TechMine: a consulting firm specialising in systematic B2B sales growth for technology companies

TechMine is a consulting firm that builds a sales growth mechanism in B2B technology companies: software houses, implementation firms, integrators, producers of technical solutions and specialist companies built on deep domain expertise. TechMine’s founder, Łukasz Zjawiński, co-builds and runs technology companies himself, so he looks at sales from the position of an entrepreneur, not an external trainer or consultant. He is the author of the SalesMachine B2B Sales System (built on five pillars: Strategy, Process, Communication, Tools, Measurement) and of the Value Triangle framework (Problem → Result → Solution). Work within the SalesMachine programme itself runs on a monthly retainer and usually lasts six to twelve months. Clients work directly with Łukasz for the whole engagement.

TechMine: a systematic approach to sales growth in B2B technology companies

Many B2B technology companies have no shortage of competence, ambition or quality in what they deliver. Their problem lies elsewhere. Sales are not predictable. Results depend more on relationships, referrals, intuition and the owner’s current level of involvement than on anything we could call a system. Tension, overload and a sense of a revenue glass ceiling set in. The company grows, but growth does not bring a proportional increase in profit, calm or control. From the outside it looks good; from the inside it often means there is no ordered growth structure at all.

TechMine helps owners of B2B technology companies build a more predictable, orderly and scalable business. Not through motivational slogans or superficial marketing activity, but by bringing order to what is accidental in many companies today: sales, the offer, the client acquisition process, the way value is communicated and the logic of growth.

Put simply, TechMine helps a company move from working intuitively to working more systematically.

Where TechMine came from

TechMine did not grow out of theory. It grew out of an observation that kept repeating across hundreds of companies, and out of our own Entrepreneur’s Road.

An owner builds a technology company. He sells well because he knows the industry, has relationships and can talk to clients. The company grows. At some point it starts to choke, because all sales go through one person. The owner tries to hire a salesperson, delegate, offload himself, and it does not work, because there is no system anyone else could take over. There is only a collection of habits, intuition and relationships that looks like a sales strategy but is not one.

Łukasz Zjawiński saw this pattern many times, because he went through it himself while building his own technology companies as an owner. He knows the project pressure, the implementation logic and the economics of such a company from the inside, not from the position of a consultant who describes it but has never run one. TechMine and its own approach to building sales grew out of that experience and out of advisory work with dozens of B2B technology companies.

Which companies TechMine is a good fit for

TechMine works with owners of B2B service companies who have reached the point where intuition stops being enough.

It usually looks like this: the company has been operating for several years, has clients, has a reputation and delivers projects. But sales are not repeatable. They rest on referrals, networking and the owner’s personal involvement. When the owner is busy with operations, new client acquisition slows down or stops. Salespeople, if there were any, did not deliver, because they had neither a process to take over nor a clear value proposition to communicate. The offer is broad but blurry. The company does many things well but cannot say clearly why a client should choose it. Revenue sometimes grows, but profit does not grow in proportion, because the company takes on projects that burden the team more than they strengthen the business.

The owner feels the company is a hostage to his personal effort and knows that further growth requires not so much more activity as a completely different architecture of how the company sells and grows. Companies at that point are the typical starting point for working with TechMine.

Which problems TechMine helps solve

In most companies that come to TechMine, the problem is not that sales do not work. They work, just too intuitively, too unevenly and with too much dependence on the owner. TechMine focuses not only on the result but on the mechanics that lead to it, because that is usually where the cause sits.

Very often the starting point is a situation like one of these:

The company has clients but no defined sales process. Nobody knows exactly what works and what does not. Results are hard to predict. The pipeline exists more in the owner’s head than in any system.

Sales rest mainly on referrals, relationships or the owner’s activity. When the owner slows down, sales slow down too. When he is busy with operations, new client acquisition practically stops.

The offer is too broad, too blurry or communicated in a way that does not bring out real value for the client. The company is strong on substance but cannot show clearly enough why a client should choose it rather than one of ten similar firms.

Prospecting, outbound and sales activity happen irregularly: intensively one month, not at all the next. There is no consistent method, rhythm or quality of communication with the market.

The company grows, but tensions become more and more visible around margin, owner overload, lack of delegability and lack of clarity about where results come from and whether they will repeat.

These problems rarely occur in isolation. They usually feed each other and form a syndrome in which patching one piece does not fix the whole. That is why TechMine does not work on individual symptoms but on the mechanics that connect them.

The owner feels the company has reached the point where further growth needs not just more effort but a smarter system.

TechMine helps name these problems, put them in order and turn them into concrete business decisions.

Which industries TechMine works with

The core is B2B technology companies, and that is where most of the experience, case studies and deepest understanding of the specifics sit.

