For vendors
Sell the way your buyers decide.
Coaching for your sellers, a sales process built around how your buyers actually buy, and a sales agent built for your business. You pay for the work you choose.
About / The business
The bridge between the people who sell technology and the firms that buy it.
TechBridge AI helps firms selling technology or expertise to professional-services buyers sell the way those buyers decide. I spent twenty years selling B2B technology, including into demanding UK law firms. Now I work on both sides of the same decision.
Two sides, one decision
Vendors want buyers who are ready to decide. Buyers want suppliers who fit the way they work. Most of the friction in a complex sale sits in the gap between the two: a need nobody has written down, an approver nobody has met, a business case that arrives too late.
TechBridge works in that gap.
For firms buying technology
Buy for the work you need to do.
Help to define what you need, test which suppliers fit and build the case for the decision. You never pay TechBridge anything.
Legal is a credential, not the boundary
Selling into UK law firms taught me how demanding professional-services buyers decide: panels, security questionnaires, risk sign-off and the people who can stop a deal without ever attending a demo. That experience travels. I work with vendors selling into legal, accountancy, finance and other professional services, and with buyers outside those sectors too. We establish how your buyers decide rather than assume one sector's process transfers unchanged.
How the partner model works
Vendors pay me. Buyers never do. I say which, and how much, before any introduction.
That sentence is the whole model. Here is what sits behind it.
Step 1. A firm brings a need.
I help them describe the problem, the people who need to agree and what a good result looks like. They pay nothing for this.
Step 2. Fit comes first.
I assess which suppliers fit. My partner list is not the whole market. If a better fit sits outside it, I say so. Where I represent a vendor in a category, I disclose that role and do not act as a recommender in that category.
Step 3. Disclosure before any introduction.
Before I introduce a vendor, I tell the firm's decision-maker who pays me, whether it is one-off or recurring, the amount, rate or range, and any relevant retained commercial relationship.
Step 4. The vendor meets a qualified buyer.
The vendor meets a buyer with a defined need, a named approver and, where the buyer needs one, a business case already written. That is what a vendor's fee pays for: less time and money spent finding and winning the right customer.
Why vendors pay for it
A cold campaign finds people. A trusted introduction finds a buyer who is ready to talk. When a vendor joins as a partner, I learn the product properly, brief them on the buyer before the first call and help shape the proposal around what the buyer needs to agree. The fee is paid by the vendor, through their partner or referral channel.
Why the buyer side makes the vendor work better
Because I work on the buyer side too, I hear what buyers are asking suppliers for now, and I bring that into every piece of vendor work. When I coach a seller or design a sales process, the buyer's real steps are in the room.
One piece of work, seen from both seats
An IT manager needed a security plan his board would back. I helped him map what he needed, matched him with one specialist and wrote the business case he took for sign-off. The specialist won the work and then a second piece.
Read the buyer's account: Clyde Gregory, IT Manager, Thyssenkrupp Materials UK
Read the vendor's account: Nick Walmsley, Strategic Partnership Manager, Citation Cyber
Founder-led, with specialist AI support
TechBridge is founder-led. I set the direction and make the final call. A team of specialist AI agents supports the research, checking and preparation behind the work. Nothing is sent or published externally unless I have reviewed it or set the authority for it in writing.
Start with what you want to improve.
Tell me what you sell and who buys it, or what your firm needs to buy next. A brief, non-confidential outline is enough to start.