Financial terms and agreement frameworks
Commercial clause evaluation methods
Win-win financial outcome strategies
Real-world perspectives on building better business relationships, finding common ground in tough conversations, and actually closing deals that stick.
We spent three months working with a Brisbane manufacturing firm that kept hitting walls in supplier negotiations. Their spreadsheets looked perfect—every cost justified, every margin calculated. But deals kept falling through at the last minute.
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Most negotiation training focuses on what happens during the meeting. But I've noticed something consistent across hundreds of business deals—the real work happens in those three hours right after everyone shakes hands and leaves the room.
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There's a finance director in Sydney who came to one of our workshops last year. She'd prepared for weeks—anticipated every possible objection, rehearsed responses, built detailed projections. The negotiation lasted 20 minutes and ended in a stalemate.
Keep readingLonger reads that explore the messier side of business negotiations—the parts that don't fit neatly into frameworks or five-step processes.
Last autumn, I watched two experienced negotiators spend six hours in a conference room in Melbourne. Both were representing legitimate interests. Both had done their homework. Both were being reasonable. And they were getting absolutely nowhere. The interesting part wasn't the deadlock—it was what finally broke it, and why neither side saw it coming until it happened.
Read the full articleWe asked negotiators across different industries to share moments that changed how they approach difficult conversations. These aren't success stories—they're honest reflections on what actually happens when theory meets reality.