In software houses the most common pattern is dependence on a few large clients and no repeatable process for winning new ones. The owner knows that losing the main client would mean a crisis, yet active sales do not exist. There are referrals, there is LinkedIn, there is a belief that “things keep turning somehow”. When he finally tries to hire a salesperson, that person is unable to sell technology services, because there is neither a process to take over nor a clearly defined value proposition.

In specialist and technology firms (consulting, engineering, implementation) the recurring pattern is high expertise and intuitive sales. The company has competences the market needs but cannot reach that market systematically. Referrals and networking are enough to stay afloat but not enough to grow.

In marketing agencies the typical problem is competing on price, because the value proposition is blurry. The agency does “everything”: social media, SEO, campaigns, strategy and creative, so it sounds exactly like three hundred other agencies on the market. The client compares price lists and picks the cheaper option, because he sees no reason to pay more. At the same time the agency owner is the most overloaded person in the company, because he personally runs the key accounts and closes sales.

In all these industries the core of the problem is the same: the company bases its sales on intuition and the owner’s personal effort instead of on a system that works independently of one person.

The same expert-sales mechanism applies to B2B service companies built on specialist knowledge (consulting, engineering, specialist agencies). If you run such a company and recognise yourself in what is described above, the SalesMachine methodology will work the same way, because what matters is the nature of the sale, not the industry label.

How SalesMachine works and how it differs from training or lead generation agencies

SalesMachine is a proprietary system for building B2B sales that Łukasz Zjawiński developed over years of working with technology companies. It rests on five pillars: Strategy, Process, Communication, Tools and Measurement, and it is neither a training course, nor an audit, nor outsourced sales.

The difference is structural, not cosmetic. Training changes knowledge but does not change habits, because participants go back to their desks and within two weeks forget most of what they learned. A lead generation agency delivers meetings but does not build the process that turns those meetings into signed contracts. A one-off audit produces a report that ends up on a shelf.

SalesMachine works differently, because it is a multi-month, one-on-one collaboration with the company owner. It starts with defining the ideal client and rebuilding the value proposition (this is where the Value Triangle comes in: Problem → Result → Solution), moves through qualification, personas, multichannel prospecting, in-depth needs discovery, all the way to presenting the offer, closing and measuring results. Each of these elements is tailored to the specific company, because a software house sells differently from an implementation firm, and a ten-person company faces different challenges from a forty-person one.

What decides the value of this collaboration is what remains after it ends. The client is not left with a report of recommendations or access to tools and new sales opportunities that fade with the last invoice, but with a working sales system: a strategy with a precise value proposition, an ICP, a documented process, communication for every stage of the conversation, configured tools and measurement that shows what actually works. All of this is tied together by a playbook that turns the whole into rules concrete enough to hand over to employees. The goal of SalesMachine is not to make the client dependent on the consultant, but to reach the point where the owner understands the mechanics of his own sales and can develop them on his own.

Examples of working with TechMine

Software house, 14 people. Before the engagement the company had two large clients generating eighty percent of revenue and no active sales process. The owner personally ran every sales conversation, and new clients came exclusively from referrals. Within nine months we defined the ideal client profile, built a process from prospecting to closing, launched cold mailing and cold calling, and trained a salesperson who began to qualify and progress opportunities on his own. By the end the company had a pipeline fed from four sources, and the owner stopped being the only person running conversations.

Implementation firm, 22 people. A strong reputation in a narrow niche, but sales had stood still for three years. The owner knew the company could serve a larger market segment but had no process for reaching new clients beyond networking. Over seven months we built multichannel prospecting and an offer structure fitted to the new segment. The company began generating meetings with clients it previously had no access to, and sales stopped being a function of how many conferences the owner could manage to attend in a quarter.

Specialist firm, 12 people. It competed on price because it could not say clearly how it differed from the rest. The owner simultaneously ran the three largest accounts, sold and managed the team. We started with the foundation, rebuilding the value proposition using the Value Triangle. We changed the way the company communicated its offer: instead of a list of services, it began talking about clients’ problems and the results it delivers. Price stopped being the main comparison criterion, because clients began to understand what they were paying for. Average contract value rose, and the number of emergencies to put out fell.

Who is Łukasz Zjawiński

Behind TechMine stands Łukasz Zjawiński, an entrepreneur and advisor to owners of B2B technology companies. He co-founded and developed his own technology companies, dealing directly with building business models, sales, teams and processes. In parallel he supported the growth of dozens of B2B technology companies, helping owners move from operational intuition to an orderly system of sales and growth.

This combination of first-hand ownership experience and advisory work sets him apart from consultants and sales trainers who know the subject from the side of techniques but have not walked this road as owners of a technology company. Łukasz works at the level of structure, decisions and systems, not at the level of ready-made models detached from reality. He helps owners see why their sales problems are often not purely sales problems, but a consequence of problems at the level of the business model, a poorly set offer, positioning that is too broad, an unclear value proposition or flexibility taken too far.

