Deals are rarely lost on price. They are lost on timing.

The buyer was ready in March. The seller called in May.

I introduce the business that is ready to buy to the company that should sell to it, in the same week. Both say yes first. One email. One fixed fee.

A shortage is a missing phone call. The supply usually exists. It sits with a smaller company nobody thought to call.

Ask before you pitch. One question tells you if the need is real. A pitch to someone without the need is noise.

Sell a man the thing he has just lost. The company that lost the contract wants the next one more than the company that won it.

A deadline spends the budget for you. When the date is fixed, the money is already set aside. The only question left is who gets it.

Price on what is trapped, not on the work. If a business cannot sell until the problem is solved, the fee is measured against what is stuck, not the hours spent.

Answer the objections before the first meeting. A serious buyer comes with conditions. Answer them first and the meeting is a negotiation, not an interview.

"We already have a vendor" can mean the vendor is the problem. When a service is capped by capacity, the objection is often the opening.

A flat fee keeps the introducer honest. A percentage ties him to how much you buy. A flat fee ties him to whether the match was right.

Count a match only when both sides have said it. A fit you inferred is a guess. A fit both sides named is a deal.

Some purchases are made again forever. Find the cost that comes back with every batch and every renewal. One introduction there pays many times.