Edward Ingham: Sales Got Easier the Day I Stopped Pitching - finding fulfilment and results through client-centric selling

In this episode of The Inquisitor podcast, host Marcus Cauchi interviews Edward Ingham about his journey from traditional, product-focused sales to a more customer-centric approach. The conversation delves into the real-life moments that shaped Edward's shift and the practical impact it has had on his career and well-being.

Guest: Edward Ingham, Senior Sales professional (biopharm-bd.com)

About Edward: Edward is a dual national British-Spanish salesperson based in Madrid, with 10 years of experience selling into enterprise pharma and startups. He has observed recurring sales themes across different company sizes and has learned significant lessons from his experiences.

Key Discussion Points:

• The Epiphany Moment: Edward realised the need for change about five years into his sales career. This shift occurred when he stopped focusing on the technical aspects of the product and the prospect's role (like CBO or CEO) and instead looked inward, considering how his own actions were affecting the other person, viewing them as human beings. He began to think about how he would feel if someone was doing what he was doing to them. The second part of this transition was spending time to truly understand the prospect's world, recognising that they don't make impulse purchases and need to "sell" internally within their own organisation to get things done.
• Breaking Point: The old way of selling became unbearable, particularly during lockdown, when facing constant rejection alone in an apartment led to self-doubt. This coincided with him starting to listen to The Inquisitor podcast, which offered a new perspective on questioning people to understand their situation. The sense of rejection was the most difficult part of the old approach.
• Understanding Buyer Behaviour: Marcus highlights that buyers don't reject the salesperson, proposition, or product itself, but rather the uncertainty and lack of safety associated with the decision. Buyers want to make the right decision effectively and know that a purchase will deliver the intended outcome. Creating false urgency creates distrust.
• Learning and Improvement: Edward learned from ghosting experiences that prospects are not necessarily "mugging you off," but often have internal issues or priorities that take precedence. The key is to probe and ask tough questions (nicely) to understand the prospect's reality and qualify or disqualify opportunities early. This prevents "bulking up" pipelines with uncertainty, which can negatively impact forecasting up to the board and investors.
• Becoming an Ally: The moment of realisation that his job was to be the customer's ally, not their accomplice or adversary, came from slowly implementing client-centric approaches and seeing immediate positive results. Switching the tone in emails or meetings led to responses from non-responders, positive reactions, and feeling appreciated in the room.
• The Power of Client-Centricity: Edward found that adopting a client-centric approach, treating prospects as human beings with emotions, helps overcome imposter syndrome, especially for those without a deep scientific background in technical industries like pharma. This approach serves as a unique differentiator against salespeople who product push. Clients appreciate honesty, like direct answers to questions such as "Who is better, you or your competitor?".
• Improved Results: A major difference seen is that very little unqualified opportunity enters the pipeline. By asking questions and understanding the client's position and internal readiness, opportunities are typically only added at a later stage (like "submit proposal"). This results in a very high close rate for opportunities that do enter the CRM. This certainty is valuable for communicating upwards within the company.
• Prospecting for Life: Shifting the mentality from transacting or booking meetings to prospecting for a cus