Results

Agreements that greatly accelerate growth and impact

Case Studies

Case Studies

The cases below range from multi-national corporations to start-ups in their first year. They cover breakthrough model deals to turning around failed negotiations. In every case the result seemed highly unlikely, and applying strategic negotiation principles made the difference.

5 year breakdown to global model saving $400mn

Challenge: A global technology company’s power counted for little when trying to build a ground-breaking partnership with a much smaller firm…

Result: The deadline was met. The model scaled their service at 25 times previously. Its rollout globally saved them $400mn becoming an open standard saving the industry $1bn.

Challenge: A global technology company’s power counted for little when trying to build a ground-breaking partnership with a much smaller firm. Five years passed without progress. At stake was the ability to scale their service in days instead of months and vast savings.

Approach: They wrongly thought they had the power, when there was neither the need nor incentive for the smaller firm to negotiate. Value had to be created. A deep analysis of advances in technology created the basis for a new deal structure which tripled its value. The smaller firm still resisted the deal and, when finally agreeing, set a two-month deadline.

“He pulled it back from the dead. A masterpiece of negotiation. Approaching astounding.”

Result: The deadline was met. The model scaled their service at 25 times previously. Its rollout globally saved them $400mn becoming an open standard saving the industry $1bn.

Moving supplier to partner brings Silicon Valley giant $55mn

Challenge: A Silicon Valley giant wanted to build a new shared-ownership infrastructure model that would save them over $50mn…

Result: The relationship had moved from a standard supplier one to partnership. The new infrastructure model brought the giant $55mn in savings and a far more robust platform.

Challenge: A Silicon Valley giant wanted to build a new shared-ownership infrastructure model that would save them over $50mn. Their largest supplier was the obvious choice. The supplier kept stalling, due to its complexity and fear the giant would enter their market.

Approach: The negotiation approach was altered to fit the supplier’s more corporate style. Complex issues were broken down into separate, solvable, negotiation problems and solved jointly. These ‘mini-wins’ built momentum and trust. A deal-breaking final issue was turned into an opportunity to give the supplier transparency, control and another revenue stream.

“He transformed our toughest into an elegant framework which deepened collaboration and trust. The resulting deal was ground-breaking for both our companies and the industry.”

Result: The relationship had moved from a standard supplier one to partnership. The new infrastructure model brought the giant $55mn in savings and a far more robust platform.

Start-up moves from minor player to global partner

Challenge: A start-up received interest from their sector’s global leader. A quick, high value partnership would accelerate growth, but the opposite could be fatal…

Result: Power had shifted and they negotiated as partners. A 3-page draft became a 40-page deal but still closed in 8 weeks. It brought credibility and millions to fund growth.

Challenge: A start-up received interest from their sector’s global leader. A quick, high value partnership would accelerate growth, but the opposite could be fatal. The global leader’s initial terms confirmed their fears. How could the start-up increase value and close quickly?

Approach: We focussed on moving the global leader’s mindset from a tactical deal to partnership. Our strategy started with understanding their real motivation and interests. We then created a vision which completely altered the pictures they had. A high-value proposition followed. Pressure moved from the start-up to the global leader to close.

“Goals which seemed unrealistic, even outrageous, we achieved by creating more value for both sides. The deal set the company alive and became the foundation for our trajectory.”

Result: Power had shifted and they negotiated as partners. A 3-page draft became a 40-page deal but still closed in 8 weeks. It brought credibility and several million to self-fund growth.

From failing business to £300mn new revenue

Challenge: A multi-billion dollar business mining unit’s revenue was in terminal decline. Their executive agreed sale or closure was inevitable.…

Result: They were a different team, totally committed and sharing the strategy. Expansion into Asia, and successfully extending the asset, alone brought $300mn securing its future.

Challenge: A multi-billion dollar business mining unit’s revenue was in terminal decline. Their executive agreed sale or closure was inevitable. Any hope lay with revenue through market expansion and overcoming a novel engineering challenge to extend an asset’s life.

Approach: The group lacked common purpose and belief. We started with them honestly challenging each other’s views, and then moved them to creating a future that inspired them. Together we then built an ambitious four-pillar strategy to turn their fortunes around. Healthy negotiation started on ways to get revenue and to solve the engineering problem.

