Stop Selling Them Technology!

Consultants often have a knack for focusing on the wrong issues. As problem solvers, it’s easy to zero in on what we think is the problem while losing sight of what matters most to the actual problem owner. It’s like the old saying: to a hammer, everything looks like a nail.

In fairness to consultants, this isn’t a consulting-specific challenge; it’s a general people challenge. Having empathy and being able to put yourself in someone else's shoes is key to not only selling but a foundation for effective communication. But empathy is hard, especially when you’re not familiar with the position or perspective of the person you’re trying to empathise with.

Sometimes, we trip up even before we’ve tried to empathise, especially when we identify the wrong subject of our empathy. In our day-to-day interactions, we’re so accustomed to dealing with Company X, Firm Y, and Client Z that we unconsciously assume our empathy should be directed at their companies, not the individuals representing them. We forget that the person we’re speaking to isn’t a walking embodiment of their firm.

In technology consulting, the most common mistake I’ve observed is consultants assuming that what we’re selling is technology and that this is what the customer wants. While consumers might buy the latest iPhone just because it’s new, businesses are rarely so frivolous. Businesses want value, impact, and, above all, a return on investment. Individuals within these businesses want to perform well, make an impact, and be recognised for their success. So, when a consultant begins a pitch with ‘Hi, my name is X, and I’ve got this great new bit of technology that…’, it’s no wonder the meetings end with the consultant frustrated and the client regretting they agreed to the meeting in the first place.

The source of this disconnect is easy enough to pinpoint: people in business don’t care about your technology. Just as they don’t care about your internal services or business unit structure. They care about how you can solve their problem, whether they can trust you to do so, and how much it’s going to cost. For clients with critical problems that absolutely must be solved, cost can often be negotiated; what’s more challenging is explaining how you’ll help and building the trust needed for them to let you in.

The real estate technology consulting industry is still learning this lesson. In a world full of buildings that sometimes feel like they’re stuck in the 1960s, consultants see an ocean of opportunity for innovation and newness. But to think that just because something is old means it needs to be made new is blatantly wrong. If a building is profitable, cost-effective to own, and legally compliant, the owner doesn’t necessarily have a need for newness.

Proving the value of new technology is easier said than done. Each building is unique, and there are only so many case studies to reference, and even fewer that provide convincing business cases. However, common issues are evident: buildings often consume unnecessary energy, are difficult to maintain, and are expensive to modify. If you can prove that technology can address these challenges, it becomes much easier to justify the investment to a client.

Ultimately, consultants—especially in real estate technology—need to look beyond the product and focus on the real, tangible problems that clients face. Throw in the bin talking about the latest gadget or software; it’s about understanding the human elements behind every decision, recognising the pressures and goals of the people within the business, and aligning solutions to meet those needs.

Selling in this industry requires listening and empathising, identifying clients’ true pain points and concerns. Only then can consultants offer solutions that are both innovative and relevant. The real magic of consulting lies not in the technology but in the ability to connect, understand, and build trust. By doing so, consultants can help clients see technology as a powerful tool—not an end in itself, but a means to solve the challenges that matter most to them.