After successfully closing eight consecutive deals with U.S.-based subsidiaries of international parent companies within a specific manufacturing sector, the deal team believed they were on the brink of a larger breakthrough. Consequently, nine team members from the world’s largest industrial finance company at the time convened for a five-hour dinner to deliberate the most effective method to market their specialized expertise. The discussion revolved around three strategies: adopting a “hard” vertical, a “soft” vertical or employing generalists with unique skills.

Each approach had its merits and drawbacks. Ultimately, a blend of strategies proved to be the solution that night, and it was successful until it was not.