"It’s not usually one person in the company.”
Big EPC deals come with a buying committee, not a single decision-maker. You might start with one champion, an engineer, a project developer, or a finance lead. But the group expands fast once a deal gets serious. Legal, finance, engineering, and executive leadership all have a seat at the table. Each brings different questions, different concerns, and a different definition of risk.
That reality should shape the marketing plan. One message for the whole group isn’t enough. The story has to hold up across roles.
A practical way to think about it:
- Define the concern for each buyer group, not just the primary contact.
- Build one asset per worry, not one asset per product feature.
- Keep the tone calm and specific. People in high-stakes decisions don't respond well to hype.
Also worth remembering: investors often sit behind the developer, invisible to the sales team but deeply involved in the outcome. They care about delivery timelines, financial risk, and whether the project structure holds. If anything slips, the whole deal feels unstable. Marketing that speaks only to the developer misses half the room.
"I don’t like when companies utilize LinkedIn as a brochure."
A LinkedIn feed full of product announcements and award posts blends into the background. People in this industry scroll past it constantly because it all sounds the same. The content doesn't teach them anything, and it doesn't make them feel anything.
Nick's approach mixes company content with value and personality. A useful rule of thumb: 30% of content can talk directly about the company, while the other 70% should teach, show, or occasionally entertain.
What works well in this space:
- Photos and short clips from active project sites.
- Team moments in heat, cold, and tough conditions.
- Occasional light humour, like a simple meme.
Project site visuals work especially because most people in this industry never actually visit job sites. They manage projects from dashboards, spreadsheets, and calls. Real footage from the field feels fresh and specific, and it builds trust in a way that polished graphics never quite do.
"Start with a single champion; you find somebody willing to listen."
Sales and marketing alignment rarely happens by hope. Marketers have to earn trust inside the business, with sales teams first, and leadership second. The fastest way to do that is through proof, not presentations.
A pilot-led path keeps it simple:
- Find one sales rep who’s open to experimenting.
- Build the smallest test that can prove real value.
- Do most of the setup work yourself, so the ask on their side is minimal.
- Share results clearly, then scale to others.
Nick ran exactly this play with personal LinkedIn posts. A salesperson was already posting on their own. Marketing helped shape the message, then amplified it with paid promotion. That created tangible proof—more engagement, visibility, and conversation—without asking anyone to change how they worked overnight.
Over time, the dynamic flips. Sales starts coming to marketing for support rather than the other way around. That's when you know the relationship is working.
"People just didn’t want to exchange their email for a case study."
Content gating only works when the value exchange feels fair. A case study about your own company often feels like a sales trap. A market outlook, a benchmark report, or a technical deep-dive feels useful. The difference in conversion rate between those two approaches is enormous.
In complex B2B markets, the better approach is to lead with thought leadership that helps buyers do their jobs more effectively (content built around real expertise, not the product). Internal engineers, project managers, and technical leads make far stronger sources than marketers writing in a vacuum.
A few principles that hold up in practice:
- Lead with genuinely practical content, not content that’s useful once you’ve already bought.
- Reduce friction at every step. Each extra form field costs conversions.
- Build the relationship over time rather than trying to capture everything upfront.
For measurement, Nick focuses on target accounts rather than raw lead volume. Tools like HubSpot connect engagement signals (opens, clicks, time on page) back to specific accounts, giving the sales team better context and better timing. The goal isn’t more leads. It’s the right conversations, with the right people, at the right moment.
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