By 
By Ian Roy, Sales and New Business Development Manager, Dariel Software
I began my tech sales career at Dimension Data in 1994 – long before smartphones, LinkedIn or CRMs. Back then, sales meant cold calling from a landline, manually sourcing contact details, and hitting the road for face-to-face meetings. A lot has changed since then, but two fundamentals have endured: the power of human connection, and the critical role of trust.
RELATED: The future of AI: Why trust and governance matter
In almost any industry, growth has long been tied to sales. But in tech today, it’s no longer about volume – it’s about strategy. A consultative, insight-driven sales narrative is essential for building trust, solving real business problems and creating long-term partnerships that deliver genuine value.
A growing need for smarter, more strategic sales approaches
The numbers tell the story. Cledara’s latest Software Spend Report showed that organisations with 100–200 employees wasted an average of 34% of their software budgets, rising to 48% in companies with over 200 staff. This highlights a growing need for smarter, more strategic sales approaches that prioritise value over volume. Companies are drowning in technology they don’t need, purchased from salespeople who didn’t take the time to understand what they actually required.
Ian Roy,
This is why I don’t like the word ‘sales’ – I prefer ‘trusted adviser’. The best salespeople today aren’t focused on pushing products or closing quick wins. They’re problem-finders, the ones who identify pain points clients didn’t even know they had and then help to solve them with precision.
Giving your clients what they truly need will improve their bottom line, growing their business and yours in the process. Selling them what they don’t need means they’re likely to cut those costs in the future, and you’ll lose a client. It’s that simple.
Shifting from transactional selling to strategic partnership
The shift from transactional selling to strategic partnership isn’t just a nice-to-have – it’s become a survival imperative. Modern buyers are sophisticated and well-informed. They don’t need another vendor pitching features: they need a strategic partner who understands their industry, their specific challenges and their long-term goals.
This approach requires a fundamental change in mindset. Instead of leading with what you’re selling, you start by deeply understanding what the client is trying to achieve. You ask open-ended questions, listen actively, and use data and insights to uncover opportunities that others miss. You become genuinely invested in their success because you know that their growth directly fuels your own.
In an AI-enabled world, this human connection is – and will become – more important than ever, even in an industry obsessed with tools. Providing solutions rooted in a deep understanding of the client’s industry, pain points and end-user experience will make you a market-shaping player, not just another vendor in a crowded field.
Beyond winning more deals to building lasting relationships
The companies that master this consultative approach don’t just win more deals – they build lasting relationships that compound over time. These partnerships generate higher ROI, better retention rates, and create opportunities for mutual innovation that benefit both parties. When you’re truly solving problems rather than just selling products, clients become advocates who drive organic growth through referrals and testimonials.
This transformation isn’t happening in isolation. Across the tech industry, the most successful companies are reorganising around client outcomes rather than product features. They’re investing in understanding their clients at a strategic level and proactively identifying opportunities for further business impact. The results speak for themselves – companies that focus on long-term partnerships consistently outperform those stuck in transactional models.
But trusted advisory doesn’t happen overnight. It’s earned through consistency, delivery and insight. It requires sales teams to develop genuine expertise in their clients’ industries and to maintain the discipline to walk away from deals that aren’t the right fit. It means measuring success not just by revenue closed, but by client satisfaction, retention and long-term value creation.
Future belongs to companies balancing technological capability with human insight
The future belongs to companies that can balance technological capability with human insight. As buying cycles get longer and more complex, clients will increasingly gravitate toward partners who can navigate that complexity with them, not vendors who add to it.
The technology may have changed dramatically since my early days at Dimension Data, but the fundamental truth remains: business is built on relationships, and relationships are built on trust. In a world where everyone has access to the same tools and technologies, your ability to earn and maintain that trust becomes your greatest competitive advantage.
