Training isn't
in short supply.
The reason is.
For corporate training and coaching firms, where the client doesn't decide because of your offer but because something changed at their company.
- market
- Hungary
- company size
- 8-50 people
- the trigger
- change in the team
- live in
- 30 days
The programme is good.
It's just not now.
The training market is full of good offers, which is exactly why the offer doesn't decide. A company buys training when something happens: a new manager is appointed, two teams merge, attrition spikes, or there's budget left on the line to spend.
Whoever speaks in those weeks gets a conversation. Whoever speaks two months later is told there's no budget this year. Same programme, same price, different outcome.
You don't need a better offer. You need to be there exactly when the question comes up.
It doesn't grind lists.
It hunts change.
The machine watches for movement inside the organisation, because a training decision almost always follows a change.
a new manager
Someone was appointed to lead a team. The first hundred days are the most open window there is.
rapid growth
A lot of people joined in six months. This is when it shows that the middle layer wasn't prepared.
hiring in HR
They're recruiting an L&D or HR specialist. Where that role opens, there's intent and budget.
a merger
Two teams become one. Aligning the culture almost always takes outside help.
fresh funding
Headcount grows fast after funding, and the management layer becomes the bottleneck at once.
planning season
Next year's budgets are settled in autumn. Whoever is in front of the decision-maker then gets in the queue.
↳ these are examples - your machine gets tuned to the programme that sells best
Thirty days,
step by step.
↯This is a scenario, not a case study from an existing client. We are looking for our first client now - the moment there are measured results, they go here instead of an invented number.
We pick the programme that opens the door.
We don't sell the whole catalogue. We find the one programme that sells fastest and proves the most - that becomes the door, the rest follows.
Your GTM knowledge base gets built.
Where it worked, with what result, what you answer to “we have internal training”, and how long a programme takes. That's what the machine works from.
The machine goes live.
It finds the companies where the change just happened and writes about what's going on there - it doesn't send your catalogue.
Sharper every month.
It becomes clear which change and which opening gets replies, and the machine weights toward it. You're ready for the autumn planning season.
Hi Eszter,
I saw several people moved into team lead roles at your company in the last six months, mostly promoted from within.
That's the hardest transition: yesterday a colleague, today the person who reviews them. Most of the attrition starts here.
Do you have 20 minutes this week? I'll show you what we do in the first three months.
Three things,
with dates attached.
We don't promise programme counts - we don't control them. What we promise depends on us, and it carries a date.
The GTM knowledge base
Everything worth knowing about your buyers, your arguments and your market - written down, structured, on your own infrastructure. It stays yours.
The live machine
A system that finds, researches, writes, sends and follows up. On your domains, into your CRM. Not software you rent - an engine you own.
The learning loop
What got replies, what didn't, what we changed. One page, with numbers. Not a dashboard login - a readable answer to what is happening.
What a training firm
usually asks.
“Referrals drive us, not cold outreach.”
Referrals stay your strongest channel. But a referral arrives when it arrives - the machine covers the month when it doesn't. The two don't compete.
“HR inboxes are already full.”
Full of generic offers. An email about the six people they promoted in the spring doesn't land in the same pile. Our bar is that it couldn't have been written from a template.
“Our sales cycle is long.”
Which is why we start early. The machine doesn't expect an immediate purchase - it makes sure that when the budget is set, you're already familiar.
“Who actually does the work?”
The two of us. No account manager, no junior we hand it off to. The person on your first call is the person building the system.
If it doesn't bring clients,
it doesn't cost much.
The most common objection isn't “I don't believe it.” It's “what if it doesn't pay off?”. So it's built like this:
Most of the money is a success fee.
A low monthly retainer, with the larger part due when you win a client. The setup fee covers building the machine - not a deposit against results.
Do the math, don't take our word.
Take the price of a typical programme and divide by the monthly retainer. In training, one new corporate programme a quarter usually covers it.
Built once, runs long.
The machine keeps running past six months without a rebuild. The setup fee spreads across that whole period, not one month.
If it doesn't add up against your numbers, we'll tell you that too.
We'll say so on the first call if we're not a fit. Cheaper to hear it now than in six months.
Let's run it
against your numbers.
Thirty minutes, free. We look at which programme makes the best way in, and how many Hungarian companies just had the change that creates the need. If it isn't worth it, we'll say so - and you keep the findings.