I start with prospecting through a mix of LinkedIn outreach, referrals, and inbound leads. Once I identify a potential fit, I qualify them based on urgency, budget, and decision-making authority. I then schedule a discovery call to understand their pain points and tailor my pitch accordingly. I stay in touch with follow-ups, involve stakeholders early, and handle objections transparently. When both sides are aligned, I move toward closing with clear next steps and timelines.
I was working with a large manufacturing client in Dubai who had shown interest but kept delaying decisions due to internal restructuring. The deal stalled for months. I kept communication warm by sharing relevant updates and case studies, and I stayed in contact with a mid-level champion inside the company. Eventually, when they began planning for Q1, I re-engaged with a revised proposal that addressed new priorities. I also looped in a technical expert from my side to reassure their operations team. The deal finally closed after 7 months, and it became one of the biggest contracts I’ve handled in the UAE market.
A recent objection I encountered was from a client in the UAE who was concerned about the upfront cost of our solution. They were comparing it to a cheaper option available in the market. I empathized with their concern, then I reframed the conversation to focus on the long-term ROI and the quality of service they’d be getting with us. I also shared a case study where a similar client saved significantly over time due to the efficiency of our solution. I was able to reassure them about the value, and we ended up closing the deal at the original price.
There was one quarter where I missed my sales target. I had some great leads early on, but I failed to qualify them properly, which caused delays later in the process. Instead of just moving on, I analyzed where I went wrong — specifically in qualifying leads and managing expectations. I worked with my manager to improve my pipeline strategy, and by the next quarter, I exceeded my target by 25% because I had a better system for lead scoring and time management.
I always start by actively listening to my clients’ pain points and goals. I ask insightful questions to understand their business and priorities, and I make sure they feel heard. I also aim to be transparent — setting realistic expectations and following through on commitments. Once I’ve built that rapport, I continue to check in, providing valuable insights, even if there’s no immediate sale. Over time, clients come to trust me as a partner, not just a vendor.
I’ve handled both inbound and outbound sales, and while I enjoy the challenge of outbound prospecting because it requires strategic planning and perseverance, I also appreciate the warmer leads I get from inbound marketing. I believe both require a proactive approach, but inbound lets me focus more on building deeper relationships and long-term opportunities. That said, I’m comfortable with either, and I’ve found ways to be successful in both models.
In my previous role, I was measured against KPIs like monthly revenue targets, lead conversion rates, and pipeline growth. I consistently met my monthly revenue target, and my conversion rate was 15% above the team average. When I noticed that my lead qualification rate was below target, I adjusted my approach by focusing more on high-value prospects and refining my follow-up process. As a result, I not only met but exceeded my KPIs for the next two quarters.