Trust, Honesty and Transparency: The Art of The Pitch

Mike Johnson is the business development manager at true and has worked in sales and business development for the last 13 years.

Within that time,​​ he has worked in and led teams in residential, events, b2b, telesales and account management environments. With a specific focus on BD within digital agencies for the last seven years, developing relationships with key stakeholders to grow accounts and increase spend, whilst also always having a focus and drive on acquiring new business.

LBB> What was your first sale or new business win?

Mike> The first big sale I remember within the agency space was with a top ten most recognised brand.

At the time I felt incredibly proud as it was a target client the agency had never worked with before and thought was unattainable. The one key lesson that really sticks with me from this experience was the thought of ‘you might as well try, and if they aren't interested at least, it was worth a shot’.

This made me realise that within new business and sales, if you feel like you have a good enough solution for people that's going to offer real value, never feel intimidated to reach out to anyone.

LBB> What was the best piece of advice you got early on?

Mike> I remember being told early in my sales career about the importance of adding value to every conversation.

It’s something that gets mentioned often, but for me, it’s become a guiding principle.

Whenever I approach a prospect, I take a moment to pause and ask myself: How is this conversation going to benefit them? What can I do to demonstrate that we’re the right partner to help solve their challenges?

LBB> And the worst?

Mike> I think the worst thing I've ever heard was someone saying, ‘fake it till you make it.’

It's so outdated and encourages people to pretend they know what they’re talking about - something that only ever damages trust and destroys credibility.

LBB> How has the business of ‘selling’ in the creative industry changed since you started?

Mike> I think it's become more consultative, knowledge-based, and cautious. Approaching conversations from a place of sharing expertise, experience, and evidence-based solutions seems to build more trust and openness with prospects.

People know there are plenty of companies offering similar solutions to their challenges, so the focus has shifted from ‘who has the best product’ to ‘who’s going to add the most value to me and my business.’

LBB> Can anyone be taught to sell or do new business or do you think it suits a certain kind of personality?

Mike> I genuinely believe any person can be taught to do sales.

I've personally worked with, and coached, a huge variety of personalities, and they’ve all found some level of success in sales. I definitely think certain personality types are more naturally suited to a typical sales role, but the evolution of sales – especially over the last five years – has only strengthened my belief that anyone can do it if they truly want to.

LBB> What are your thoughts about the process of pitching that the industry largely runs on?

Mike> I think the pitching process requires trust, honesty, and transparency from everyone involved. There’s a lot of time and effort that goes into putting together a proposal, and it’s important that clients are upfront about things like budget, expectations, and timelines. The agency is putting its cards on the table to say, this is what we can do—and I believe it’s only fair to be met with the same level of openness from the client’s side. Unfortunately, that’s not always the case.

LBB> How do you go about tailoring your selling approach according to the kind of person or business you’re approaching?

Mike> I think it comes down to research, understanding, and listening. Researching who the company is, what challenges they’re likely facing, how this person might be feeling in their role, what responsibilities they carry – and asking myself, how would I want to be approached if I were them? Then, once you're in the conversation, it’s about actively listening to what they’re really saying.

I remember hearing a long time ago that the best salespeople often talk the least. The importance of truly listening – not just to respond, but to understand – can’t be emphasised enough.

LBB> New business and sales can often mean hearing ‘no’ a lot and quite a bit of rejection – how do you keep motivated?

Mike> Not to take things personally. I realised relatively early on in my career that people aren't saying ‘no’ to you personally. If you can remove the emotion from the responses and just remember to empathise with people, then I think it's easy enough to stay motivated.

LBB> The advertising and marketing industry often blurs the line between personal and professional friendships and relationships… does this make selling easier or more difficult and delicate?

Mike> I think it’s important to remain professional in any relationship with prospects and clients. Of course, the more personable you are and the more someone likes you, the more likely they are to buy from you. That said, it’s just as important to set clear boundaries and make sure they aren’t crossed.

LBB> In your view, what's the key to closing a deal?

Mike> Without sounding too simplistic, I think it often comes down to just asking people what their thoughts are. Sometimes, as salespeople, we can get a bit passive — almost hesitant — when it comes to the decision stage of a deal. But I’ve always believed it’s best practice to simply ask the prospect, How are you feeling? Do you feel ready to move forward? If not, what’s holding you back? Being honest and direct has always seemed to work best, in my experience.

LBB> How important is cultural understanding when it comes to selling internationally? (And if you have particular experience on this front, what advice do you have?)

Mike> I’ve dealt with the American market quite a bit throughout my sales career so far. It’s definitely important to understand how different cultures operate — how they think, make decisions, and what their typical sales cycle looks like. The key is to do your own research, and if you’re unsure, just ask. I’ve never had anyone take offense at being asked a genuine question.

LBB> How is technology and new platforms (from platforms like Salesforce and Hubspot to video calls to social media) changing sales and new business?

Mike> I think it's helping save time and close the feedback loop. Being able to track everything provides real clarity on methods that are and aren't working and with all the tech and tools available, it makes it easier to focus on the most important parts of the role.

LBB> There’s a lot of training for a lot of parts of the industry, but what’s your thoughts about the training and skills development when it comes to selling and new business?

Mike> I think sometimes it can be overlooked. I do think it needs to be proactive from both the salesperson and the company themselves. The landscape is always changing, and whilst I believe a lot of the fundamentals don't really change, it's important to stay current and always be looking for ways to improve.

LBB> What’s your advice for anyone who’s not necessarily come up as a salesperson who’s now expected to sell or win new business as part of their role?

Mike> Know that everyone is always selling, no matter the role. Whether it’s your time, your knowledge, your product, or yourself, you likely have a wealth of experience that you might not even realise. Ask plenty of questions, be persistent in your approach, and constantly push yourself out of your comfort zone. Have a plan, and make sure you’ve got methods and systems in place to fall back on when your confidence inevitably ebbs and flows.