn’t improvised—it’s earned through consistency, follow-through, and a clear value proposition.

Compliance and Partnerships: The Hidden Accelerators

Every European country has its own regulatory landscape. In sectors like healthcare, energy, or manufacturing, compliance can determine whether a deal moves forward or stalls.
In many cases, partnering with distributors or integrators accelerates market entry. The same applies to ISVs aiming to grow in Europe—who need strategic partners that understand both technology and the commercial process.

International growth, when managed well, is never a solo effort.

Measure, Analyze, Adjust

Commercial expansion shouldn’t be driven by intuition, but by data.
Knowing how many leads convert into real opportunities, how much it costs to acquire a client, or which messages trigger responses is as critical as the sale itself.

The key lies in learning from the market as you go. Measuring doesn’t just mean reporting—it means understanding what works, what doesn’t, and why

The Mindset: Think Global, Execure with Focus

Expansion is an exercise in balance. On one hand, ambition and global vision are necessary; on the other, patience and method. Companies that consolidate outside their home market are those that move with agility while maintaining internal coherence.

Having a partner with commercial experience in the European market can be the difference between testing the market and building real presence. A partner that brings network, expertise, and structure helps turn expansion into a sustainable strategy—not a one-off adventure.

Growing with Purpose: The Real Goal of Expansion

The European market offers tremendous opportunities for tech and industrial companies looking to scale
But expansion isn’t about opening offices or translating sales decks.

It’s about understanding the terrain, building relationships, and advancing methodically. When a company expands internationally, what’s really being tested isn’t its product—it’s its ability to adapt, learn, and connect with a new environment.

The companies that succeed are those that combine ambition with strategy, and vision with execution. Sometimes, the next step isn’t about growing faster—but about growing with purpose.

And that’s where having a specialized commercial outsourcing model makes the difference: it allows you to explore European markets with structure, network, and real local insight.

Rate this post