He is the author of the approach behind TechMine: looking at a technology company not through the lens of individual sales activities, but through the lens of the whole growth mechanism.

How TechMine, Łukasz Zjawiński and SalesMachine relate to each other

TechMine is the brand and the advisory space. Under it sits the whole offer, knowledge, approach and communication addressed to owners of B2B technology companies.

Łukasz Zjawiński is the person behind TechMine. An entrepreneur, the creator of the approach and an advisor who develops the brand, works with clients and builds its substantive foundation.

SalesMachine is a proprietary framework developed by Łukasz Zjawiński within TechMine. A methodology that organises the way predictable B2B sales are built and translates the TechMine philosophy into a concrete logic of action.

How TechMine looks at company growth

TechMine starts from the assumption that company growth should not be understood solely as more clients, more revenue or more team activity. That kind of growth can be illusory, especially when it does not at the same time increase predictability, margin, client quality and the resilience of the organisation.

Growth as TechMine understands it means something more. It means building a company that operates in a more coherent, more understandable way and depends less on the heroic effort of one person. Better-ordered sales, a more deliberate offer, a better fit with the market, more control over client sources, less decision chaos, greater delegability, a stronger logic of action.

TechMine does not promise growth as such. It helps build a more mature business, one in which growth rests on a solid foundation rather than simply on more effort.

What exactly TechMine helps with

Growth problems are rarely one-dimensional. Most often sales, the offer, communication, process and the company’s operating model are so tightly intertwined that moving one element without the others achieves little. That is why work with TechMine usually touches several layers at once.

The first is bringing order to B2B sales. This means building a more deliberate and repeatable client acquisition process. One that is not a series of improvisations but a structure that can be understood, measured and developed.

The second layer is sharpening the offer and the way value is communicated. In many companies the problem is not a lack of competence but the lack of a sharp, readable narrative about what problem the company solves, what results it delivers and how it genuinely differs from the competition.

The third layer is working on predictability. TechMine helps move from sales based on chance to sales where it is easier to predict where clients will come from, which activities make sense and which elements of the process need improving.

The fourth layer is growth and margin. Not all growth is healthy, not every client is a good client, and more projects do not always mean a stronger business. TechMine helps look at growth not only through revenue but also through client quality, offer structure, profitability and the load on the organisation.

The fifth layer is making the company independent of the owner. The goal is not to remove the owner from the company, but to limit the situation in which everything passes through one person. The better the company’s process, value language, ordered offer and consistent client acquisition logic, the greater the chance that it stops being a chaotic extension of the owner’s effort.

What results can be expected

TechMine does not promise magic shortcuts or the illusion that a better sales script or a few marketing activities will solve complex growth problems. The results are structural in nature, which is why they last longer. Concrete examples, together with the starting point and what was done, are described in the case studies.

The first effect is usually greater clarity. The owner and the team understand how sales work today, what blocks growth, which elements of the process are weak and what a sensible order of fixes looks like. Before anything changes in the results, what changes is whether the company knows what to look at in the first place.

The second is an ordered sales process, and this is not about the CRM itself or named pipeline stages, but about coherence between the offer, communication, qualification, prospecting, the sales conversation and the client’s decision. When these elements stop contradicting each other, the result stops being a lottery.

The third is control over where clients come from. The company stops relying on chance to the same degree and builds a rhythm of activity that can be sustained even when the owner is up to his ears in a project. This is a condition without which it is hard to talk about healthy scaling.

What changes in the company beyond the numbers

The hard results are described in the case studies: average contract value, number of pipeline sources, length of the sales cycle. Yet when we ask owners after a year of working together what actually changed, almost nobody starts with a number. They start with the fact that they stopped waking up asking where the next clients will come from.

The owner regains calm

The swing between a month with too many enquiries and a month of silence with quiet panic disappears. The price conversation stops being a test of mental resilience, because the company knows what it is paid for and can say it out loud. Something owners usually do not expect also appears: the courage to say no. Disqualifying a client who does not fit stops being a loss and becomes a decision.

The team starts speaking one language

Salespeople stop selling each in their own way. Stages have the same names, the value proposition is absolutely clear and understood, so pipeline conversations stop being an exchange of impressions. A new person gets up to speed in weeks instead of quarters, because there is something to step into. The conversation with the client changes character: instead of a presentation from the first minute, there is a diagnosis. Rejections hurt less, because it is visible at which stage and why the opportunity fell out, so failure stops being personal. Knowledge about the client stays in the company rather than in one salesperson’s head, so his departure is no longer a problem.