“He challenged the comfortable assumptions that prevent so many businesses from achieving their potential. We kept together, survived the crisis, but so much more.”

Result: They were a different team, totally committed and sharing the strategy. Expansion into Asia, and successfully extending the asset, alone brought $300mn securing its future.

Reviving dead deal earns charity millions

Challenge: A large charity’s partnership with a global conglomerate, 12 months in the making, was progressing to signature…

Result: Within two weeks the FTSE company completely reversed their decision. The deal was revived. The charity recaptured several million pounds and reset the partnership.

Challenge: A large charity’s partnership with a global conglomerate, 12 months in the making, was progressing to signature. At stake was 18% of the charity’s divisional income. Suddenly the conglomerate called it off, leaving the charity with no revenue alternatives.

Approach: The client’s team were deflated and angry, so we first let them drain their emotion. We then analysed the deal to identify any power they had to turn it around. We found several areas of power, including moral power, and quickly built a strategy to leverage them. The strategy was delivered largely through two carefully drafted mails.

“He brought a deeper understanding of our power and converting it to leverage.”

Result: Within two weeks the FTSE company completely reversed their decision. The deal was revived. The charity recaptured several million pounds and reset the partnership.

Negotiation analysis triples deal value in two weeks

Challenge: A mid-sized health organization was concluding a key deal with a multinational. It opened up 80 new countries but was significantly undervaluing.…

Result: An hour after the meeting the multinational called. They wanted to triple the deal value with the new elements. The partnership brought all the revenue and 80 territories.

Challenge: A mid-sized health organization was concluding a key deal with a multinational. It opened up 80 new countries, but the proposition was being significantly undervalued. Nine months on without progress they were resigned to accepting it as the price for access.

Approach: We analysed the history of the negotiation focussing on the multinational’s real interests. We also dissected the client’s other past deals to see where new value could be created. Putting this together we selected just a few new elements which, when added, created substantial new value. This was delivered in a hastily arranged additional meeting.

“We have become more focused, strategic and bold with our partnerships.”

Result: An hour after the meeting the multinational called. They wanted to triple the deal value with the new elements. The partnership brought all the revenue and 80 territories.

Tech start-up creates power to halve platform costs

Challenge: A gaming industry start-up was struggling with its first major negotiation. Its preferred platform provider wouldn’t move from standard terms.…

Result: Within 2 weeks the platform provider offered a new deal with 45% lower costs. The start-up also got additional terms providing commercial protection from their competition.

Challenge: A gaming industry start-up was struggling with its first major negotiation. It needed a platform provider, but their preferred option wouldn’t move from standard terms. After three months without progress they were left facing an expensive and rigid deal.

Approach: We analysed what the platform provider most cared about. We then looked at how the start-up could position themselves differently. From there came a pitch designed to present them as an exceptional company; one worth building a partnership with. This new approach was carefully structured and timed to maximize its negotiation impact.

“Showed us a way of thinking that has provided incredible value for the company.”

Result: Within 2 weeks the platform provider offered a new deal with 45% lower costs. The start-up also got additional terms providing commercial protection from their competition.

From conflict to one team delivering $50mn

Challenge: The sales and marketing groups of a conglomerate were engaged in a debilitating territorial dispute, fighting between and amongst themselves.…

Result: This shared purpose changed the context for everyone. All that mattered was one team, winning. This they did, building a plan that brought $50mns in additional revenue.

Challenge: The sales and marketing groups of a conglomerate were engaged in a debilitating territorial dispute, fighting between and amongst themselves. An off-site, ironically next to a WW2 battlefield, had descended into bitter conflict. Meanwhile their revenue had slumped.

Approach: The heart of the issue wasn’t personalities, it was agendas. Each had their own playing out in turf wars. We went to the top, creating and articulating the SVP’s fundamental objectives. We shared it with the leadership, who began moving their positions. It became a negotiation based on shared interests, one ready for the wider team.

“We urgently needed to be greater than our parts, think and operate differently.”

