People, Mindset, Momentum: Successful expansion management in emobility site development
- Sophie Voltmann
- 3 days ago
- 4 min read
A conversation with Thorsten Wehner and Dr. Andreas Pfeiffer about speed, trust and responsibility in cooperation with site partners
Today's interview series "Behind the Scenes" focuses on successful site negotiations for fast-charging infrastructure. This time, Sophie Voltmann, digital advisor at greenventors, speaks with Thorsten Wehner, sales professional and coach at energieparkmakler, and Dr. Andreas Pfeiffer, managing director at greenventors and owner of energieparkmakler. Together, they take a look behind the scenes of successful site negotiations – with plenty of practical tips from everyday practice.
Sophie Voltmann: Mr. Wehner, Dr. Pfeiffer – in your opinion, what makes a good salesperson in site acquisition for fast-charging infrastructure?
Dr. Andreas Pfeiffer: We're already bringing qualified locations with willing partners into the tender. Nevertheless, we see enormous differences: Some partners are extremely quick to close the deal, while others take months. This makes us wonder: What do the successful ones do differently?
Thorsten Wehner: Sales is about actively creating opportunities. Successful salespeople are characterized by initiative, responsiveness, and personal touch. Expertise alone isn't enough. Trust is built on the interpersonal level, not through shop talk.
Preparatory work doesn't come easy—without genuine commitment, every opportunity fizzles out. - Thorsten Wehner
Sophie Voltmann: What are the most important success factors in everyday life?
Thorsten Wehner: There are three levels: First, successful salespeople like "Gerd" and "Martin" are quick to get on-site and build genuine relationships. Second, in my experience, getting out there and being present pays off. Emails and phone calls are useful, but nothing can replace a personal conversation. Third, the best salespeople manage to connect with the local partner emotionally before they offer specialist knowledge. Trust isn't built through technical details, but through human connection. Only when the relationship is established will the expertise be truly perceived.
Dr. Andreas Pfeiffer: Speed is crucial. If you let a new contact lie for two weeks, you send the wrong message: that the collaboration will be difficult later on. Speed shows appreciation and commitment. Site partners closely monitor how committed an operator is – behavior in the initial phase is often seen as an indicator of later collaboration.
Sophie Voltmann: How important is expectation management in site acquisition?
Thorsten Wehner: Enormously important. It's no good simply hoping for a quick conclusion. Instead, you should clearly communicate to the site partner: "Here are the steps. This will take three days, that one a week, and the grid connection process three weeks." Transparent timelines build trust.
Dr. Andreas Pfeiffer: Good expectation management prevents disappointment. It demonstrates professionalism and ensures everyone is pulling in the same direction.
Trust beats speed – but without speed, trust doesn't develop. - Dr. Andreas Pfeiffer
Sophie Voltmann: What role does the contract play in site acquisition?
Thorsten Wehner: A crucial one. Many fail because they address critical issues too late. My tip: Address red flags early and openly. Transparency builds trust and prevents the location partner from feeling overwhelmed. A "sandwich strategy" is particularly recommended for complex contracts: First, explain the benefits, then transparently point out potential hurdles, and then reemphasize the shared opportunities. This is the only way to build trust despite complex conditions.
Dr. Andreas Pfeiffer: We see that even complex contracts can be negotiated successfully – if they are explained early and properly contextualized. Communication is key. Sending a comprehensive contract too late or without comment can be a real dealbreaker.
Sophie Voltmann: What is the importance of active sales pipeline management?
Dr. Andreas Pfeiffer: On an individual level, it means: I have to actively manage my sales pipeline. I need a clear overview of the status of each lead and the next steps. This is the only way to keep my pipeline moving. A "full" pipeline without any deals is an illusion of activity. Regularly qualifying and dequalifying leads is equally important: Not every opportunity develops positively, and those who keep their pipeline clean work more focused and efficiently.
We provide transparency so everyone involved can collaborate effectively. Active pipeline management helps teams identify opportunities faster, prioritize tasks better, and drive deals more efficiently.
Sophie Voltmann: Mr. Wehner, which books have had a particular influence on your path?
Thorsten Wehner:
1. "Smart Calling" by Art Sobczak
"For me, this is one of the best books for learning empathetic and effective telephone prospecting. No fear of the call, but rather a targeted conversation starter."
2. "Invisible Rules of the Game" by Gabriele Rehbock, Kai-Mai & Markus Müller
"Negotiation psychology in a nutshell: You finally understand the hidden dynamics in conversations."
3. "The Dale Carnegie Sales Training"
"A classic that's still relevant today: Selling begins with putting myself in the other person's shoes and truly wanting to understand their drives and motives. The product is initially irrelevant for a long time."
These books have had a profound impact on my approach to sales: less pressure, more genuine empathy with the other person. Or, as the world champions in sales training say: Sell smart, not hard.
Sophie Voltmann: Your most important message to fellow sales people?
Thorsten Wehner: Start with a "we" mindset. You enable success – together with your location partner. Storytelling, emotions, and a clear, disciplined, and diligently executed plan make all the difference.
Dr. Andreas Pfeiffer: Trust, commitment, and clarity are crucial. Those who work empathetically and in a structured manner are more successful and have more resilient partnerships.
The conversation with Thorsten Wehner and Dr. Andreas Pfeiffer impressively demonstrates that successful site acquisition involves far more than traditional sales work. It's about taking responsibility, building trust, and actively leading the process – beyond formal responsibilities. Speed, empathy, and transparency are the key factors that make the difference. Sales is understood here as enabling: not selling at any price, but rather jointly developing solutions that create added value for all parties. Those who act in this way will not only win sites but also build genuine partnerships.
