Developmental Coaching - Case Example


The client is a well-known international equipment manufacturer in a fast changing technological market. Due to the development of a new technology, the client grew quickly from roughly 300 staff in Holland to over 1000. The company’s products of the company were marketed at engineering departments, often requiring a redesign to a client’s specifications, requiring detailed technical knowledge of the systems and products, as clients were typically considering these capabilities.


The company hired significant numbers of young engineers from universities and polytechnic schools. Often, these junior staff members, although of undeniable quality, were requested to meet clients fairly quickly in their

careers, not just to discuss purely technical issues, but equally to act commercially.

ATC’s value

We provided a commercial programme, but coached each individual engineer in the field subsequently. We accompanied individuals on commercial visits during which commercial opportunities were discussed. Very often these opportunities would pop up during the execution of work (project delivery), and needed to be discussed before completing the work. Our client would arrange a meeting with their client, discussing the ongoing work, and subsequently their proposal to resolve issues discussed during the meeting, which meant selling more engineering time, a product, a solution, a system, or a combination of the above.

During the discussions, following these client meetings, we debriefed and reflected with them on their commercial performance. Typically, we would take the lead by questioning them. They would provide the answers and they would often draw conclusions. In some cases, we came to joint conclusions whenever that was most productive. This approach led to many changes in the staff behaviour and had direct impact on the appreciation of such proposals by clients.

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