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rich; the user stays dependent. Jean-Philippe offers something braver: autonomy. With real-time feedback loops and reinforcement learning, AxonJay empowers users to continuously sharpen their AI models without needing to start over every few months. But what truly elevates Jean-
Philippe’s work is his insistence on the human core of technology. In his words, “AI will not take your job away – but it will certainly transform it.” His vision is not of machines replac- ing people, but freeing them from endless cold-calling, from guess- work, from soul-crushing inefficiency. Salespeople, he believes, should have richer, more meaningful conversa-
tions – not just to ask if someone’s interested, but to show up already understanding their needs, already in sync with their timing. The results speak for themselves.
Take the Belgium-Luxembourg Cham- ber of Commerce, where AxonJay’s platform doubled client engagement rates – not in a year, but in a quarter. The secret wasn’t brute force. It was precision. It was timing. It was the art of being in the right place with the right message at the right moment, just like the smartest birds choosing their migration routes. Jean-Philippe’s career is a tapestry woven from economics, statistics, ornithology, and a deep reverence for organic systems. Even his previ-
SELLING TIP Match Your Presentation to Your Client
Easy presentations don’t get orders. By “easy,” I mean generic, routine, boring, or even
offensive. That’s right – offensive. Each prospect has an individual personality, so the presentation that revs up a sale with a “bully” client will shut down your sales call with a “timid” one in no time flat. I’ve learned that almost all prospects fall into one of eight personality categories. On your next sales call, try to determine which type of person you are selling to and then follow the selling strategy that best matches that client’s style and personality. • The Balkers. These people are indecisive – they simply can’t make up their minds. Dealing with them takes a lot of patience. Sooner or later, though, you have to force the issue and ask, “Why do you hesitate?”
• The Talkers. Direct the conversation with questions that keep pulling them back on track. Ask simple questions they can answer with just a yes or no. Try starting your questions with, “Do you,” “Have you,” and “Will you.”
• The Clams. Keep drawing them into the conversation with questions designed to make them talk. Ask for their advice and take the time to be personable. Good long-answer questions begin with phrases like, “Why do you,” “Explain to me,” and “Please tell me.”
• The Skeptics. Use a lot of raw data, proof state- ments, and documentation. Get agreement as you go along and summarize your main points. You can
30 | JULY/AUGUST 2025 SELLING POWER © 2025 SELLING POWER
ous company, Swan Insights (Social Web Analysis), paid tribute to Nassim Nicholas Taleb’s “Black Swan” theory. In Jean-Philippe’s universe, birdwatch- ing and market-watching are not different disciplines; they are part of the same deeper quest: understand- ing complex, evolving systems – and thriving within them. Now, as he prepares to bring AxonJay across the Atlantic, setting up shop in New York, Jean-Philippe’s mission is clear. He’s not selling AI. He’s selling something much rarer: a way to see the world more clearly, move more intelligently, and act at the perfect moment. The Earth, after all, has been doing it for billions of years.
use, “Do you see how we’ve” or, “Do you get a feel for our” as lead-ins.
• The Sarcastic Souls. Sometimes they’re hard to take, but keep your cool. Find out what’s behind their barbs – a bad experience with your product, your company, or another salesperson. Laugh at their sarcasm and turn their disdain into respect. Try, “I can see you’ve had some interesting, but not very posi- tive, experiences. Can you tell me about them?”
• The Egoists. Resist the temptation to tell them off. Feed their egos by asking their opinions and giving them compliments. Win them over by yielding on all minor issues. “It’s obvious that you know quite a bit about this very complex machinery,” is better than, “You don’t really understand how this system works.”
• The Bullies. They get their way by acting tough. Be nice, but stand your ground. Don’t run, don’t fight – just stay calm. You can simply state, “I see that you feel very strongly about this decision,” and continue to probe for needs and wants.
• The Timid Ones. Take it nice and slow. If you rush these people, they’ll get flustered and you’ll never get through your presentation. Concentrate on building their confidence in you. Personal references – such as, “Your associate Mr. Brown mentioned how often you’ve said you need...” – give you a founda- tion of trust to build on. Every presentation can be a winner when you know how to match your technique to the personality of each client. Your clients will feel pampered and they’ll show their appreciation in trust, respect, and orders.
– NIDO R. QUBEIN
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