Result: This shared purpose changed the context for everyone. All that mattered was one team, winning. This they did, building a plan that brought $50mns in additional revenue.

Testimonials

Testimonials

We have worked with some of the world’s most successful leaders helping them achieve breakthrough results. Here’s what some of them had to say about the impact of our work.

The deal was dead, but somehow he pulled it back. A masterpiece of negotiation. Superb performance, approaching astounding.

 
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Valey Kamalov,
Senior Staff Engineer, Google

”Paul was Strategic Negotiator who led a high dollar value negotiation project – highly complex and new industry solution. It significantly improved our market position.

He’s a highly creative thinker, able to both create fresh ideas and implement them. The deal was dead really, but somehow he was capable of pulling it back. A masterpiece of negotiation. Superb performance, approaching astounding.“

This entirely fresh approach addressed our complex reasons for saying no. We closed the deal, and it was transformative for our future.

 
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Bjarni Thorvardarson
,
CEO Hibernia

”I met Paul in the context of a complex negotiation for a new infrastructure model. He brought an entirely fresh, and creative, approach which addressed our complex reasons for saying no.

His company had tried for a long time to make a deal work with us, but without success. When Paul arrived, he was determined to find a solution. It was an innovative framework which made the most of the assets, and interests, on both sides. We set a very tight closure deadline and, as part of it, I found myself negotiating directly with him on high-level terms.

It set a culture of intense collaboration between our respective teams, one which allowed us to solve the many unprecedented commercial and technical issues that accompany such a novel negotiation. It also set the tone for the working relationship that followed.

We closed the deal within the deadline, and the opportunities it brought were transformative for our future business strategy. It would not have been possible without Paul’s rare combination of strategy, negotiation and relationship skills.“

The turn-around delivered transformational levels of income. One of my team said it was the best experience of her career.

 
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Sophie Langman,
Partnerships Director, Cancer Research UK

”Paul conducted invaluable work with my team that, over a year on, continues to be pivotal to our partnership approach and success. It has helped to shape our negotiation strategy, bringing a deeper understanding of both our power and how to convert it into leverage for specific deals. The work has been applied to a number of live negotiations, including one where Paul played a key role in helping us to triple the value of a key partnership.

His work also supported the successful turn-around of a negotiation to deliver transformational levels of income. The work has done wonders for the team’s confidence. One of my team said working with the Paul on the deals was the best experience of her career. We have become more focused, strategic and, most importantly, bold in our new partnership acquisitions.“

Goals which seemed unrealistic, even outrageous, were achieved by creating more value for both sides.

 
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Chris Moore,
Managing Director, SLC

”He consistently created new possibilities for the deal, goals which seemed unrealistic, even outrageous, but which we achieved by creating more value for both sides.

He is a brilliant negotiator, without doubt the best I’ve ever worked with. He sets the highest standards, is completely committed and has absolute integrity. The deal set the company alive and has been the foundation for our trajectory since.“

He artfully brought new solutions to move the deal forward. Our toughest challenge became an elegant framework deepening trust.

 
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Mike Galvin,
VP, Next Gen, Tata Communications

”Paul negotiated opposite me on one of the most commercially and technically complex negotiations I’ve ever worked on. It was a new model for the industry, with seemingly intractable challenges. Paul has special skills, amongst them a rare ability to step into others’ world and get to a problem’s core. He artfully brought new solutions to both move the deal forward and solve problems that threatened it. He transformed our toughest challenge into an elegant framework which deepened collaboration and trust. This created new value for both sides and accelerated closure.

Paul’s approach greatly deepened the partnership and trust between our organizations. The resulting deal was ground-breaking for both our companies and the industry, and his award across Google is testament to both his capability and impact.“

He cuts straight to the heart of a problem. We immediately applied innovative strategies to our political mediation work on the ground.

 
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Oliver McTernan,
Director Forward Thinking

”We explored fresh strategy and negotiation principles to support our work on political dialogues and mediation in conflict areas. This approach enabled the team to reach a new level of both self-awareness and effectiveness.

