The clients we're proud of

We’ve worked for a lot of good clients over the years. We learned a lot, made mistakes and celebrated wins. That’s where the experience comes from. Below is a short description of what we did at each of them.

Want to know more about a specific engagement? Get in touch.

As Sr. Account Executive at UMBRiO, one of the leading Splunk partners in the Netherlands, I was responsible for all sales activity across direct and indirect channels. I worked closely with the Splunk sales team on winning new accounts and managing existing customers strategically. By shifting the focus to enterprise customers, I delivered joined-up solutions that matched what those customers needed.

Tender won: LVNL (Dutch air traffic control).
At the end of 2025 I led the bid that won Proximus NXT NL and UMBRiO the European tender at Luchtverkeersleiding Nederland for Splunk support and consultancy. A framework agreement with a maximum value of €1.13 million, signed on 12 December 2025, running for 24 months with the option to extend 3 times by a year.The technical qualification decided it: Splunk Elite Partner status and certified engineers, consultants and architects, which UMBRiO was the only one of the 2 bidders able to supply. The tender also asked for a documented reference engagement on a comparable business-critical process. I approached the referees myself and wrote the required documentation on the earlier work together with them. That says something about the relationship with those customers. The award is public and can be read on TenderNed.

At CounterCraft, a leading supplier of threat intelligence solutions built on deception technology, I was responsible for commercial development in the Benelux region. I was the point of contact for NATO and for several European defence and intelligence organisations. I also supported the channel partner sales team, where I started international collaborations with Accenture, Deloitte, Thales and Telefónica.

Deal closed: defence.
One defence engagement took 16 months before the deal was done. Several ministries shared ownership and an external party was ultimately responsible for the data centre and application layer. Each organisation had its own requirements and wishes, which stretched decision-making longer than it needed to be. Worth €230,000 a year in the end.

At Nomios I was Sr. Account Executive in the Telco Team, responsible for accounts including Liberty Global, VodafoneZiggo, Schuberg Philis, Basefarm and other large customers such as Air France/KLM, Triodos and DXC. My focus was on building strong customer relationships and delivering growth that lasted.

After Telindus acquired ION-IP in March 2018, I was asked to help shape the independent Telindus Security business unit. I was responsible for integrating the ION-IP sales team (4 people) into the Telindus sales organisation, and I worked as Security Sales Specialist for the Central Government Team within Telindus (now Proximus NXT Netherlands).

ION-IP focused on joined-up networking and security solutions for large business customers, including national and international operators, ISPs, financial institutions and government organisations. As Sales & Marketing Manager I was responsible for managing large corporate accounts, leading the sales and marketing team, and was involved in writing and running the marketing plans and the positioning of ION-IP.

At Sagem, a global player in GSM, DECT, ADSL and fax and print equipment, I was responsible for all marketing activity in the Benelux and for building new business activities. I led a team of 3 people and supported the management team in working out the international strategy in more detail.

At Vodafone NL I led the B2B communications team, focused on large business customers. We developed above-the-line and direct marketing campaigns, produced magazines and brochures, and ran trade fairs. I was also involved in the international launch of GPRS/UMTS services, shaping the communications strategy for these services in the Dutch market.

At Canon, the market leader in copiers, printers and photographic equipment, I was responsible for introducing and marketing new digital multifunctional systems in the Benelux. I worked closely with the Corporate Communications team and focused on positioning Canon as a serious player in the market for professional office systems. I carried profit and loss responsibility for the Benelux market, where we came in more than 80% over target.

Frequently asked questions

Has Fred van den Heuvel closed large enterprise deals himself?

Yes, two recent examples. In 2025 he led the bid for the European tender at Luchtverkeersleiding Nederland for Splunk support and consultancy. The contract was signed on 12 December 2025, with a maximum value of €1.13 million over 24 months and the option to extend 3 times by a year. In 2024 he closed a defence engagement worth €230,000 a year for CounterCraft, after a 16-month sales process with several ministries as stakeholders.

In which sectors has Fred closed deals?

Government, defence, finance, aviation and telecoms. Recent examples are the Splunk tender at Luchtverkeersleiding Nederland and a multi-year defence engagement around cyber deception. He has also been responsible for accounts such as Liberty Global, VodafoneZiggo, ABN AMRO and Air France KLM.

What does he do himself in a sales process, and what does he leave to the team?

Both. He runs the complex customer conversations himself and pulls deals over the line, then uses those deals to show the sales team why an approach worked. On the LVNL tender that meant he led the whole bid: the technical qualification was carried out by architects from the team, and he wrote the reference documentation together with the sales team and the referees. He delivered these engagements himself. Accreditations, methods and deal profile are on his profile page.

What does Fred do in the first month, and what does the team look like after 6 months?

In weeks 1 to 4 he analyses the forecast, speaks to the team individually and picks up 2 to 4 live opportunities himself. In weeks 5 to 12 he runs the complex conversations himself and afterwards explains to the team why an approach worked, with MEDDIC or MEDDPICC applied to live deals. From week 16 he reverses the roles: the account manager runs the conversation and he sits alongside. By week 24 the team qualifies at the front of the process itself, runs the value conversation without him, and the forecast is predictable. The full phasing is on his profile page.

Has Fred coached an account manager during a live deal?

Yes. In 2024 he worked for CounterCraft on behalf of Uphill Sales. An account manager had been in contact with a prospect for months, only through Teams and email, and the close date had shifted twice. After a single phone call the real blocker turned out to be the implementation timeline, caused by an internal project that rubbed up against theirs. The solution was rebuilt together with the customer and the supplier of that project. The deal signed the following quarter, worth €150,000 in the first year. You’ll find the full story on the Training and coaching page.