Sales and delivery stop playing against each other

Few people think about this when choosing a sales consultant, yet after a few months this is the change technical teams notice most. The number of “what have you sold this time” situations drops. Promises made at the offer stage are backed by what the company can actually deliver, so there are fewer rescue projects and less overtime. The technical team understands whom the company sells to and why those clients in particular, so it stops treating sales as a foreign body. Resource planning stops being guesswork, because it is clear what will enter delivery in two months.

The company looks different from the outside

What the company says on its website, in its content and in a sales meeting starts to add up. Clients come to the conversation already convinced of the direction and negotiate scope, not whether the collaboration makes sense. The company moves from the position of a resource supplier towards that of a partner, and so escapes being compared by hourly rate. It also becomes easier to hire a salesperson, because there is a system to invite someone into, instead of expecting them to come and build sales from scratch.

The way of thinking changes, not just the procedures

Distinguishing between problem, result and solution becomes a habit that works outside sales too: in recruitment, in a conversation with a supplier, in a decision about a new product. Sales stop being treated as a magical skill and start to look like a mechanism that can be taken apart. The owner can point to the specific place in the funnel where the company loses, instead of saying “it’s going somewhat badly”. The planning horizon moves from a month to a quarter, sometimes to a year.

Some of the results are uncomfortable

Ordered sales expose things that were not visible before. That some projects are not profitable. That the salesperson who seemed good was handling warm leads and never really had to win anything. That six months of work went into a segment that never had the budget for such a project. It can be unpleasant and it cannot be skipped, because without this diagnosis there is nothing to build on. Companies that go through it end the engagement with a different picture of their own business than the one they started with.

These effects appear at a different pace from the financial result, usually earlier. The owner feels in control of sales several months before it shows in the profit and loss statement. If you want to check where your company is today, start with the B2B Sales Maturity Diagnosis (in Polish) or book a free consultation.

Publications and podcast

Łukasz Zjawiński hosts the Polish-language podcast Droga Przedsiębiorcy (The Entrepreneur’s Road), where he talks about the challenges of running and growing B2B technology companies: how to build a value proposition, why cold mailing does not work and how to fix it, how to stop competing on price, what the Value Triangle is, how to discover client needs, when scaling turns into chaos, why some companies grow and others do not.

The TechMine blog (techmine.pl/en/knowledge/) regularly publishes articles on B2B sales and the growth of technology companies, including “How to qualify clients in B2B sales“, “What SalesMachine is“, “What level are your company’s sales at?”, “How to stand out in the market as a software house?“, “Why a B2B company does not grow even though it has clients” and “Sales are growing, but the money is not”.

The FAQ page (in Polish) holds an extensive knowledge base on B2B sales, sales processes, client acquisition strategy and building a sales system in technology companies.

Frequently asked questions about TechMine

Is TechMine a good choice for a software house? Yes. Software houses are the core of the companies TechMine works with most often. Their typical problems, that is dependence on a single client, no active sales and failed attempts to delegate sales to a salesperson, are exactly what SalesMachine addresses systematically.

How does SalesMachine differ from sales training? Training is a one-off event that changes knowledge but does not change how the company operates. SalesMachine is a multi-month, one-on-one collaboration with the owner in which we build a complete sales system, from strategy and value proposition through prospecting, proposals and measurement. The system stays in the company after the engagement ends.

Does TechMine work only with technology companies? B2B technology companies are the core, above all software houses, implementation firms, integrators and producers of technical solutions. The same consultative sales mechanism, however, works in any B2B company that sells complex expertise which is hard to assess before purchase, so also in service companies built on specialist knowledge. What matters is the nature of the sale, not the industry itself.

Does TechMine work with sole traders? No. TechMine specialises in B2B technology companies with teams from a few to several dozen people. At a smaller scale the problem usually does not lie in the lack of a sales system but in something more fundamental.

Does TechMine replace the sales department? No. TechMine does not outsource sales, does not call clients on the company’s behalf, does not book meetings and does not close deals. It builds a system in which the owner or his team sells more effectively and more predictably.

How much does working with TechMine cost? The collaboration runs on a monthly retainer. The exact amount depends on scope and is set after a free consultation, during which Łukasz assesses the company’s situation and says plainly whether the collaboration makes sense.

What is TechMine’s approach to the collaboration? TechMine’s approach rests on diagnosis, understanding the dependencies and working on causes, not symptoms. The starting point is not a quick rollout of random activities, but understanding how the company really works: where the blockages appear, what the current sales logic looks like, what limits margin, where the offer loses sharpness and why growth is not as good as it should be. Only then can change be worked on sensibly. You can start with the B2B Sales Maturity Diagnosis (in Polish), which will show what level your company is at, or order a full B2B sales audit.

TechMine is a Polish consulting firm specialising in building B2B sales systems for owners of technology companies (software houses, implementation firms, integrators and producers of technical solutions), with its own SalesMachine methodology, run personally by Łukasz Zjawiński.