The experience was thought provoking, enabling deeper reflection on both our methodology and overall work. As a consequence, he unlocked important insights into our existing practices. Our team were able to immediately apply innovative tools to our work on the ground, as well as refine our high-level strategies. He is both a highly skilled strategic thinker and negotiator, and cuts straight to the heart of a problem.“

By challenging our assumptions we kept together, survived the crisis, but did so much more.

 
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John Hall
,
General Manager External Affairs, Rio Tinto

”Paul led a consulting project with our executive team, which ran a multi-billion dollar business unit, at a critical juncture.

It was make or break, with a perfect storm of challenges threatening our entire business future. We urgently needed to be greater than the sum of our parts, genuinely collaborate, and challenge ourselves to think and operate differently.

Paul offers a unique combination of business acumen and transformational leadership. He challenged the comfortable assumptions that prevent so many businesses from achieving their potential.

I assumed our situation would be impossible to change. We kept together, survived the crisis but so much more. The business outcomes were profoundly positive, from supply management improvements through to market sales.

The wider cultural impact was also startling, a remarkable testament to the performance revolution which the consultancy facilitated. Ingrained behaviour and business management models were profoundly impacted by the changes, replaced with genuine innovation. The team found it a very empowering process.“

He leveraged technology to create a new deal structure. It became one of our most complex, high value and replicable partnerships.

 
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Dr. Vijay Vusirikala,
Director, Network Architecture and Engineering, Google

”The engineering and architecture team had created a new model with the potential to fundamentally impact our service, resilience and cost base. While the project’s value was recognized at executive levels early on, the vision did not translate into reality for several years. Among its many challenges, the new model required acquisition of very scarce assets. Their owners viewed selling them as a major strategic risk for a variety of reasons.

Paul joined and immediately sought to redefine the challenge, seeking new ways to find a compelling deal. This included working closely with our engineering team to leverage technology advances to create a new kind of deal structure. This helped create a new opening and momentum. We then worked together as a small, focused team. Paul’s drive and focus on the finish line helped overcome numerous challenges, often through collaboration with both our team and the other side.

We closed the deal, under very tight deadline. It became one of our most complex partnerships, but also most replicable and high value. The model’s subsequent roll out over the next five years, and across six locations, multiplied these savings. The new model has been replicated globally bringing both very high impact and recognition. It also became a new open standard, and so benefiting the wider industry by an even greater magnitude.“

The challenges were framed as complex negotiation ones, giving us the foundation to succeed.

 
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Gordon Glick,
Global Partnerships Director, Plan International

”We were at the starting point of perhaps the most ambitious and important inter-agency collaboration of my career. A highly complex consortia of global non-profits, all committed to delivering a new scale of support and intervention for the world’s most vulnerable children. Each institution had its own modus operandi, own governance model and own donor base. Each essentially had its own interests.

Paul set all the challenges as complex negotiation ones. This approach created a framework for both openly discussing our core interests and successfully negotiating them. This internal negotiation was every part as critical as the external donor one. At the same time the process began to outlay where our power truly lied with our external engagement. Put together, it gave us the foundation to succeed with this most complex and critical of internal and external engagements.“

We got all the terms we asked for. It added tremendous value to the company. We have applied the negotiation structure to other larger deals.

 
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Christian Facey,
CEO Audiomob

”As a start-up, our first large strategic deals are absolutely critical to scaling in the long term. While AudioMob brings value, as a new name with a new innovation, it is incredibly difficult to negotiate terms in your favour with a larger much more powerful company.

Through the assistance of Alexander and associates, we were given a structure as to how to strategically analyse a deal, weed out concerns, worries and risks of the opposing party.
Using this structure, we were able to categorize deal terms we willing to accept (from best to worst case), and ask the right questions, in the right order, to the opposing party. Through reasoning and nullifying the opposing parties concerns and risks, we were able to progress the deal without devaluing AudioMob’s proposition and worsening our terms. In fact, more of our terms were accepted as the negotiation progressed. As a result, we got all the terms we asked for, and it has added tremendous value to the company.

Furthermore, we have started applying this negotiation structure to other larger deals. Alexander and associates haven’t just provided a great service, they have successfully taught us a way of thought that has provided incredible value for the company. Their meticulous and logical approach to negotiation is essential and I highly recommend the service.“