Show Notes
In this episode we delve into the concept of value engineering and explore its significance in the tech industry. Paul explains the importance of understanding both the technology and the business needs of customers.
We cover how to effectively bridge the gap between technical solutions and financial outcomes.
Paul Harris has worked in technical pre-sales for many years. He is the co-host of "The Wandering Tech Podcast" and is Director of Pre-Sales at Loftware.
Show Links
Ben Pearce LinkedIn - https://www.linkedin.com/in/benpthoughts/
Tech World Human Skills Home - https://www.techworldhumanskills.com
Paul Harris Linked In - https://www.linkedin.com/in/paulfharris/
Takeaways
Value engineering is about understanding customer problems and providing solutions.
It's essential to bridge the gap between technology and business.
Understanding how a business makes money is crucial for tech professionals.
Financial acumen is as important as technical knowledge in pre-sales.
Using relatable analogies can simplify complex business concepts.
Crafting a business case requires understanding both revenue and costs.
Value engineering helps in making technology investments stand out as business projects.
Consultants need to help customers articulate the value of solutions to decision-makers.
Key financial concepts include revenue, costs, and operating profit.
Continuous learning about financial principles can enhance consulting effectiveness.
Keywords
value engineering, business acumen, technology solutions, financial concepts, pre-sales, consulting, enterprise sales, ROI, customer success, supply chain
More from Tech World Human Skills
This episode looks at how to get hired as a sales engineer while the hiring process itself is changing. David Ledger has run more than fifty interviews in his first three months at HiBob. He walks through the three questions that haven't changed in decades and still trip people up: why do you want to work here, why do you like being a sales engineer, and tell me about a deal you are proud of. The conversation gets specific about what a weak answer sounds like (a twenty-year life story, a complaint about a former manager, a timeline of events with no ownership) and what a strong one sounds like. That includes the test David applies to every deal story: if another SE had been there instead of you, would it still have closed?
Stoicism is not about feeling nothing. It is about deciding what deserves your energy and what does not.
The skills that make someone a strong technical expert are rarely the skills that make them a strong leader of the business around that expertise.
Fixing weaknesses feels productive, but doubling down on what you are already good at is usually what actually moves the needle.
Change management often fails for one simple reason: nobody diagnosed why people are actually resisting before throwing more training and communication at the problem.